This morning I read David Holzmer writing recently suggesting that mechanistic order, stability and rationality, the core assumptions underlying what we think organization is and how it should function, are crumbling under the pressure of increasing change and disruption.
Our bias for order and stability shows up in what Harold Shinsato described this morning on our OSHotline call, from a book called The Surprising Power of Liberating Structures. Our limited default menu of meeting structure options looks like: (1) formal presentation with questions, (2) open unmanaged discussion, (3) managed discussion where a facilitator is charged with herding the group to a desired outcome, (4) status reports that would also include going around a circle giving names and titles or suggestion box style of information gathering, and (5) brainstorming.
Reading the Holzmer post, it seemed to me that rational planning itself is not to blame, but rather that we engage such a small slice of an organization or community in planning, and coincidental awareness and responsibility. I’m encouraged to see Liberating Structures identifying 35 approaches, ranging from simple techniques to robust practices, with the potential to involve and engage more and more people in more and more thoughtful, interconnecting, and active ways.
Looks like a practical language for deepening and diffusing the practice of Inviting organization, what the LS folks call including and unleashing. I find “including” a little flat, preferring the practical tension inherent in “inviting and unleashing,” where each side makes the other side possible.