Impromptu Networking Rapidly share challenges and expectations building

Impromptu Networking Rapidly share challenges and expectations, building new connections

What is a big challenge you face? (something that could focus your attention during the workshop) Find a partner… 4 minutes sharing… Then find another partner… then find another. What do you hope to get from and contribute to this workshop?

: : A G E N D A LS Immersion Workshop Day 1 1 Impromptu Networking 2 Appreciative Interview + Nine Whys 3 Ecocycle Planning 4 15% Solutions + Troika Consulting 5 TRIZ 1 -2 -4 -All 6 Flocking with Min Specs 7 Shift & Share + Caravan 8 Wicked Questions Critical Uncertainties 9 25/10 Crowdsourcing 10 What, So What, Now What? W 3 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Impromptu Networking [20] AI + Nine Whys [25] Ecocycle Planning [40] 15% Solutions + Troika Consult [25] TRIZ + 1 -2 -4 -All [30] Lunch Flocking via Min Specs Shift & Share/Caravan [35] Wicked Questions [20] 25/10 Crowdsourcing [25] What 3 Debrief [5] * Timing does not include intermezzo debriefs + practice

: : A G E N D A LS Immersion Workshop Day II 1 What, So What, Now What? 2 Drawing Together 3 Composing Strings + LS Matchmaker 4 Critical Uncertainties 5 User Experience Fishbowl 6 Lean Coffee meets Open Space What questions and challenges need attention? 7 Social Network Webbing 8 Design Session II + Gallery Walk Musings from Henri 1. 2. 3. 4. 5. 6. 7. 8. What 3 Debrief [25] Drawing Together [20] Composing Strings [60] Critical Uncertainties [20] User Experience Fishbowl [25] Lean Coffee / Open Space [20]] Social Network Webbing [15] Lunch Design Session + Gallery Walk Lunch No plan survives its collision with reality. Susan Scott

Kanban: Liberating Workflow when everyone is included and unleashed Backlog Done Work-In-Progress All the opportunities, ideas, & tasks generated Completed (or not relevant now) How many can we work on now? Limit the number! Pull Adapted from Jim Benson, Personal Kanban Pull Not relevant now

Conventional Structures Ubiquitous, Often Unnoticed Presentation underway

Make an Invitation Sequence & Allocate Time Arrange Space Micro-organizing Design Elements Distribute Participation Configure Groups

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

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

Respond as you see fit Intro topic, then 99% free -for-all discussion Anyone can try to jump in at any time Open Discussion Many people can express their opinions one at a time Within a room or a virtual environment One undivided group

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

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

Top Down, Expert. Driven Change Progression Leader identifies problem and endorses best practice intervention developed by experts Leader sponsors training program to be cascaded down the organization A series of communications strategies are implemented to generate buy-in and overcome local resistance to change Frontline workers are expected to replicate the best practices with tight fidelity (i. e. , with no deviation) Unwittingly, conventional structures maintain top-down, expertdriven change

What ideas do you have? 5 minutes in the whole group 4 minutes in a foursome 1 -2 -4 -All in motion. Multiple short cycles are more productive than one longer session. 1 -2 -4 -All Engage everyone simultaneously in generating questions/ideas/sug gestions 1 minute alone 2 minutes in a pair

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

SAME Counterintuitive Better than expected results Same Resources Different Same People Same Macrostructures SAME Micro. Structures enduring cultural change

Self Discovery, Inside-Out Change Progression Leaders, together with local people closest to the work or challenge, identify a shared need or a desired change. Successful practices are adapted to local conditions, spread via informal social networks, and sustained (and owned) by local groups. With support from a leader, local people generate a purpose, desired outcomes, a plan for action research, and implement their own plan. Hidden positive practices are discovered, new approaches are invented, and local people see results for themselves. Liberating Structures enable self-discovery, inside-out change

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 voices, mutually shaping next steps together.

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

Attributes of Liberating Structures • Simple: requires only a few • Inclusive: together, everyone is • Expert-less: beginners can • Multi-scale: works for everyday minutes to introduce succeed after a first experience • Results-focused: likely to generate better-than-expected, innovative results • Rapid cycling: fast iterative rounds are very productive invited to shape next steps solutions, big projects, strategy, and transforming movements • Seriously fun: boosts freedom & responsibility • Self-spreading: easy to copy without formal training

This Is Not A Certification Course! • First experience is enough to get started using Liberating Structures • YOU will decide how to achieve mastery personally • LS are simple, powerful & subtle • LS are easy to copy and spread personto-person • Practice makes perfect Henri Lipmanowicz & Keith Mc. Candless Everyone thinks of changing the world, but no one thinks of changing themselves. Tolstoy

9 Whys Make the purpose of your work together clear Appreciative Interview Discover and build on the root causes of success

Appreciative Interviewing Tips Discover and build on the root causes of success • Sit face-to-face and knee-to-knee for the interview • Ask about the context – When, Where, Who, How • DO NOT share your own experience • Collect details of the journey: – Status quo, barriers, action, reversals, powerful discoveries • Try to find a moment that sums up the drama and the deeper meaning • 5 minutes, then shift over to 9 Whys

9 Whys Make the purpose of your work together clear A powerful purpose attracts participation and has two essential attributes 2. Fundamental justification 1. A personal touchstone for you for the existence of your work to the larger community as an individual

Appreciative Interviews (1) Discover and build on the root causes of success Find a partner, someone you don’t know well. • Tell a story about time when you made progress with others in handling a difficult or chronic challenge Give the story you collect a name if you are inspired Henri Lipmanowicz & Keith Mc. Candless

Becoming Clear on Purpose (2) When you have the story outlined, ask – Why is your contribution to this story important to you? – First answer, “_______…. ” Hmmm, why is that important to you? – Second answer, “_______…. ” OK, if your dream came true last night, what would be different today? • Keep asking, “Why… why… until you make a discovery about your partner’s bedrock purpose • Actively listen, digging deeper and deeper • Record a brief statement of our partner’s purpose Then switch roles, repeat. Start with an Appreciative Interview.

Steps and Schedule 1 -2 -4 -All Schedule: – 1 minute quiet reflection, selecting a success story to tell – 12 minutes in a pair, sharing the stories and then asking why-why questions (6 minutes each) – 4 minutes in a a small group • Discuss similarities and differences regarding the deepest social need for what you do • Elements of a community Purpose may materialize! – 4 minutes debriefing, “What happened? ”

Purposes: AI + 9 Whys • Build positive energy & momentum • Create an exciting purposeful and positive narrative for your community • Discover root causes of your success • Discover what is truly important to group members • Generate clear answers can help you move forward together with more velocity • Provide a basis for progressive evaluation Henri Lipmanowicz & Keith Mc. Candless

What did you notice? What was structured? What was liberated? What opportunities do you have to use this LS? What invitation would you make? Try it out in your group of 4.

Ecocycle Planning Analyze the full portfolio of activities and relationships to identify obstacles and opportunities for progress 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.

What You Do When You Bring New Ideas to Life In Your Organization Activities: what you spend time doing Relationships that you depend on to succeed: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. a. b. c. d. Point to literature or You. Tubes Get buy-in for best practices One on one conversation Teach a class Start small group conversations Share a success story Repeat the story Try small tests Recruit early adopters Finding opinion leaders to sponsor change Work up the chain of command Liberating Structures my boss consultant or expert people who report to me board member

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

Activities 1. Point to literature or You. Tubes 2. 2. Get buy-in for best practices 3. One on one conversation 4. Teach a class 5. Start small group conversations 6. Share a success story 7. Repeat the story 8. Try small tests 9. Recruit early adopters 10. Finding opinion leaders to sponsor change 11. Work up the chain of command 12. Liberating Structures Relationships a. my boss b. consultant or expert c. people who report to me d. board member Renewal Maturity Networker Manager Poverty Trap Not investing Rigidity Trap Not letting go Birth Creative Destruction Entrepreneur Heretic Ecocycle activities: bringing new ideas to life

STEPS • • 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 Henri Lipmanowicz & Keith Mc. Candless

Insights • • • Change is continuous along the cycle Renewal requires destruction Need for crisis -- root word “to sift” Need for firebreaks, don’t burn the whole forest Patch dynamics or balance in your activities are key to long term survival and adaptability • Create conditions for renewal and more births Henri Lipmanowicz & Keith Mc. Candless

Purposes: Ecocycle • Precursor to setting priorities • Identify a mix of strategies to move the whole portfolio forward • Identify waste • Find opportunities to free up resources • Include all and hear all perspectives at once • To expose differences • To see the whole picture (forest and the trees) Henri Lipmanowicz & Keith Mc. Candless

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?

Troika Consulting Get practical and imaginative help from colleagues immediately • 1 minute reflection to prepare your challenge & 15% Solutions • • • Groups of three 5 minutes person Share your 15% Solutions—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 and reframe the challenge for your client Switch to next person…

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: • What could you do to reliably guarantee people’s bodies were present but their minds were absent during meetings? • 7 minutes • Go wild! 2. 3.

What ideas do you have? 5 minutes in the whole group 4 minutes in a 1 -2 -4 -All in motion. Multiple foursome short cycles are more productive than one longer session. 1 -2 -4 -All 1 minute alone Engage everyone simultaneously in generating questions/ideas/sug gestions 2 minutes in a pair

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! 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 todo’s on our 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 todo’s in answer to: How can I/we reliably create… • Go wild! 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 todo’s on our list? 3. First alone, then in your group, compile the list of what needs to be • stopped Take one item at a time & ask: How am I and how are we going to stop it? What is your first move? • Be as concrete as you can • Bonus questions: • • What triggers this behavior? What competing commitments and assumptions may be holding you back?

What did you notice? What was structured? What was liberated? What opportunities do you have to use this LS? What invitation would you make? Try it out in your group of 4.

Lunch • Flocking Simulation + Min Specs

Max Specs Complex rules and regulations give rise to simple and stupid behavior. Min Specs Simple, clear purpose and principles give rise to complex, intelligent behavior.

Flocking, Schooling, Learning Min Specs and Self-Organized Patterning

Flocking Questions • • Min Specs = Order for Free Did patterns form without a leader or detailed instructions? How? In what way did the Min Specs both enable & constrain movement? What differences did you notice with & without a chief? What factors influenced the adoption and spread of innovations?

Critical Uncertainties • What elements of your practice are both critical and uncertain? – Think about events and driving forces that make you vulnerable in your practice • Use an index card to record your answers • Use 1 -2 -4 -All to generate and sift ideas Henri Lipmanowicz & Keith Mc. Candless

Very Tight Capital Scenario 2 Scenario 1 Weak Patent Protection Scenario 4 Plausible Unfolding Futures 2012 -2022 Very Loose Capital Henri Lipmanowicz & Keith Mc. Candless Strong Patent Protection Scenario 3

Leadership: low turnover, steady macrostructure Scenario 1 Nirvana Scenario 2 Hope Plausible Unfolding Futures Perception: High ROI from investments Perception: Low ROI from investments [2015 -2025] Scenario 4 Pouncing Scenario 3 Sinking Leadership: unstable, high turnover + frequent restructuring Henri Lipmanowicz & Keith Mc. Candless

Critical Uncertainties Personal short-form Brainstorm a list of top contenders Narrow the list to the top two 1. Create a continuum for each critical uncertainty with extremes on each end 2. Use the matrix to plot your current location 3. Describe the operating reality of this quadrant 4. Create dramatic titles for each quadrant 5. Imagine 2 -3 strategies for how you would successfully operate in each quadrant 6. Discern which strategies are robust and hedging 7. Decide where you are now… and one step you can take toward the future Henri Lipmanowicz & Keith Mc. Candless

Strategy and Action • Robust – Make sense in multiple scenarios • Hedging – Make sense in one or two scenarios – Worthy just-in-case investments Henri Lipmanowicz & Keith Mc. Candless

Shift & Share Steps Spread good ideas and make informal connections with innovators Preparation Start Round I • Invite individuals to share 8 minute presentations of prototypes or innovations • Divide the community into 7 learning groups. Count off: 1, 2, 3, 4, 5, 6, 7 • Assign each presenter a letter (A, B, C, D as needed) for a station • Each presenter repeats their presentation to each group • • Presenters have 8 minutes with each group. This includes any questions and comments… so “cut to the chase. ” Ding. Time to shift. Group 1, go to Station B. Group 2, go to Station C. . . Group 7, go to Station A. And so on for 7 rounds.

Caravan Shift & Share ~ Wise Crowds Practice asking for help from a supporting subgroup and tap the wisdom of the crowd Preparation Start Round I • Invite individuals (aka clients) to ask for a consultation on a challenge they face • Divide the community into 7 learning groups. Count off: 1, 2, 3, 4, 5, 6, 7 • Assign each client a letter (A, B, C, D as needed) for a station in the room • Each client repeats their request to each group • • • Client has 2 minutes to share their challenge. Consultants have 1 minute to ask clarifying questions and then 5 minutes to offer help. Client turns their back while help is offered. Ding. Consultants shift. Group 1, go to Station B. Group 2, go to Station C. . . Group 7, go to Station A. Repeat for 3 -7 rounds.

Wicked Questions Framing a Paradoxical Challenge That Engages Everyone’s Imagination What is a wicked paradoxical truth about ______? How wonderful that we have met with a paradox. Now we have some hope of making progress. Niels Bohr Henri Lipmanowicz & Keith Mc. Candless

Paradoxical-Yet-Complementary Truths Truth Integrated Truth Autonomous

Impossible Truths WQ Composition How is it that I/we [first truth] must focus precisely on the challenge at hand As a LS facilitator • Precision ~ Ambiguity Operating globally • Autonomous ~ Integrated Raising children • Loyalty ~ Independence while [second truth] asking ambiguous questions that evoke multiple answers and perspectives?

What ideas do you have? 5 minutes in the whole group 4 minutes in a 1 -2 -4 -All in motion. Multiplefoursome short cycles are more productive than one longer session. 1 -2 -4 -All 1 minute alone Engage everyone simultaneously in generating questions/ideas/sug gestions 2 minutes in a pair

25/10 Crowd Sourcing Rapidly generate and sift a group’s most powerful actionable ideas On index cards, each participant writes: • If you were 10 times bolder, what would do to transform your next meeting? • What is your first move? No names Write legibly Henri Lipmanowicz & Keith Mc. Candless

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

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) High • Post high-to-low scoring ideas on Low a wall tapestry If you have more than 5 scores, add them together, divide by the total number of scores, then multiply by 5

Social Network Webbing Map informal connections and decide how to strengthen the network to achieve a purpose 3

Core – Dense internal connections where people have experience working with each other Network Collaborate, Innovate, A Smart Network Tight Core ~ Loose Periphery Adapted from June Holly, Smart Networks Periphery – Loosely connected exterior that reaches out to other groups, brings in new ideas, people and resources Smart Network Defined: The environment in which innovation and collaboration are most likely to occur. Henri Lipmanowicz & Keith Mc. Candless

Social Network Webbing Map informal connections & decide how to strengthen the network to achieve a purpose Informed by Questions Think about the activities you are involved in now that relate to Liberating Structures. 1. Go to the primary person you have collaborated with prior to this workshop? 2. From whom did you get new ideas and inspiration during the workshop? 3. Who would you like to get involved in taking next steps with LS? Perhaps someone you met here. 4. … Henri Lipmanowicz & Keith Mc. Candless

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 Conversation Café talking objects

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. 3. Now What? 2. So What? Actions Beliefs I adopt about the world Conclusions I draw from assumptions Assumptions I make based on meanings Meanings 1. What? I take based on beliefs Data I add (cultural & personal) I select from observations Observable data and experiences

Drawing Together Reveal insights and paths forward through non-verbal expression

Wholeness Goals Change Relationship Structure

Drawing Together Steps • Introduce the idea of drawing together by drawing and describing the meaning of each symbol. 3 minutes • Practice drawing the five symbols: circle, rectangle, triangle, spiral, star person. 3 minutes • Combine the symbols to create the first draft of a story, working individually and without words, about “the journey” of working on a challenge or an innovation. 3 minutes • Create a second draft, in which they refine their story by dramatizing the size, placement, and color of the symbols. 2 minutes • Invite another individual to interpret your drawings. The person who has done the drawing does not speak. Repeat.

Microstructures Matter: Tiny Changes In Habits Make A Huge Difference Circle = wholeness Rectangle = support Triangle = goal Spiral = change Star person = relationship

User Experience Fishbowl Share know-how gain from experience with a larger community Specialists and general practice physicians in Italy are sharing experience about complicated cases.

User Experience Fishbowl Share know-how gain from experience with a larger community • Form small circle within larger circle • Invite inner circle conversation among 3 -6 people with direct experience re: the topic at hand * • Do NOT allow presentations!, inner circle members talk to each other, NOT the audience) – Start with a question (e. g. , What is the good, the bad, and the ugly of your experience…? – Stories are encouraged • Invite outer satellite groups to ask questions after 10 minutes • Invite exchange between inner & outer circles • Debrief “What, So What, Now What? ” * Option: leave an open chair to invite spontaneous participation Henri Lipmanowicz & Keith Mc. Candless

User Experience Fishbowl • • Share Know How Gained from Experience in the Field with the Larger Community Steve Rashmir Amanda Nicolas Ian Chris John What is the good, the bad, the ugly of your experience with LS? 1. People with experience swap stories 2. 3. 4. Henri Lipmanowicz & Keith Mc. Candless What helped you take the leap? What is difficult? What surprised you? Did you seek permission?

Your Mission: Should You Decide to Accept It Design Challenge • You are invited to join in a design challenge • Small groups are formed to develop productive strings for unleashing creative-adaptive change • Localize the challenge with your small group • Use LS Matching Matrix and Design Cards • Each group displays a poster of their strings • Gallery Walk… then debrief in your group

Design Challenge: Steps 1. Composing Strings • Quickly select and localize a spicy challenge • One person in your group should ask for help with their challenge • After clarifying the challenge, use the LS Selection Matchmaker and Design Cards to compose strings • Use 1 -2 -4 -All to generate and sift alternatives • Title your strings and put them on a poster 2. Gallery Walk • What patterns do you see in the strings? • Debrief: What are the surprises you can expect as you implement your design?

Design Storyboards Define step-by-step elements for brining projects & meeting to productive endpoints Agenda Item Welcome Goal LS Micro. Structure Form working group, get acquainted Impromptu Networking Preparing to Launch Project Make space for innovation TRIZ, 1 -2 -4 -All Attracting Broad Participation Define and sharpen purpose Nine Whys Action Planning Identify action, get started now 25 -to-10 Crowdsourcing Why this LS? Steps / Timing Facilitator / Participants Demonstrates respect for each person & discipline included 3 rounds in pairs, 5 minutes each Carlos, all Some of our successful practices have become overly mature (rigid) over time 3 steps, 10 minutes each Jenny, groups of 4 then whole group We want to attract broad participation, innovating in many settings without formal controls One rounds of 1 -2 -4, 30 minutes total Katie, then groups of four We have a do-er culture that benefits from selfdiscovery in a group 25 minutes for 5 rounds + action group formation Carlos, all

How To Generate Sources of Knowing Finding best practices and then separating know-how from local context Explicit What Makes LS Surprisingly Powerful? Tapping hidden sources of individual and collective agency Drawing out embodied know-how in a local context Tacit Actualizing what is possible now; a socially inventive flow state Emergent Source: Keith Mc. Candless www. liberatingstructures. com

Liberating Attributes of Structure • Modular Design – the parts can be arranged & re-arranged in novel combinations, used separately or together in strings, and are simple enough to reconfigure as you go • No black box – Precise minimum specs--the invitation, participation, space, groups and timing/sequence—are spelled out in detail to help users design and recombine freely • No ideological strictures – LS have no allegiance to an ideology, dogma, or expertcentered methodology • No innate gifts or extensive training required – Productive regardless of personal charisma, emotional intelligence, or spiritual depth

Interweaving LS User experience so far… • • • • Holacracy Immunity to Change Theory U & System Thinking Appreciative Inquiry Open Space Tech Design Thinking Lean and Agile Relational Coordination Developmental Evaluation Positive Deviance Adaptive Leadership Social Innovation Labs Flipped Classrooms …

Learning Resources ||||||||||||||||||| LS book (Kindle + Paperback on Amazon) The Surprising Power of Liberating Structures: Simple Rules to Unleash A Culture of Innovation by Henri Lipmanowicz & Keith Mc. Candless Website www. liberatingstructures. com User Groups in 12 Cities News and Events Contact Us Keith Mc. Candless keith@liberatingstructures. com Henri Lipmanowicz henri@liberatingstructures. com