I'm currently visiting Carleton College, my alma mater. It was exactly 50 years ago this month that I arrived on campus as an incoming freshman, and it's a rush to reflect on all that has transpired over the past five decades. There are many new buildings, and some old ones repurposed. Student enrollment has swollen to 2100—up from 1350 back in the day—but the maples are still turning toward their traditional fall raiment at the end of September, just the way I remember. Some things don't change.
Yesterday I was the guest presenter in Anna Moltchanova's philosophy class on Utopias (providing a three-dimensional contrast to the utopian literature the course is based on—they're reading Thomas More, Plato, Edward Bellamy, Aldous Huxley, etc.). I did 70 minutes of solid Q&A and it was great fun. Today I give a noon-hour talk entitled, "Why Intentional Communities May Save the World" (why aim small?). Between that and free pizza we should have a good crowd.
During an afternoon break, I took a walk yesterday in the cool sunshine and wound up outside Myers, where I sat quietly for a while on the bench dedicated to my old college friend (and Susan's late husband), Tony Blodgett. (For my remembrance of him click here.) As it happened, yesterday was the 13th anniversary of his death so it was a potent time. The bench is situated with a view across Lyman Lakes to Goodhue, the dormitory where I lived my sophmore year and Tony was the proctor's roommate.
Later I had an animated visit with Renay Friendshuh, a junior this year who was born at Sandhill and grew up there. It was a day of circles within circles as my life folded back on itself.
Preparing for today's talk has given me the chance to reflect on what I've done with my life since the foment of my undergraduate days, during which time the college abandoned in loco parentis; the Vietnam War was raging, casting a shadow over my post-graduate options; I first got personally acquainted with racism and bigotry, and the seeds of the feminist movement were beginning to sprout.
In 1967 students were not allowed to have cars on campus, everyone was required to live in dorms, and Minnesota winters were long and cold (it was before global warming and Al Gore had not yet invented the internet). One of my political science professors was Paul Wellstone. It was an intense and magical time, and I loved it.
Amazingly enough, my total immersion in Carleton connections will extend seamlessly into the weekend. Though I'll depart Northfield this afternoon, I'll rendezvous with Susan (also a Carl) for dinner at the MSP airport before flying with her to Denver. After overnight altitude adjustment at 5,000 feet (staying with Susan's daughter, Britta, and her partner Brian, both Carls), we will ascend to 10,000 feet Friday when we drive to Alma. Although the name of the town is not Alma Mater, it may as well be, as we will be guests for three days of old Carleton friends, Peg & Caesar Sweitzer, staying at their mountain aerie. There is definitely a theme to the week.
In Colorado we're hoping to enjoy the yellow and golden seasonal flaring of the cottonwoods and aspens—as well as the camaraderie. Susan and I will linger in Denver one more day after coming down from the mountains, to take Britta out to dinner on the occasion of her 36th birthday next Monday.
Whether we pay attention or not, the wheel keeps turning. I figure the best we can do is to enjoy the ride, each opportunity in its own season.
For 25+ years I’ve been a community networker & group process consultant. I believe that people today are starved for community—for a greater sense of belonging and connection—and I’ve dedicated my life to making available as widely as possible the tools and inspiration of cooperative living. I’m on the road half the time teaching groups consensus, meeting facilitation, and how to work with conflict. This blog is a collection of my observations and musings along the way.
Thursday, September 28, 2017
Tuesday, September 19, 2017
Roadmapping
One of the bread and butter skills of a good facilitator is getting everyone on the same page. I use the term "roadmapping" to cover this, and there are two ways that facilitators use it to help guide meeting participants:
a) Providing a clear picture of the intended arc of the meeting (what will be discussed and in what sequence). For the most part this is taken care of with a well-crafted agenda. However, there can be a trap to this: facilitators may fall in love with the elegance of their plan, or they may hold on too tightly to the plan as a life ring in choppy seas.
It works like this: as a facilitation instructor I emphasize the value of being prepared for the anticipated agenda, which includes what questions to pose, in what order, and in what formats. If it turns out that the meeting doesn't flow as anticipated and there need to be adjustments, some facilitators can be reluctant to make them—both because they want the payoff from their planning investment (it looked so good on paper!), and because once they leave the map they may be unsure of their footing and worried that they'll lose their way.
b) The more subtle aspect of roadmapping—and the one I want to mainly focus on in this essay—is regularly reminding the group of where it is in the conversation and what kinds of responses are appropriate. When you take into account how common it is for surprises—both big and little—to arise in the course of a meeting, this in-the-moment skill is crucial to bringing everyone along effectively with the unplanned twists and turns of a dynamic conversation.
This second aspect manifests in three ways:
Off-roading
This is deviating from the planned agenda. While it may not happen often, the group has the right to change its mind about what to talk about whenever it wants to, and sometimes it wants to. (To be clear, in consensus the whole group has to agree to the change; it doesn't happen simply because someone threatens to hold their breath until they get their way.) While this should be a deliberate choice, sometimes things emerge that justify it. For example:
• Working fulminating distress.
• Clarifying a misunderstanding that no one knew existed ahead of time.
• Exploring a question that's suddenly more compelling than the regularly scheduled agenda.
Following the juice
Good facilitators know how to temporarily narrow the focus for tactical reasons. It frequently happens that the topic in hand has several components and comments do not necessarily follow one another, even though all are on topic. When that occurs, facilitators have choices about how to proceed. They can lay back, allow the chaotic flow, and try to pick out themes over time. Or they can look for moments when there is an energetic surge and then restrict responses to what was just said, in the hopes of riding the wave of interest to pin down agreement about that component. Once the surge dissipates (and you've captured all the product you can), the facilitator will widen the focus back to where it had been previously.
This technique can be an effective way to tackle complex topics—aggregating a solution piece by piece as opportunities present themselves. Doing so, however, requires facilitators who are light on their feet, and able to see the possibilities as they open and close in the moment. They need to be able to seize the time and walk away gracefully from their original plan.
In order to get there, facilitators need to be crystal clear about the objectives of the meeting, so that they can constantly sniff out shortcuts as the meeting unfolds.
Not leaving food on the table
The last benefit to roadmapping is knowing what's possible and being ruthless about harvesting all the agreement that's in the room. By knowing exactly where you are with respect to objectives and concerns, the skilled facilitator knows when to stay with a topic a little longer and when to pull the plug.
—Partly this is keeping a weather eye on the goals for the topic, extracting maximum benefit from the conversation. Where can precious time be used to greatest leverage?
—Partly this is time management: you have to start wrapping up a topic soon enough that loose ends can be identified and tied off without slipping into overtime.
—Partly this is the magic eye skill of learning to see potential agreement (instead of obsessing about the ways in which people diverge) so that you can accurately sense when to stay with a topic a bit longer and when to pull the plug. Often a skilled facilitator will be the first person to see the possible agreement, simply because they're the one most attuned to looking for it.
a) Providing a clear picture of the intended arc of the meeting (what will be discussed and in what sequence). For the most part this is taken care of with a well-crafted agenda. However, there can be a trap to this: facilitators may fall in love with the elegance of their plan, or they may hold on too tightly to the plan as a life ring in choppy seas.
It works like this: as a facilitation instructor I emphasize the value of being prepared for the anticipated agenda, which includes what questions to pose, in what order, and in what formats. If it turns out that the meeting doesn't flow as anticipated and there need to be adjustments, some facilitators can be reluctant to make them—both because they want the payoff from their planning investment (it looked so good on paper!), and because once they leave the map they may be unsure of their footing and worried that they'll lose their way.
b) The more subtle aspect of roadmapping—and the one I want to mainly focus on in this essay—is regularly reminding the group of where it is in the conversation and what kinds of responses are appropriate. When you take into account how common it is for surprises—both big and little—to arise in the course of a meeting, this in-the-moment skill is crucial to bringing everyone along effectively with the unplanned twists and turns of a dynamic conversation.
This second aspect manifests in three ways:
Off-roading
This is deviating from the planned agenda. While it may not happen often, the group has the right to change its mind about what to talk about whenever it wants to, and sometimes it wants to. (To be clear, in consensus the whole group has to agree to the change; it doesn't happen simply because someone threatens to hold their breath until they get their way.) While this should be a deliberate choice, sometimes things emerge that justify it. For example:
• Working fulminating distress.
• Clarifying a misunderstanding that no one knew existed ahead of time.
• Exploring a question that's suddenly more compelling than the regularly scheduled agenda.
Following the juice
Good facilitators know how to temporarily narrow the focus for tactical reasons. It frequently happens that the topic in hand has several components and comments do not necessarily follow one another, even though all are on topic. When that occurs, facilitators have choices about how to proceed. They can lay back, allow the chaotic flow, and try to pick out themes over time. Or they can look for moments when there is an energetic surge and then restrict responses to what was just said, in the hopes of riding the wave of interest to pin down agreement about that component. Once the surge dissipates (and you've captured all the product you can), the facilitator will widen the focus back to where it had been previously.
This technique can be an effective way to tackle complex topics—aggregating a solution piece by piece as opportunities present themselves. Doing so, however, requires facilitators who are light on their feet, and able to see the possibilities as they open and close in the moment. They need to be able to seize the time and walk away gracefully from their original plan.
In order to get there, facilitators need to be crystal clear about the objectives of the meeting, so that they can constantly sniff out shortcuts as the meeting unfolds.
Not leaving food on the table
The last benefit to roadmapping is knowing what's possible and being ruthless about harvesting all the agreement that's in the room. By knowing exactly where you are with respect to objectives and concerns, the skilled facilitator knows when to stay with a topic a little longer and when to pull the plug.
—Partly this is keeping a weather eye on the goals for the topic, extracting maximum benefit from the conversation. Where can precious time be used to greatest leverage?
—Partly this is time management: you have to start wrapping up a topic soon enough that loose ends can be identified and tied off without slipping into overtime.
—Partly this is the magic eye skill of learning to see potential agreement (instead of obsessing about the ways in which people diverge) so that you can accurately sense when to stay with a topic a bit longer and when to pull the plug. Often a skilled facilitator will be the first person to see the possible agreement, simply because they're the one most attuned to looking for it.
• • •
A good facilitator should always know where the conversation is supposed to be focused and what the group is trying to accomplish.
Friday, September 15, 2017
Conflict, Bullies, and Introverts
A friend of mine recently posted these comments in response to my blog of Nov 16, 2015, What It Takes for Groups to Be Less Conflicted about Conflict:
Assuming the accuracy of data reporting the relative predominance in cohousing of people who view themselves as introverts, the use of boundary “management” or strengthening/closing in response to bullying (or even just to conflict in general) may be seen more frequently when an introvert feels bullied.
My thinking is that the initial response called for—engaging or confronting—would require a decision or choice to engage, which the introvert might need to go inside to reflect upon first. Once there, they might determine that inside is safer and less demanding, and not come out again.
Staying in the fire is not easy for anyone, and perhaps even less so when the preferred examination process takes place internally. The decision to return to the fray and engage may be asking introverts to demonstrate a greater degree of courage than they possess, especially when it is not supported by the community.
Let's unpack this, starting with definitions and premises.
o Almost all groups will contain a mix of extroverts and introverts. For the purpose of this essay I'm defining extroverts as people who are energized by engagement with others; introverts tend to be drained by engagement. Extroverts recharge their batteries by being with others; introverts recover alone. It's not a good or bad thing; it's just different.
o Plenaries (meetings of the whole) tend to favor extroverts because it's an energizing environment for them. For introverts meetings can be a strain—they often have to pump themselves up to stay focused and engaged, and they're frequently operating outside their comfort zone.
o If you add conflict to the mix (emotional distress) the stakes tend to get even higher. While extroverts often raise their energy in the presence of conflict (some even thrive on it), this can be excruciating and feel unsafe for introverts. This tends to make it even harder for introverts to get their oar in the water and keep pulling.
o Bullying is about acting in a way that's intimidating, making it harder for others to voice their concerns or interests, or to hang in there when disagreeing with the bully. It is not about the bully's viewpoint; it's about how they express themselves and the ways in which they apply pressure on others to back down or otherwise yield. Bullying succeeds when others believe that exiting the unpleasant dynamic is more important than getting their needs expressed or met.
o Bullying can show up in a wide range of ways:
sarcasm
raising one's voice
talking fast
interrupting
getting upset
denigrating other's viewpoints (if you think this is rare, reflect on the dominant style of current political discourse)
woe-is-me manipulation (let me have my way because I'm a victim and your opposition prolongs or exacerbates my suffering)
threatening unpleasant consequences
o Bullying may be a conscious, tactical choice, or it may be an unconscious style, so ingrained in a person's personality that they engage in it by default.
o Bullies may care how their behavior impacts others or they may not. That said, there is an advantage in cooperative culture in that there is a baseline assumption that the group will do its best work only when all relevant viewpoints are expressed and taken into account. Thus, in a cooperative setting there is a greater chance that a bully will be willing to be willing to work with feedback about how their behavior is making it harder for others to speak. The bully may deny that that they intend to intimidate others, but they may be willing to work on changing their behavior once they know it's having that effect.
1. Talk about it ahead of time
I think it's essential that group's discuss the phenomenon of bullying behavior and how they want to handle it. (Hint #1: It is an an absolute nightmare to postpone this consideration until you're in the moment. You need to do this pre-need. Hint #2: Note how I phrased this—bullying behavior. Object to the behavior; not the person.)
2. Commit to interrupting bullying wherever it's encountered
This will almost certainly mean authorizing facilitators to step in when they believe bullying is occurring—whether the intimidation was intended or not isn't the point. If bullying is allowed to happen unchecked, things will not magically get better.
Note how nuanced this can be. Suppose someone in the group is intimidated by loud voices and feels bullied by a member of the group who is frequently passionate in their statements. How much does the group want to protect the person who feels intimidated and how much does it want to support each member having access to their natural style? Where is the balance point?
3. Have agreements about how you'll work with emotional reactivity and develop the skills to deliver the support you commit to providing
You have to anticipate that when bullying surfaces that some of the time reactivity will be part of the mix. It will be paralyzing if there is no confidence in the group's ability to compassionately and accurately work the moment—be it the bully's distress, other's distress, or both.
4. Introverts and extroverts are going to have to make peace with one another
You cannot expect everyone else to adapt to you. For extroverts this translates into being sensitive to how your style can make life challenging for others. For introverts it means there has to be room at the table for the passionate and the boisterous, just as much as for the quiet and contemplative. You don't have to pretend to be something you're not, yet group culture is a mixed salad, not a homogeneous stew.
5. Offer a mix of formats, making it easier for introverts to contribute or to express distress
Take time to canvass your membership to get a sense of what will help people feel safe and that their contributions are welcome. Don't guess what people want; ask.
What am I talking about? Small group breakouts, individual writing, talking sticks, and guided visualizations are techniques that offer a more deliberate pace and a less chaotic on-ramp. Intermix them with the up-tempo raucousness of brainstorms and open discussions.
6. Make sure that the right to be heard is joined at the hip to the responsibility to hear and work constructively with the views of others
When bullies are driving an agenda they are all too often insisting on their right, while sidestepping their responsibility. Make sure that that doesn't happen. First help them be heard, then slow things down to make sure that there's air time for other perspectives. After all, introverts are not stupider; they're just quieter.
Assuming the accuracy of data reporting the relative predominance in cohousing of people who view themselves as introverts, the use of boundary “management” or strengthening/closing in response to bullying (or even just to conflict in general) may be seen more frequently when an introvert feels bullied.
My thinking is that the initial response called for—engaging or confronting—would require a decision or choice to engage, which the introvert might need to go inside to reflect upon first. Once there, they might determine that inside is safer and less demanding, and not come out again.
Staying in the fire is not easy for anyone, and perhaps even less so when the preferred examination process takes place internally. The decision to return to the fray and engage may be asking introverts to demonstrate a greater degree of courage than they possess, especially when it is not supported by the community.
Let's unpack this, starting with definitions and premises.
o Almost all groups will contain a mix of extroverts and introverts. For the purpose of this essay I'm defining extroverts as people who are energized by engagement with others; introverts tend to be drained by engagement. Extroverts recharge their batteries by being with others; introverts recover alone. It's not a good or bad thing; it's just different.
o Plenaries (meetings of the whole) tend to favor extroverts because it's an energizing environment for them. For introverts meetings can be a strain—they often have to pump themselves up to stay focused and engaged, and they're frequently operating outside their comfort zone.
o If you add conflict to the mix (emotional distress) the stakes tend to get even higher. While extroverts often raise their energy in the presence of conflict (some even thrive on it), this can be excruciating and feel unsafe for introverts. This tends to make it even harder for introverts to get their oar in the water and keep pulling.
o Bullying is about acting in a way that's intimidating, making it harder for others to voice their concerns or interests, or to hang in there when disagreeing with the bully. It is not about the bully's viewpoint; it's about how they express themselves and the ways in which they apply pressure on others to back down or otherwise yield. Bullying succeeds when others believe that exiting the unpleasant dynamic is more important than getting their needs expressed or met.
o Bullying can show up in a wide range of ways:
sarcasm
raising one's voice
talking fast
interrupting
getting upset
denigrating other's viewpoints (if you think this is rare, reflect on the dominant style of current political discourse)
woe-is-me manipulation (let me have my way because I'm a victim and your opposition prolongs or exacerbates my suffering)
threatening unpleasant consequences
o Bullying may be a conscious, tactical choice, or it may be an unconscious style, so ingrained in a person's personality that they engage in it by default.
o Bullies may care how their behavior impacts others or they may not. That said, there is an advantage in cooperative culture in that there is a baseline assumption that the group will do its best work only when all relevant viewpoints are expressed and taken into account. Thus, in a cooperative setting there is a greater chance that a bully will be willing to be willing to work with feedback about how their behavior is making it harder for others to speak. The bully may deny that that they intend to intimidate others, but they may be willing to work on changing their behavior once they know it's having that effect.
• • •
So what can be done about bullying in cooperative groups, taking into account how hard this dynamic can be for introverts? Here are half a dozen suggestions:1. Talk about it ahead of time
I think it's essential that group's discuss the phenomenon of bullying behavior and how they want to handle it. (Hint #1: It is an an absolute nightmare to postpone this consideration until you're in the moment. You need to do this pre-need. Hint #2: Note how I phrased this—bullying behavior. Object to the behavior; not the person.)
2. Commit to interrupting bullying wherever it's encountered
This will almost certainly mean authorizing facilitators to step in when they believe bullying is occurring—whether the intimidation was intended or not isn't the point. If bullying is allowed to happen unchecked, things will not magically get better.
Note how nuanced this can be. Suppose someone in the group is intimidated by loud voices and feels bullied by a member of the group who is frequently passionate in their statements. How much does the group want to protect the person who feels intimidated and how much does it want to support each member having access to their natural style? Where is the balance point?
3. Have agreements about how you'll work with emotional reactivity and develop the skills to deliver the support you commit to providing
You have to anticipate that when bullying surfaces that some of the time reactivity will be part of the mix. It will be paralyzing if there is no confidence in the group's ability to compassionately and accurately work the moment—be it the bully's distress, other's distress, or both.
4. Introverts and extroverts are going to have to make peace with one another
You cannot expect everyone else to adapt to you. For extroverts this translates into being sensitive to how your style can make life challenging for others. For introverts it means there has to be room at the table for the passionate and the boisterous, just as much as for the quiet and contemplative. You don't have to pretend to be something you're not, yet group culture is a mixed salad, not a homogeneous stew.
5. Offer a mix of formats, making it easier for introverts to contribute or to express distress
Take time to canvass your membership to get a sense of what will help people feel safe and that their contributions are welcome. Don't guess what people want; ask.
What am I talking about? Small group breakouts, individual writing, talking sticks, and guided visualizations are techniques that offer a more deliberate pace and a less chaotic on-ramp. Intermix them with the up-tempo raucousness of brainstorms and open discussions.
6. Make sure that the right to be heard is joined at the hip to the responsibility to hear and work constructively with the views of others
When bullies are driving an agenda they are all too often insisting on their right, while sidestepping their responsibility. Make sure that that doesn't happen. First help them be heard, then slow things down to make sure that there's air time for other perspectives. After all, introverts are not stupider; they're just quieter.
Thursday, September 14, 2017
50 Years Later
Yesterday I took a train to Chicago and was met in Union Station by Jeff Stewart and Jan-Erik Damber.
Though I had not seen either of them since 1967—the year I'd graduated from high school (we three were seniors together at Lyon Township in La Grange IL), I had no trouble picking them out by the Amtrak information kiosk in the main waiting room.
When I first met Janne he was an AFS student from Sweden. Today he's a (nearly) retired urologist living in Göteberg (the second largest city in Sweden, on the shores of the North Sea). Janne lived with Jeff's family during the 1966-67 school year, and my brother (Guy) and I visited the Damber family in Sweden for a few days toward the end of a nine-week European odyssey that took us to Ireland, Britain, France, Italy, Germany, Austria, Denmark and Sweden. Though many of the details of that trip have faded over the years, I recall that our stay with the Dambers was the highlight of the trip, as it was the only time we were not in a hotel, hostel, or pensione.
The most amazing part of yesterday's five-hour visit (over brie, wine and hamburgers) was the absence of strain or awkwardness. It was just interesting people sharing stories. In addition to the three wise guys, our social complement was rounded out by Jeff's wife, Steffie, and Janne's partner, Christina. The conversation flowed as easily as the wine, as we pleasurably bounced around among high school memories, catching each other up on what had unfolded in each other's lives over the course of the last five decades, commentary on the insanity of American politics, and speculation about the prospects of The Donald and Kim Jong-un—two world leaders with the ego management and temperament of oversexed cockerels—inadvertently starting a nuclear war as they posture for cameras, trade taunts, and otherwise play with matches.
Though I am foregoing the social chaos that would characterize my high school class' 50th reunion this weekend (which is why Janne and Christina are in town), it was lovely reminiscing and gradually revealing to one another the pearls of wisdom we have each carefully strung together over a lifetime of living. A leisurely dinner party for five in an Oak Park apartment, after all, offers completely different prospects than a cattle call of 300+ milling about in an antiseptic ballroom.
Once again I am reminded of why it is good to have friends, and why it is important to take the time to enjoy them.
Though I had not seen either of them since 1967—the year I'd graduated from high school (we three were seniors together at Lyon Township in La Grange IL), I had no trouble picking them out by the Amtrak information kiosk in the main waiting room.
When I first met Janne he was an AFS student from Sweden. Today he's a (nearly) retired urologist living in Göteberg (the second largest city in Sweden, on the shores of the North Sea). Janne lived with Jeff's family during the 1966-67 school year, and my brother (Guy) and I visited the Damber family in Sweden for a few days toward the end of a nine-week European odyssey that took us to Ireland, Britain, France, Italy, Germany, Austria, Denmark and Sweden. Though many of the details of that trip have faded over the years, I recall that our stay with the Dambers was the highlight of the trip, as it was the only time we were not in a hotel, hostel, or pensione.
The most amazing part of yesterday's five-hour visit (over brie, wine and hamburgers) was the absence of strain or awkwardness. It was just interesting people sharing stories. In addition to the three wise guys, our social complement was rounded out by Jeff's wife, Steffie, and Janne's partner, Christina. The conversation flowed as easily as the wine, as we pleasurably bounced around among high school memories, catching each other up on what had unfolded in each other's lives over the course of the last five decades, commentary on the insanity of American politics, and speculation about the prospects of The Donald and Kim Jong-un—two world leaders with the ego management and temperament of oversexed cockerels—inadvertently starting a nuclear war as they posture for cameras, trade taunts, and otherwise play with matches.
Though I am foregoing the social chaos that would characterize my high school class' 50th reunion this weekend (which is why Janne and Christina are in town), it was lovely reminiscing and gradually revealing to one another the pearls of wisdom we have each carefully strung together over a lifetime of living. A leisurely dinner party for five in an Oak Park apartment, after all, offers completely different prospects than a cattle call of 300+ milling about in an antiseptic ballroom.
Once again I am reminded of why it is good to have friends, and why it is important to take the time to enjoy them.