Liberating Structure Day 1 際際滷s
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1) The document describes various "Liberating Structures" that can be used to improve meetings and make them more productive by getting everyone engaged and contributing ideas. 2) Some of the structures mentioned include impromptu networking to build connections, 1-2-4-All to have everyone contribute ideas progressively, and minimum specifications to focus only on the most important requirements. 3) Conventional meeting structures tend to be too controlled from the top-down or too loose, but liberating structures aim to distribute responsibility more widely and engage participants in shaping solutions.
Liberating Structure Day 1 際際滷s
- 2. IMPROMPTU NETWORKING Rapidly share challenges and expectations, building new connections as we go.
- 3. What challenges do you face in your meetings? How do you know when a meeting is going south? What do you hope to give to and get from this workshop?
- 4. STEPS + TIMING: 1.Find a partner :: Share for 4 minutes 2.Find another strangely attractive partner :: 4 minutes sharing 3.One final dosey-doe with a new partner :: 4 minutes sharing
- 5. What challenges do you face in your meetings? How do you know when a meeting is going south? What do you hope to give to and get from this workshop?
- 6. 1-2-4-ALL Progressively build toward productive contributions from everyone
- 7. MINIMUM SPECIFICATIONS Specify only the absolute must dos & must not dos for achieving a purpose
- 8. Compose a list of everything you must do and must not do for a meeting to achieve productive endpoints.
- 9. STEPS + TIMING: 1.Alone, respond to prompt :: 1 minute 2.In pairs, share your To Do list :: 2 minutes 3.Find another pair, in quartets synthesize a combined list of MIN SPECS :: 4 minutes
- 10. Can you violate this requirement and still achieve your purpose? If yes, cross it off your list. It is NOT a Min Spec.
- 11. PURPOSE :: MIN SPECS v金Find what is absolutely essential for success v金Open up space for new possibilities v金Reduce front line frustration v金Focus or redirect resources and energies where they will make a difference
- 12. A DIP INTO THEORY What are LS and what difference do they make?
- 13. INCLUDE AND UNLEASH EVERYONE IN SHAPING THE FUTURE TOGETHER
- 14. This is NOT a certification course v金You first experience should be enough to get started v金You will decide how to achieve mastery personally v金LS take a braver-than-usual step, yet are embarrassingly simple and subtle v金Practice makes perfect
- 15. LIBERATING STRUCTURES ARE SMALL WISDOMS IN COMMUNICATION." Dr. Yoko Kawamura describing how she "translates" when introducing LS in Japan.
- 16. PRESENTATIONS
- 19. STATUS REPORTS
- 20. BRAINSTORMING
- 21. MICROSTRUCTURES: Always present, yet often overlook
- 24. CONFIGURE GROUPS
- 25. ARRANGE SPACE
- 28. Presentation Listen to me talk Not until the end. One to many Presenter at front, audience fixed. I talk for as long as I want.
- 29. Open Conversation Respond as you see fit Anyone can try to jump in One big undivided group In a room, usually seated around a table Introduce topic, then free-for-all
- 30. Why stop using conventional structures? Too Tight v金Over-controlled v金Too uniform v金Only a select few engaged in shaping direction Too Loose v金Under-controlled v金Too unstable v金Too random to shape direction
- 31. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions
- 32. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions Change is imposed on the organization and cascades down
- 33. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions Change is imposed on the organization and cascades down Strategies are developed to produce buy-in and overcome immunity to change
- 34. CONVENTIONAL STRUCTURES MAINTAIN TOP-DOWN, EXPERT DRIVEN CHANGE Senior Leaders identify problems, generate solutions Change is imposed on the organization and cascades down Strategies are developed to produce buy-in and overcome immunity to change Frontline workers are expected to implement solutions, regardless of what reality dictates.
- 35. LIBERATING STRUCTURES DISTRIBUTE FREEDOM AND RESPONSIBILITY MORE WIDELY 1.Simple, Expert-less 2.Results-focused 3.Rapid cycling 4.Seriously fun 5.Inclusive 6.Multi-scale 7.Self-spreading 8.Modular
- 36. APPRECIATIVE INTERVIEW Discover and build on the root causes, attributes and activities of success
- 37. A few hints for Appreciative Interviews: 1.Sit face-to-face and knee-to-knee for the interview 2.Ask about the context (When, Where, Who, How) 3.DO NOT share your own experience 4.Collect details of the journey (Status quo, barriers, action, reversals, powerful discoveries) 5.Try to find a moment that sums up the drama and the deeper meaning
- 38. 9 WHYS Make the purpose of your work together clear
- 39. A few hints for 9 Whys: 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?
- 40. A few hints for 9 Whys: Keep asking, Why why why until you make a discovery about your partners bedrock purpose Actively listen, digging deeper and deeper Record a brief statement of our partners purpose
- 41. Share a story of a time when you were responsible for, or helped design, a meeting/gathering/ coming-together that had least a few breathtakingly awesome moments
- 42. STEPS + TIMING: 1.Alone, reflect on the story you want to tell : 1 minute 2.With a partner, share your story :: 5 minutes 3.Shift into asking Why questions ::: 4 minutes 4.Switch roles and repeat. Starting with an Appreciative Interview
- 43. Share a story of a time when you were responsible for, or helped design, a meeting/gathering/ coming-together that had least a few breathtakingly awesome moments
- 44. 1. A personal touchstone for you as an individual 2. Fundamentally justifies the existence of your work to the outside world A powerful purpose attracts participation and has two essential attributes.
- 45. PURPOSE :: APPRECIATIVE INTERVIEWS + 9 WHYS Build positive energy & momentum Create an exciting purposeful and positive narrative for your community Discover root causes of your success
- 46. PURPOSE :: APPRECIATIVE INTERVIEWS + 9 WHYS 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
- 48. LIQUID COURAGE An exorcism of ritualized complaints
- 49. In regards to your meetings, complete the following sentences: IF ONLY
- 50. In regards to your meetings, complete the following sentences: THEY MAKE ME
- 51. In regards to your meetings, complete the following sentences: I HAVE TO
- 52. In regards to your meetings, complete the following sentences: AND THATS JUST THE WAY IT IS.
- 53. TRIZ Stop counterproductive activities and behaviors to make space for innovation
- 54. What could you do to reliably guarantee Peoples bodies are present, but their minds are absent during meetings?
- 55. STEPS + TIMING: 1.Alone, respond to prompt : 1 minute 2.In pairs, share your list and go wild :: 2 minutes 3.Form a quartet, what more could you do ::: 4 minutes
- 56. What could you do to reliably guarantee Peoples bodies are present, but their minds are absent during meetings?
- 57. Is there anything you do in current meetings that resemble items on your list? Be unforgiving.
- 58. How are you going to STOP it? What is your first move? (Be as concrete as you can)
- 59. What triggers this behavior? What competing commitments and assumptions may be holding you back? How do you know when you are falling into the behavior? What do you need from colleagues to extinguish the behavior forever?
- 60. STEPS: Invitations 1.How can you produce the worst possible result? 2.What are we doing today that resembles those behaviors? 3.How do we stop doing those behaviors?
- 61. STEPS: Outcomes 1.Generate list of behaviors. 2.Confront current reality. 3.Commit to stopping.
- 62. 15% SOLUTIONS Discover and focus on what each person has the freedom and resources to do now
- 63. How will you exert your 15% to stop those behaviors? What first steps can you now take to enliven your meetings without needing any additional permission?
- 64. TROIKA CONSULTING Get practical and imaginative help from colleagues immediately
- 65. STEPS + TIMING: Form trio with 2 other people (the consultants) First person shares 15% solution : 2 mins
- 66. STEPS + TIMING: Consultants ask clarifying questions :: 1 min
- 67. STEPS + TIMING: Turn back on consultants. Listen to advice. :: 3 min
- 68. HINTS: Person receiving the consultation: take notes! Consultants: talk to each other. NOT to the person you are helping. Expand the solutions, reframe the challenge, go deep and skip around.
- 69. STEPS + TIMING: Switch to next person and repeat
- 70. CELEBRITY INTERVIEW Reconnect the experience of leaders and experts with the people closest to the challenges at hand
- 71. LUNCH 30 MINUTES
- 72. MAX SPECS Complex rules and regulations give rise to simple and stupid behavior
- 73. MIN SPECS Simple, clear purpose and principles give rise to complex, intelligent behavior.
- 75. FLOCKING QUESTIONS 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? What role did free will play?
- 76. USER EXPERIENCE FISHBOWL Share know-how gained from experience with a larger community
- 77. STEPS + TIMING: Form small circle within larger circle Invite inner circle conversation among 3-6 people with direct experience about the topic at hand Do NOT allow presentations! (inner circle members talk to each other, NOT the audience)
- 78. STEPS + TIMING: 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
- 79. What is the good, the bad, the ugly of your experience with LS? 1) What helped you take the leap? 2) What surprised you? 3) Did you seek permission?
- 81. HEARD, SEEN, RESPECTED Practice deeper listening and empathy with colleagues
- 82. Share a story of a time when you were NOT heard seen or respected in a meeting
- 83. STEPS + TIMING: In pairs, first person shares a story : 5 mins When listening, dont try to fix anything. Only ask questions as needed What else Go on Tell me more
- 84. STEPS + TIMING: Switch roles, repeat steps 1 and 2 Debrief in groups of 4 to 8 people. Use What, So What, Now What to reflect on the experience
- 85. SHIFT & SHARE Spread good ideas and make informal connections with innovators
- 86. STEPS + TIMING: Invite individuals to share short stories Bring artifacts to show what happened Divide the group into evenly sized learning pods Learning pods go to a station :: 9 minutes Rotate.
- 87. HINTS: Storytellers need to cut to the chase! ~7 mins for stories + 2 mins for questions Storytellers get multiple opportunities to refine or reinvent their story
- 88. A) Jeanne UW B) Tom Coalescing a spiritual community C) Alex Designing in half lives D) Magda HR E) Lynda Passing legislation in MT F) Jeff Drawing Together
- 89. W3 DEBRIEF Together, look back on progress and decide what adjustments are needed
- 90. CONVERSATION CAFE Make sense of a complex, difficult, or painful situation and lay the ground for being able to move on
- 91. STEPS + TIMING: Form groups of 6 3 rounds : ~5 mins each Go around the circle, using the talking object to indicate who has the floor
- 92. What have you noticed about LS?
- 93. So what? What are the implications of LS for you personally?
- 94. Now what? What actions will you take next? What do you need from the remainder of the workshop to continue making progress?