1. Design Storyboard Seattle ACMP v 1.1 Define step-by-step elements for brining projects & meetings to productive endpoints Agenda ItemGoalLS Micro-StructureWhy this LS?Steps / InvitationsFacilitator Notes Welcome [25] Clarify purpose together & Introduce LS microstructure Impromptu Networking + Social Network Webbing Quickly connects participants + generates purposefulness + strengthens the loose network connections 3 rounds,2 mins each. 3 quick rounds webbing. What is a challenge or bottleneck you bring to this gathering? Molly Welcomes Julie, Keith Keith (intro LS), Julie (network webbing) Assessment of Current State [20] See the forest and trees of change efforts Ecocycle 1-2-4-All Analyze a portfolio of activities to identify obstacles and opportunities for progress Place your major change efforts in birth, maturity, creative destruction, or renewal + poverty / rigidity traps Keith Molly links to ACMP themes Unleashing A More Innovative Culture [35] Make space for innovation with creative destruction TRIZ; 1-2-4-All Identifies & helps people stop counter-productive behavior and activities 3 steps, 7 minutes each. What can you do to be sure your people wait out any and all change initiatives? Molly Julie links to ACMP themes Safely Taking More Risks [25] Generate and sift bolds ideas from the crowd 25/10 Crowdsourcing Includes and unleashes every person in shaping next steps 5 rounds, 20 minutes. If you were 10 times bolder, what can you stop asking permission to do? Julie Molly links to ACMP themes Action Planning [20] Identify action steps and get imaginative help from peers Troika Consulting; 15% Solutions Helps people move rapidly from good ideas into action and prototyping 20 minutes. Each participant gets help with a liberating action or uprising they have in mind. Molly Insurrectionist Debrief [25] Identify take-away practices & next steps from the session What, So What, Now What? Look back on progress & make adjustments together 15 minutes, 3 rounds..What stands out? So what difference does it make? Now what action will you take? Keith Julie & Molly links to larger themes & next steps Lunch together?

2. Impromptu Networking Rapidly share challenges and expectations, building new connections

4. Conventional Structures Managed Discussion underway

5. Ubiquitous, Often Unnoticed Presentation underway

6. Make an Invitation Distribute Participation Configure Groups Arrange Space Sequence & Allocate Time

7. Presentation Everyone can hear & see the same information simultaneously Listen to me from start to finish One presenter speaks, everyone else listens One person and a large group Presenter in front, audience facing same direction Intro, then 99% presentation, then “any questions?”

8. Over-Controlled Presentation/Lecture Uniform relationships Engaging only one person or a select few in shaping direction Flow in one direction ? ?

9. Respond as you see fit Anyone can try to jump in at any time One undivided group Within a room or a virtual environment Intro topic, then 99% free-for-all discussion

10. Under-Controlled Open Discussion Unstable relationships Anyone can jump in A false promise of consensus Flow too random to shape direction

11. Conventional Structures Too Tight or Too Loose Presentation Over-controlled, too uniform, engaging only a select few in shaping direction Open Discussion Under-controlled, too unstable and too random to shape direction

12. 1-2-4-All in motion. Multiple short cycles are more productive than one longer session.

13. Distributed (tight & loose) Liberating Structures Distributed (tight & loose) Liberating Structures Diverse yet interdependent relationships Distributed control, flow from any point, any direction As the action unfolds, direction is shaped by participants themselves out of local interaction

14. 1.Expert-less: requires only a few minutes to introduce; novices can succeed after a first experience 2.Results-focused: likely to generate better-than-expected purposeful results 3.Rapid cycling: fast iterative rounds are very productive 4.Seriously fun: boosts joy, freedom & responsibility 5.Inclusive: together, everyone is invited to shape next steps 6.Multi-scale: works for everyday solutions, projects, strategy, movements 7.Self-spreading : simple to copy without formal training 8.Modular : the parts can be combined & recombined endlessly

15. Same People Same Macro- structures Different Micro- Structures Different Micro- Structures Better than expected results enduring cultural change

16. Simple Rules to Unleash A Culture of Innovation Liberating Structures introduce tiny shifts in the protocols of how we meet, plan, decide and relate to each other. They put the innovative power once reserved for experts only in the hands of everyone. LS make it possible for everybody with a stake to have a voice, for everybody to have freedom to act and seize opportunities, and for everybody to take into account other peoples voices, mutually shaping next steps together.

17. Above: a portfolio of market strategies arrayed around the Ecocycle by members of a senior management team. Each number represents a strategy in play or under consideration. Ecocycle Planning Analyze the full portfolio of activities and relationships to identify obstacles and opportunities for progress

18. Change Management Activities List What you spend time doing… 1.Training for teams 2.Getting buy-in for best practices 3.Resolving conflicts 4.Developing talent 5.Overcoming resistance 6.Motivating tactics 7.Coaching sponsors 8.Surveying engagement 9. Facilitating meetings 10. Finding the best solution 11. Liberating with LS 12. Working up the chain of command 13. Developing incentives 14. Designing user/client research 15. Aligning stakeholders to the plan 16. …

19. Ecocycle Planning Analyze the full portfolio of activities and relationships to identify obstacles and opportunities for progress Renewal Networker Maturity Manager Birth Entrepreneur Creative Destruction Heretic Rigidity Trap Not letting go Rigidity Trap Not letting go Poverty Trap Not investing Poverty Trap Not investing

20. Ecocycle: change management activities 1.Training for teams 2.Getting buy-in for best practices 3.Resolving conflicts 4.Developing talent 5.Overcoming resistance 6.Motivating tactics 7.Coaching sponsors 8.Surveying engagement 9. Facilitating meetings 10. Finding the best solution 11. Liberating with LS 12. Working up the chain of command 13. Developing incentives 14. Designing user/client research 15. Aligning stakeholders to the plan 16. …

21. Henri Lipmanowicz & Keith McCandless S T E P S Use or generate a list of your key activities and/or relationships for your work on this topic With one partner, coach each other to construct an Ecocycle map – 4 minutes each (8 minutes total) In your group of four, decide where to place the activities on the large wall Ecocycle map or flip chart page (5 minutes) Make sticky notes and put them on the map

22. Henri Lipmanowicz & Keith McCandless Insights

23. Anti-fragility: You gain from disorder Clockwork: You gain from control

24. 1. First alone, then in your small group, compile a list of to-do’s in answer to: What can you do to be sure your people wait out any and all change initiatives? 7 minutes. Go wild! 2. 3.3. TRIZ Steps and Schedule Stop counterproductive activities and behaviors to make space for innovation

25. 1-2-4-All in motion. Multiple short cycles are more productive than one longer session.

26. 2. First alone, then in your group, go down your list and ask: Is there anything we are doing that resembles in any shape or form to-do’s on our collective list? Be unforgiving TRIZ Steps and Schedule Stop counterproductive activities and behaviors to make space for innovation 1. First alone, then in your small group, compile a list of to-do’s in answer to: How can I/we reliably create… Go wild!

27. 2. First alone, then in your group, go down your list and ask: Is there anything we are doing that resembles in any shape or form to- do’s on our list? 3.Take one item and ask: How am I and how are we going to stop it? What is your first move to STOP this behavior? Be as concrete as you can, try 15% Solutions Bonus question: What triggers this behavior? TRIZ Steps and Schedule Stop counterproductive activities and behaviors to make space for innovation 1. First alone, then in your small group, compile a list of to- do’s in answer to: How can I/we reliably create… Go wild!

28. 1-2-4-All in motion. Multiple short cycles are more productive than one longer session.

29. 15% Solutions 15% Solutions Discover and focus on what each person has the freedom and resources to do now What can YOU do now? Where do you have freedom and discretion to act?

30. 1.Expert-less: requires only a few minutes to introduce; novices can succeed after a first experience 2.Results-focused: likely to generate better-than-expected purposeful results 3.Rapid cycling: fast iterative rounds are very productive 4.Seriously fun: boosts joy, freedom & responsibility 5.Inclusive: together, everyone is invited to shape next steps 6.Multi-scale: works for everyday solutions, projects, strategy, movements 7.Self-spreading : simple to copy without formal training 8.Modular : the parts can be combined & recombined endlessly

31. Henri Lipmanowicz & Keith McCandless On index cards, each participant writes: If you were 10 times bolder, what would you stop asking permission to do? What is your first move?

32. 25/10 Crowdsourcing Rapidly generate and sift a group’s most powerful actionable ideas Pass cards around while milling 5 rounds Rate each card: 1 = ho-hum to 5 = fabulous, “I’m in!” [adjust scale to the challenge] Decide* before looking at other scores Put rating on the back of the card * Option: before you score your card, confer with one other person for 2 minutes

33. Final Steps Rapidly generate and sift a group’s most powerful actionable ideas Add all the scores* after the last round Call out the score on your card (max score 25) Post high-to-low scoring ideas on a wall tapestry If you have more than 5 scores, add them together, divide by the total number of scores, then multiply by 5 High Low High Low

34. Open Discussion Distributed control Centralized control Brainstorm Presentation Status Report Managed Discussion C o n t r o l of o C o n t e n t Number of People Included in Shaping Next Steps Number of People Included in Shaping Next Steps One PersonEverybody

35. Troika Consulting Get practical and imaginative help from colleagues immediately 1 minute to select a challenge and action you want help with (it could be a liberating action or bottom-up-rising of any kind) Groups of three 5 minutes per person Share your action idea – no long explanations! Invite feedback and advice from your consultants … then turn your back on them (get ready to take notes) You are invited to help expand the solutions, ask deeper questions, and reframe the challenge for your client Switch to the next person

36. Observable data and experiences Actions I take based on beliefs Beliefs I adopt about the world Conclusions I draw from assumptions Assumptions I make based on meanings Meanings I add (cultural & personal) Data I select from observations 1. What? 2. So What? 3. Now What? Ladder of Inference Emphasizes the value of a step-by-step progression in debriefing or after-action conversations. The value of staying LOW on the ladder is visually reinforced. Misunderstandings and arguments can be avoided.

37. What³ Debrief Together, look back on progress and decide what adjustments are needed * WHAT? [5 minutes] Looking back, what facts, data, & observations stand out? SO WHAT? [5 minutes] How do you explain those facts? Assumptions? Patterns? What is important? NOW WHAT? [5 minutes] What action may help you move forward? Who else should be here? * Twist: With use of talking objects

39. Learning Resources ||||||||||||||||||||||||||||||||||||| Liberating Structures The Surprising Power of Liberating Structures: Simple Rules to Unleash A Culture of Innovation by Henri Lipmanowicz & Keith McCandless Website www.liberatingstructures.com The Surprising Power of Liberating Structures: Simple Rules to Unleash A Culture of Innovation

40. Preventing Snapback To Dominant Patterns 1-2-4-All: How can we increase the resilience of fragile new habits? Resilient Under-control Everyone doing their own local/ functional thing Resilient Over-control Direction imposed from the top-down Fragile Direction mutually shaped with everybody