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?
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 Find what is absolutely essential for success
v Open up space for new possibilities
v Reduce front line frustration
v 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?
14. This is NOT
a certification course
v You first experience should be enough to
get started
v You will decide how to achieve mastery
personally
v LS take a braver-than-usual step, yet are
embarrassingly simple and subtle
v Practice makes perfect
30. Why stop using
conventional structures?
Too Tight
v Over-controlled
v Too uniform
v Only a select few engaged
in shaping direction
Too Loose
v Under-controlled
v Too unstable
v Too random to shape
direction
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
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
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 partner’s bedrock purpose
Actively listen, digging deeper and deeper
Record a brief statement of our partner’s 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
54. What could you do to reliably
guarantee…
People’s 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…
People’s 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?
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?
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.
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?
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?
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, don’t 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
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
