January 29, 2015
“Our world is, to a very real extent, based on dialogue. Every action taken that involves more than one person arises from conversation that generates, coordinates and reflects those actions. Those actions have impact. If our human world is based on conversations, then the work of creating and supporting those conversations is central to shaping a world that works. Designing and conducting meetings and other groups sessions well is vital to determining our common future.”
– Group Works
Just recently in work with a national network, we turned the corner to start creating a structure to channel the alignment it has achieved around core goals for system change and ultimately to realize “collective impact” in a particular domain. As we were kicking off some of the early discussions, someone asked what I thought were the keys to creating a successful network structure. That’s a huge question that merits a complex answer, and I’ll admit that in reflecting on the dozen or so large scale change efforts I’ve been a part of the past 7 or 8 years, the first thing that came to mind was – “really good facilitation.”
Simplistic as this response may sound I was thinking of lessons learned from numerous efforts that no beautiful or well thought out network/collaborative structure stands up to a lack of strong facilitative capacity (skillset, mindset, and heartset). To be more nuanced, it is not just facilitation that ultimately came to mind, but what we at IISC call facilitative leadership.
For over 20 years, IISC has been teaching, preaching and practicing Facilitative Leadership (FL), and in many ways it seems that this approach has never been riper in light of the burgeoning call to collaborate and cooperate across boundaries of all kinds. At its base, FL is about creating and inspiring the conditions for self-organization so that people can successfully achieve a common (and often evolving) goal. The logical question that follows is, “How does one ‘create and inspire’ these conditions?” The answer is found in a variety of practices derived from successful group work and that have indeed shown promise across different networks and large scale change efforts to create solid foundations and momentum for social change. Among them are these: Read More
April 28, 2009
I have been boning up on systems theory and thinking because of an upcoming presentation that I will be delivering and because I am so interested in applying its wisdom to our own organization.. Oh to find the trim tab!!!!!
So, I am seeing everything through the systems lens when I stumble across this article on positive emotions and there it is in black and white with systems sprinkles to go. See below!
As background: Two distinct psychological states are positive emotions which are triggered by our interpretation of our current circumstances and pleasure which is what we get when we give the body what it needs right now!! Positive emotions tell us what we need emotionally, what our future selves might need. They help us broaden our minds and build our resources…they have that go-forward quality.
Happiness is the overall outcome of many positive emotions which are more narrow, more day to day, moment to moment. It’s not about being happy in general but focusing on being positive day to day which ends up building up our resources so that we can become the best version of ourselves.
It’s one thing for individuals to build their resilience through focusing in the day to day on their strengths and assets, practicing kindness, expressing gratitude, staying in the moment but how does this work in groups?
In a study of 60 work teams conducted by mathematician Marcial Losada it was shown that the really high performing teams had a ratio of 6:1 positive to negative statements where as the low-performing teams had ratios of less that one to one i.e. more than half of what was said was negative. The high performers had an even balance between asking questions and advocating for their own point of view and an equal measure of focusing outward and focusing within the group. The low-performers were essentially not listening and simply waiting for their turn to talk.
He then looked at the behavioral data and wrote algebraic equations that related the positive and negative behaviors to each other and discovered that these equations matched the very famous equations called the Lorenz system. Familiar to us from our reading on systems, Edward Lorenz is the scientist who identified the famous “butterfly effect” the idea of an attractor…an identifiable pattern or hidden coherence that appears in all that is incoherent. Some attractors are strong and some are weak. In this case Losada discovers that underneath the dynamics of the high-performing team was a “complex chaotic attractor” which produces unpredictable or novel outcomes. Underneath the structure of the low-performing teams was a “fixed pint attractor” that caused the team to spiral to a dead end.
And, p.s. there is research that shows that when married couples are in a 5:1 ratio of positive to negative emotions they are in a solid relationship.
It seems that no matter what corner one turns…you come up against the same wise messages be still, be focused, be grateful and breathe.