Visioning as the estuary of action

This is an estuary.  It is the place where a river goes to die.  Everything the river has ever been and everything it has carried within it, is deposited at it’s mouth where the flow slows down and the water merges with the ocean.  These are places of incredible calm and richness, but they lack the exciting flow of the torrents and waterfalls and cascades of the upper river system.

Yesterday I was speaking with a client who worried that an initiative we had begun together was heading towards the estuary of action – a long term visioning processes where lots of things are said and very little is done.  ”We’ve done that before,” she said.  Nobody likes that.  I wracked my brain to see where it was that I had led this group to believe that this is what we were doing.  We had done a World Cafe to check into some possibilities for the organization and we had done a short Open Space to initiatie some experimental actions.  We had learned a little about the organization from these two gatherings, and we were, at least in my mind, fully entered into a participatory action learning cycle, working with emergent ideas, within several well established constraints.  I was surprised to hear the fear spoken that what we were doing was “visioning.”

Then I realized that what we were dealing with was an entrained pattern.  People within this organization associated dialogue with visioning, and the results of dialogue with a mass of post-it notes and flip charts that never get typed up, and action that never comes of it.  Likewise, it turns out that the associated planning with a process that begins with a vision, and then costs out a plan and takes that plan to a decision making body which then rules on whether the project can proceed, by allocating resources.  Both of these views are old thinking, rigid patterns that lock participants in a linear view of action that looks like this:

 

 

The truth is that I had been viewing the process as an action learning cycle:





So now that we are a little clearer on this, there was a distinct relaxation among the group.  We are heading into some uncharted territory and it is too early to nail down concrete plans about what to do and likewise simply visioning doesn’t take us anywhere either.  Instead, we are harvesting some of the rich sense of community that exists, opening some space for a little leadership, inviting passion and responsibility and making small starts,  The small starts are confirming some of what we suspected about how the organization works, which is good news, because we are developing a pattern of action together that will help us all as we move forward to do bigger things with more extensive resource implications.  This is the proper role of vision and planning in emergent and participatory processes – gentle, developmental, reflective and active.

 

My life’s work

I am probably never going to write a book.  I learn too fast for that, and my learning is so rapid that a blog has become the best possible platform for that learning.

For a while thought, I have kept a set of writings apart from this blog, titled “A Collection of Life’s Lessons.”  I’ve just spent the morning updating that list, and if you’d like to read the book that I’ll never write, go on over to that page and start reading about everything I’ve learned in 43 years, and all the best stuff I have documented in 10 years of blogging.

How brains build societies

I’m at a Casey Family Programs conference in Seattle that is looking at applying science to early learning in kids.  The people here are learning about brain science and the results of early adverse childhood experiences and what the science can tell us about how we should react in the policy sphere to create healthy kids, families and societies.

The keynote is by Jack Shonkoff, who is a leading brain researcher in this field and who has been sharing some of the basics of what we know about brain science, relationships and healthy societies.  Here are some of his key points:

Experiences build brain architecture.  What happens is that neural circuits develop to reinforce behaviours, emotions, motor skills and so on.  Babies brains build a basic architecture by forming synapses and then a more complex architecture develops on top of that.  For the first three year of life, babies’ brains form 700 synapses a second.  Genes provide the template for this work, but experiences turn the genes on and off.  So early life experiences are built into our bodies, encoded in our brains – for better or for worse.   To promote healthy brian architecture you need language rich environments, supportive relationships and “serve and return” interactions with adults are the three things that promote health brain architecture.    Prolonged stress and reduced exposure to supportive relationships – in other words, what are known as adverse childhood experiences (ACEs) – create the conditions for heart disease, diabetes, and other diseases that are a result of disrupted development of organ systems.

Toxic stress derails healthy development. In babies, stress is alleviated by contact with a caring adult.  If a child is exposed to stress in large amounts, the brain loses the ability to turn off the stress responses, and the stress becomes toxic.  Nurturing, stable and engaging environments are the antidote to stress.  It’s interesting that in North America we don’t treat stress with much compassion – “get over it” is a common response.  In the USA especially, a hyper individualistic culture diminishes the importance of stress.

Some positive stress is a good thing however – what we call in the facilitation world “The Groan Zone” which helps learning and helps healthy development.  There is always stress associated with learning new things or doing things for the first time.  In healthy development, adults help kids with this kind of stress and the kids learn strategies for dealing with stress, which amps up the heart rate and blodd pressure and then reduces it.  Supportive relationships help children to learn adaptive and coping skills.

Tolerable  stress is serious and temporary – death of a family member, natural disasters, war and violence, an experience of extreme despair and other things that can lead to post-traumatic stress disorder.  This kind of stress is also buffered by supportive relationships.   Families, extended families, friends, neighbours, supported programs need to step in and provide the buffering that reduces stress to baseline levels.

Toxic stress however is prolonged activation of the stress response in the absence of protective relationships.  This includes living alone in violence, or with adults that neglect children or who are unable to care for children because the are sick or depressed.  If you don’t have access to caring adults, the stress becomes toxic and the stress system is built into your brain architecture, placing hardship on your organs, your nervous system and your hormones.  This is the kind of stress that leads to long term health and development issues.

Neglect can be as powerful as abuse.  It doesn’t matter to the baby’s brain whether your lack of relationships come from neglect or abuse.  It has the same effect on the brain, and it keeps the stress levels high.  Seven hundred synapses a second don’t care what an adult is doing if there are no compassionate relationships.  Reducing stress by reducing the numbers and severity of adverse early childhood experiences results in better outcomes.  This doesn’t mean that we have to solve poverty and subsistence abuse overnight before we get better outcomes – it means we need to make policy decisions that ask the question about whether we are supporting healthy and supportive relationships.  In other words, the social safety net needs to work both at the systemic level to reduce inequalities, and at the acute level to create spaces where people can learn and experience healthy supportive relationships at every age.

I’ve been listening here thinking about the implications for this in organizations and communities.  To sacrifice relationships at the alter of work or learning is to not only inhibit the sustainability of what is going on, but also creates the conditions for unhealthy families, groups, communities and organizations.

From failsafe to safefail

Alex has a great post today on his Top 5 reasons to celebrate mistakes at work.  I’ve been hearing lately from many clients about the need for us to loosen up and accept more failure in our work.  The pressure that comes from perfection and maintaining a failsafe environment is a killer, and while we all demand high levels of accountability and performance, working in a climate where we can fail-safe provides more opportunity to find creative ways forward that are hitherto unknown.  So to compliment Alex’s post, here are a few ways to create a safe-fail environment:

1. Be in a learning journey with others.  While you are working with people, see your work as a learning journey and share questions and inquiries with your team.

2. Take time to reflect on successes and failures together. We are having a lovely conversation on the OSLIST, the Open Space facilitator’s listserv about failures right now and it’s refreshing to hear stories about where things went sideways.  What we learn from those experiences is deep, both about ourselves and our work.

3. Be helpful. When a colleague takes a risk and fail, be prepared to setp up to help them sort it out.  My best boss ever gave us three rules to operate under: be loyal to your team, make mistakes and make sure he was the first to know when you made one.  There was almost nothing we could do that he couldn’t take care of, and we always had him at our backs, as long as he was the first to hear about it.  Providing that support to team members is fantastic.

4. Apologize together.  Show a united front, and help make amends when things go wrong.  This is a take on one of the improv principles of making your partner look good.  It is also about taking responsibility and having many minds and hearts to put to work to correct what needs correcting.  This one matters when your mistake costs lives.  Would be nice to see this more in the corporate world.

5. Build on the offer. Another improv principle, this one invites us to see what we just went through as an offer to move on to the next thing.

6. Don’t be hard on yourself.  You can’t get out of a pickle if you are berating yourself up for being there.  I find The Work of Byron Katie to be very very helpful in helping become clear about what to do next and to loosen up on the story that just because I failed, therefore I am a failure.

Now these little lessons work in complex environments, like human organizations, not mechanical systems so before you jump on me for having unrealistic expectation for airplanes and oil rigs, just know that.  Having said that, dealing with the human costs of airplane crashes and oil rig explosions requires clarity, and being wrapped in blame and self-loathing is not the same as being empathetic and clear.

Searching for innovation in child and youth work

Hosting an Open Space gathering in Kamloops today with about 40 people who work hard around issues of child and youth health.  We are exploring ways to connect differently and do our work at the next level.  The conversations have started and the topics are rich.  I thought I would put the list here and see if any of you readers in blog land have resources to offer that we can forward to the folks meeting here today.  And if you are in Kamloops and do this work, come on up to Thompson Rivers University and join the conversation.

Session 1

11:00 – 12:15

  • How to develop intergenerational programming (ie seniors and youth)
  • How do we engage children who come from families dealing with addictions?
  • How can we drastically improve reading instruction in your child’s school?  These top 5 items from research can be supported in a half-hour daily routine in the classroom.
  • How do we start the process to develop a children’s charter in Kamloops?
  • What opportunities are out there to use youth wilderness programs to engage youth in meaningful community development?
  • How do we better connect youth/schools to the local food system?  For example: engaging shcools to start gardnes or increasing local food sold in schools?
  • How to create a culture to encourage families at perinatal stage to have access to services and supports which are integrated with traditional service providers?

Session 2

12:15-1:45

  • Wow! Statistics!
  • I would like to better understand our needs and gaps so that I can better support the community.
  • How do we develop and sustain our networks?  What are the possibilities of our networks?
  • How to create service for parents with disabilities?
  • How can we reduce unwanted pregnancies and sexually transmitted diseases in sexually active youth?

Session 3

1:45-3:00

  • How to develop fitness/physical literacy program for 2.5 to 5 year olds?
  • How to keep children and youth engagement authentic, original and fresh so they have the agenda and don’t get bored?
  • How do we better connect school and community centres and programs for collaborative work?
  • How do we reduce stigma attached to social programs to include more children youth and family?
  • Teachers and youth workers as gardners, hiking guides and community development professionals.
  • How do we collectively support and empower parents in our communities to recognize that they have such a crucial role?