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Liberating Structures Lighting talk & Workshop - Romain Vailleux OCTO Technology

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A few slides summing up the purposes and the characteristics of Liberating Structures.
Talk was given by Romain Vailleux at the LAST Conference in Adelaide 2019.

Published in: Business
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Liberating Structures Lighting talk & Workshop - Romain Vailleux OCTO Technology

  1. 1. OCTO Part of Accenture Digital © 2019 - All rights reserved Liberating Structures twitter: @octodownunder @rvailleux 1 An overview of powerful workshop formats
  2. 2. OCTO Part of Accenture Digital © 2019 - All rights reserved 2
  3. 3. OCTO Part of Accenture Digital © 2019 - All rights reserved ๏ Father of 2 ๏ Climbing & Sailing ๏ Organisation coach & consultant ๏ In Sydney since 3 months! 3 SPEAKER’s BACKGROUNG Romain Vailleux Senior Consultant / Coach Email: rva@octo.com Mobile: +61 468 532 665
  4. 4. OCTO Part of Accenture Digital © 2019 - All rights reserved 4 CULTURE OF CHANGE How change can still happen in large and complex organisations ● Part 1 – Once upon a time, a leader who had an intention... ● Part 2 – Experiment to learn ● Part 3 – How to scale up ● Part 4 – Sustain: making a transformation durable ● Part 5 – And then, what? Understand the future Weekly release on Medium follow https://medium.com/@octoz Keep updated on twitter @octodownunder A GUIDE TO TONING UP YOUR ORGANISATION WITH AGILITY OF
  5. 5. OCTO Part of Accenture Digital © 2019 - All rights reserved 5
  6. 6. OCTO Part of Accenture Digital © 2019 - All rights reserved 6 The complexity shot up
  7. 7. OCTO Part of Accenture Digital © 2019 - All rights reserved 7 Following the HighestPaidPerson’sOpinion Is Not The Best Solution Anymore
  8. 8. OCTO Part of Accenture Digital © 2019 - All rights reserved 8 A set of complementary expertises to tackle complex problems
  9. 9. OCTO Part of Accenture Digital © 2019 - All rights reserved Liberating structures LIBERATING STRUCTURES
  10. 10. OCTO Part of Accenture Digital © 2019 - All rights reserved Keith McCandless & Henri Lipmanowicz, authors of “The Surprising Power of Liberating Structures” http://www.liberatingstructures.com 10
  11. 11. OCTO Part of Accenture Digital © 2019 - All rights reserved 11 33 LIBERATING STRUCTURES TO REACH A DIVERSITY OF OBJECTIVES
  12. 12. OCTO Part of Accenture Digital © 2019 - All rights reserved Parameters: ๏ Invitation ๏ Space ๏ Participation ๏ Group configuration ๏ Steps & time allocation 12 WHAT IS A MICROSTRUCTURE? “Consciously or not, microstructures are the way you organize all your routine interactions. They guide and control how groups work together. They shape your conversations and meetings.”
  13. 13. OCTO Part of Accenture Digital © 2019 - All rights reserved Rules are set, let the players to play the game with their own style. Players have the control over the output (the content) of the workshop. 13 PASS THE BALL
  14. 14. OCTO Part of Accenture Digital © 2019 - All rights reserved WHAT HOW WHY 14 GOLDEN CIRCLE Liberating Structures are mostly about the ‘How’. by Simon Sinek
  15. 15. OCTO Part of Accenture Digital © 2019 - All rights reserved 15 Let it go
  16. 16. OCTO Part of Accenture Digital © 2019 - All rights reserved 16 Under- Controled Over- Controled
  17. 17. OCTO Part of Accenture Digital © 2019 - All rights reserved ๏ Rely on the most knowledgeable people to get the best solutions ๏ Increase the motivation and commitment of people by making them stakeholders ๏ Make the different parties to converge instantly ๏ Build human to human relationship by avoiding process and reducing the distance among people ๏ Start the change during the design phase, as everyone agrees on the same strategy 17 WHY IS IT BETTER? “More productive meetings”
  18. 18. OCTO Part of Accenture Digital © 2019 - All rights reserved 1. Stop thinking, just give it a try! 2. Prepare, prepare, prepare the workshop (especially the “invitation” part) 3. Be crystal-clear about stating your invitation (or write it down in a PPT slide!) 4. Be ready to let it go if needed 5. Overcome your fear to appear unprepared, chaotic, unknowledgeable 6. Spread the knowledge, empower the people, and, after a while, disappear from the picture 18 KEY ADVICE FOR A BEGINNER
  19. 19. OCTO Part of Accenture Digital © 2019 - All rights reserved http://www.liberatingstructures.com and jump in at your next meeting! 19 WHERE TO START? 1-stop
  20. 20. Q&A 20
  21. 21. WS 21 Making the key principles to emerge
  22. 22. OCTO Part of Accenture Digital © 2019 - All rights reserved 22 Let’s discover the key principles of Liberating Structures (5 min) ● Individually, inspect the Liberating Structures’ instructions notes hanging on the walls ● Take notes of the shared principles among several Liberating Structures on sticky notes: ○ 1 principle per sticky note ○ Write in CAPITAL letters ○ 3-7 words per card
  23. 23. OCTO Part of Accenture Digital © 2019 - All rights reserved 23 Let’s discover the key principles of Liberating Structures (15 min) ● Gather by groups of 3 or 4 people ● Share together and retain only the 5 most important principles. The principles need to be specific enough to stay valuable!
  24. 24. OCTO Part of Accenture Digital © 2019 - All rights reserved 24 Let’s discover the key principles of Liberating Structures (20 min) ● Gather in one audience ● One reporter per group comes and displays the 5 principles retained by his/her group. ● The audience can ask for clarification as the reporter reports.
  25. 25. OCTO Part of Accenture Digital © 2019 - All rights reserved 25 Let’s discover the key principles of Liberating Structures (5 min) ● In silence, the group clusters similar cards together by columns
  26. 26. OCTO Part of Accenture Digital © 2019 - All rights reserved 26 Let’s discover the key principles of Liberating Structures (10 min) ● Read through the titles and check the agreement with the assembly (‘decider’)
  27. 27. 27
  28. 28. OCTO Part of Accenture Digital © 2019 - All rights reserved 28 You cannot cross the sea merely by standing and staring at the water. – R. Tagore What is made possible? You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference. 15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change. With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape. 15% Solutions Discover and Focus on What Each Person Has the Freedom and Resources to Do Now (20 min.) 1. Structuring Invitation In connection with their personal challenge or their group’s challenge, ask, “What is your 15 percent? Where do you have discretion and freedom to act? What can you do without more resources or authority?” 2. How Space Is Arranged and Materials Needed Unlimited number of groups. Chairs for people to sit in groups of 2-4; no tables required. 3. How Participation Is Distributed Everyone is included Everyone has an equal opportunity to contribute 4. How Groups Are Configured First alone Then in pairs or small groups 5. Sequence of Steps and Time Allocation First alone, each person generates his or her own list of 15% Solutions. 5 min. Individuals share their ideas with a small group (2 to 4 members). 3 min. per person and one person at a time Group members provide a consultation to one another (asking clarifying questions and offering advice). 5 to 7 min. per person and one person at a time Five Structural Elements – Min Specs Description ● Move away from blockage, negativism, and powerlessness ● Have people discover their individual and collective power ● Reveal bottom-up solutions ● Share actionable ideas and help one another ● Build trust ● Remember unused capacity and resources (15 percent is always there for the taking) ● Reduce waste ● Close the knowing-doing gap WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com
  29. 29. OCTO Part of Accenture Digital © 2019 - All rights reserved 29 What is made possible? You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh! Making Space with TRIZ Stop Counterproductive Activities and Behaviors to Make Space for Innovation (35 min.) 1. Structuring Invitation 1. “Make a list of all you can do to make sure that you achieve the worst result imaginable with respect to your top strategy or objective.” 2. “Go down this list item by item and ask yourselves, ‘Is there anything that we are currently doing that in any way, shape, or form resembles this item?’ Be brutally honest to make a second list of all your counterproductive activities/programs/procedures.” 3. “Go through the items on your second list and decide what first steps will help you stop what you know creates undesirable results?” 2. How Space Is Arranged and Materials Needed Unlimited number of small groups of 4 to 7 chairs, with or without small tables Paper for participants to record 3. How Participation Is Distributed Everybody involved in the work is included Everyone has an equal opportunity to contribute 4. How Groups Are Configured Groups with 4 to 7 participants Established teams or mixed groups 5. Sequence of Steps and Time Allocation After introduction, three segments, 10 minutes for each segment Introduce the idea of TRIZ and identify an unwanted result. If needed, have the groups brainstorm and pick the most unwanted result. 5 min. Each group uses 1-2-4-All to make a first list of all it can do to make sure that it achieves this most unwanted result. 10 min. Each group uses 1-2-4-All to make a second list of all that it is currently doing that resembles items on their first list. 10 min. Each group uses 1-2-4-All to determine for each item on its second list what first steps will help it stop this unwanted activity/program/procedure. 10 min. Five Structural Elements – Min Specs Description ● Make it possible to speak the unspeakable and get skeletons out of the closet ● Make space for innovation ● Lay the ground for creative destruction by doing the hard work in a fun way ● TRIZ may be used before or in place of visioning sessions ● Build trust by acting all together to remove barriers WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com
  30. 30. OCTO Part of Accenture Digital © 2019 - All rights reserved 30 What is made possible? You can help a large crowd generate and sort their bold ideas for action in 30 minutes or less! With 25/10 Crowd Sourcing, you can spread innovations “out and up” as everyone notices the patterns in what emerges. Though it is fun, fast, and casual, it is a serious and valid way to generate an uncensored set of bold ideas and then to tap the wisdom of the whole group to identify the top ten. Surprises are frequent! 25/10 Crowd Sourcing Rapidly Generate and Sift a Group’s Most Powerful Actionable Ideas (30 min.) 1. Structuring Invitation Invite participants to think big and bold and discover the most attractive of their ideas together by asking, “If you were ten times bolder, what big idea would you recommend? What first step would you take to get started?” 2. How Space Is Arranged and Materials Needed Open space without chairs or tables ; Participants will be standing and milling about ; Index cards, one for each participant 3. How Participation Is Distributed Everyone is included and participates at the same time; Everyone has an equal opportunity to contribute 4. How Groups Are Configured People spreaded in the room. 5. Sequence of Steps and Time Allocation 1. Participants write on a card his or her bold idea and first step. 2. Then people mill around and cards are passed from person to person. 3. When the bell rings, people stop passing cards and pair up to exchange thoughts on the cards in their hands. 4. Then participants individually rate the idea/step on their card with a score of 1 to 5 (1 for low and 5 for high) and write it on the back of the card. 5. “Mill & pass cards” & “Read and score” steps are done for a total of 5 scoring rounds. 6. At the end of cycle five, participants add the five scores on the back of the last card they are holding. 7. Finally, the ideas with the top ten scores are identified and shared with the whole group. Five Structural Elements – Min Specs Description ● Develop a group’s ability to quickly tap their own very diverse sources of wisdom ● Obtain results that are more likely to endure because they were generated transparently from within and without imported advice ● Spark synergy among diverse views while building coherence ● Encourage novice innovators to think boldly and come up with practical first steps and testable hypotheses ● Create an environment in which good ideas and focused experiments can bubble up WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com
  31. 31. OCTO Part of Accenture Digital © 2019 - All rights reserved 31 What is made possible? Participants can gain insight into their own pattern of interaction and habits. Helping Heuristics make it possible for them to experience how they can choose to change how they work with others by using a progression of practical methods. Heuristics are shortcuts that help people identify what is important when entering a new situation. They help them develop deeper insight into their own interaction patterns and make smarter decisions quickly. A series of short exchanges reveals heuristics or simple rules of thumb for productive helping. Try them out! Helping Heuristics Practice Progressive Methods for Helping Others, Receiving Help and Asking for Help (15 min.) 1. Structuring Invitation Invite participants to view all human interactions as offers that are either accepted or blocked (e.g., Improv artists are trained to accept all offers) Ask them to act, react, or observe four patterns of interaction Invite them to reflect on their patterns as well as to consider shifting how they ask, offer, and receive help 2. How Space Is Arranged and Materials Needed Any number of participants, standing ; No tables in the way of people standing face-to-face! 3. How Participation Is Distributed Everyone has an equal opportunity to learn and to contribute; Participants switch into one of three possible roles as the activity progresses 4. How Groups Are Configured Groups of 3: two participants interacting face-to-face in the roles of client and coach plus one observer Whole group for the debrief 5. Sequence of Steps and Time Allocation - 4 rounds of 1–2-minute improvised interactions. Groups choose one member to be a “client,” another a “coach,” with the third acting as “observer.” Roles can stay the same or change from round to round. The fourth round will be followed by 5 minutes of debrief. 2 min. - During every round the person in the role of client shares a challenge he or she is passionate about. While the observer pays close attention, the coach responds in a sequence of patterns that is different for each round as follows : “Quiet Presence” - “Guided Discovery” - “Loving Provocation” - “Process Mindfulness” - Based on the debrief, repeat all rounds or only some for all participants to practice various response patterns. Five Structural Elements – Min Specs Description ● Reduce/eliminate common errors and traps when people are giving or asking for help ● Change unwanted giving help patterns that include: premature solutions; unneeded advice; adding pressure to force use of advice; moving to next steps too quickly; trying too hard not to overhelp ● Change unwanted asking for help patterns that include: mistrusting; not sharing real problem; accepting help without ownership; looking for validation, not help; resenting not getting enough WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com
  32. 32. OCTO Part of Accenture Digital © 2019 - All rights reserved 32 What is made possible? You can help people access hidden knowledge such as feelings, attitudes, and patterns that are difficult to express with words. When people are tired, their brains are full, and they have reached the limits of logical thinking, you can help them evoke ideas that lie outside logical, step-by-step understanding of what is possible. Stories about individual or group transformations can be told with five easy-to-draw symbols that have universal meanings. The playful spirit of drawing together signals that more is possible and many new answers are expected. Drawing Together cuts through the culture of overreliance on what people say and write that constrains the emergence of novelty. It also provides a new avenue of expression for some people whose ideas would otherwise not surface. Drawing Together Reveal Insights and Paths Forward Through Nonverbal Expression (40 min.) 1. Structuring Invitation Invite participants to tell a story about a challenge they face, or a common challenge, using only five symbols and no words 2. How Space Is Arranged and Materials Needed An open wall with tapestry paper or easels with blank pages in flip charts; Water-based markers; soft pastels if you are feeling colorful 3. How Participation Is Distributed Everyone is included since the five symbols are easy for everyone to draw ; All participants make their individual drawings simultaneously 4. How Groups Are Configured Individually to practice the drawing of the symbols ; Individually to make first and second drafts of their drawings ; Small groups of 1–4 others to interpret the drawings; Whole group for debrief (using 1-2-4-All for large groups) 5. Sequence of Steps and Time Allocation Introduce the idea of drawing together by drawing and describing the meaning of each symbol. 5 min. Circle = wholeness; Rectangle = support; Triangle = goal; Spiral = change; Star person [equidistant cross] = relationship 1. Invite participants to a. practice drawing the five symbols: circle, rectangle, triangle, spiral, star person. 5 min. b. combine the symbols to create the first draft of a story, working individually and without words, about “the journey” of working on a challenge or an innovation. 10 min. c. create a second draft, in which they refine their story by dramatizing the size, placement, and color of the symbols. 10 min. 2. Ask participants to invite another individual or their small group to interpret their drawings. Remind them that the person who has done the drawing does not speak. 5 min. 3. Ask the whole group, “Together, what do the drawings reveal?” Use 1-2-4-All with larger groups. 5 min. Five Structural Elements – Min Specs Description ● Reveal insight or understanding not accessible with verbal or linear methods ● Tap all the sources of knowledge for innovation (explicit, tacit, latent/emergent) ● Signal that a quest or journey in search of new discoveries is under way ● Develop and deepen shared understanding of a vision or complex dynamics ● Create closer connections among group members WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com
  33. 33. OCTO Part of Accenture Digital © 2019 - All rights reserved 33 What is made possible? You can include and engage any number of people in making sense of confusing or shocking events and laying the ground for new strategies to emerge. The format of the Conversation Café helps people have calm and profound conversations in which there is less debating and arguing, and more listening. Sitting in a circle with a simple set of agreements and a talking object, small groups will engage in rounds of dialogue with little or no unproductive conflict. As the meaning of their challenge pops into focus, a consensual hunch is formed that will release their capacity for new action. Conversation Café Engage Everyone in Making Sense of Profound Challenges (35-60 min.) 1. Structuring Invitation Invite all the participants to gather in small groups to listen to one another's thoughts and reflect together on a shared challenge 2. How Space Is Arranged and Materials Needed Unlimited number of 5 to 7 chairs around small tables Talking object (e.g., talking stick, stone, or art object) Markers and one or two pieces of flip-chart paper per table optional 3. How Participation Is Distributed Everyone is included ; Everyone has an equal opportunity to contribute 4. How Groups Are Configured Mixed, diverse groups of 5–7 participants 5. Sequence of Steps and Time Allocation State the theme of the conversation, usually in the form of a question Explain there will be four rounds of conversation at every table Distribute the talking objects Read the Conversation Café agreements ( Code of Conduct) Ask for someone at each table to volunteer as the host. The host is a full participant whose role is to facilitate the conversation. 1st Round: each person shares what he or she is thinking, feeling, or doing about the theme or topic 2nd Round: each person shares thoughts and feelings after having listened to everybody at the table. 3rd Round: open conversation (option to use talking object). 20–40 min. 4th Round: each member shares “takeaways.” 5–10 min. Five Structural Elements – Min Specs Description ● Make sense of a complex, difficult, or painful situation and lay the ground for being able to move on ● Generate new ideas and momentum for innovation ● Build shared understanding of how people develop different perspectives and ideas ● Avoid arguments based on lack of understanding ● Build trust and reduce fear with an opportunity for catharsis ● Help participants appreciate that conversation involves talking and listening WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com
  34. 34. OCTO Part of Accenture Digital © 2019 - All rights reserved 34 What is made possible? When people must tackle a common complex challenge, you can release their inherent creativity and leadership as well as their capacity to self-organize. Open Space makes it possible to include everybody in constructing agendas and addressing issues that are important to them. Having co-created the agenda and free to follow their passion, people will take responsibility very quickly for solving problems and moving into action. Letting go of central control (i.e., the agenda and assignments) and putting it in the hands of all the participants generates commitment, action, innovation, and follow-through. You can use Open Space with groups as large as a couple of thousand people! Open Space Technology Liberate Inherent Action and Leadership in Groups of Any Size (90 min. and up to 3 days) Five Structural Elements – Min Specs Description ● Generate action and build energy, commitment, and shared leadership ● Address intractable problems or conflicts by unleashing self-organization ● Make sure that ALL of the issues that are most important to the participants are raised, included in the agenda, and addressed ● Make it possible for participants to take responsibility for tackling the issues that they care about and for what does or doesn’t happen ● WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com 1. Structuring Invitation Invite people to come and address a complex problem Invite participants to co-construct the agenda by posting sessions that they will convene on topics they are passionate about Invite participants to join any session that they care about 2. How Space Is Arranged and Materials Needed Chairs in concentric circles for 10–1,000 people in a large room or open space Agenda to include slots for enough concurrent sessions to accommodate what is likely to emerge given the challenge and the number of participants. (One rule of thumb is that 3 out of 10 participants will post a session, e.g., there will be 15 sessions posted from 50 participants.) 3. How Participation Is Distributed Everyone who cares about the challenge at hand and accepts the organizers’ invitation is included; Everyone has an equal opportunity to contribute 4. How Groups Are Configured Start together in one large circle (or as many concentric circles as needed) Continue with groups of various sizes self-organized around agenda topics 5. Sequence of Steps and Time Allocation ๏ Facilitator introduces the concept and mechanics of OS, including the Law of Two Feet and its 4 principles (5 min) ๏ “Marketplace” opens: participants propose topics plus a time and place for groups to meet (15 min) ๏ Conveners facilitate sessions, groups develops recommendations and action plans. Notes are taken and published or posted. ๏ Debrief, proceeding distributes and closing (10 min)
  35. 35. OCTO Part of Accenture Digital © 2019 - All rights reserved 35 What is made possible? You can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant! 1-2-4-All Engage Everyone Simultaneously in Generating Questions, Ideas, and Suggestions (12 min.) 1. Structuring Invitation Ask a question in response to the presentation of an issue, or about a problem to resolve or a proposal put forward (e.g., What opportunities do YOU see for making progress on this challenge? How would you handle this situation? What ideas or actions do you recommend?) 2. How Space Is Arranged and Materials Needed Unlimited number of groups; Space for participants to work face-to-face in pairs and foursomes; Chairs and tables optional; Paper for participants to record observations and insights 3. How Participation Is Distributed Everyone in the group is included (often not the facilitator) ; Everyone has an equal opportunity to contribute 4. How Groups Are Configured Start alone, then in pairs, then foursomes, and finally as a whole group 5. Sequence of Steps and Time Allocation ๏ Silent self-reflection by individuals on a shared challenge, framed as a question (e.g., What opportunities do YOU see for making progress on this challenge? How would you handle this situation? What ideas or actions do you recommend?) 1 min. ๏ Generate ideas in pairs, building on ideas from self-reflection. 2 min. ๏ Share and develop ideas from your pair in foursomes (notice similarities and differences). 4 min. ๏ Ask, “What is one idea that stood out in your conversation?” Each group shares one important idea with all (repeat cycle as needed). 5 min. Five Structural Elements – Min Specs Description ● Engage every individual in searching for answers ● Avoid overhelping and the overcontrol-dependency vicious cycle ● Create safe spaces for expression, diminish power differentials ● Express “silent” conversations and expand diversity of inputs ● Enrich quality of observations and insights before expression ● Build naturally toward consensus or shared understanding WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com
  36. 36. OCTO Part of Accenture Digital © 2019 - All rights reserved 36 What is made possible? You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex, and chaotic. A problem is simple when it can be solved reliably with practices that are easy to duplicate. It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably. A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail. Chaotic is when the context is too turbulent to identify a path forward. A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.” The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems. Agreement-&- Certainty Matrix Sort Challenges into Simple, Complicated, Complex, and Chaotic Domains (45 min.) 1. Structuring Invitation Invite participants to categorize their current challenges as simple, complicated, complex, or chaotic Ask them to place every challenge in the matrix based on their answers to two questions: “What is the degree of agreement among the participants regarding the challenge and the best way to address it?” “What is the degree of certainty and predictability about what results will be generated from the solutions proposed for addressing the challenge?” 2. How Space Is Arranged and Materials Needed Chairs for people to sit in groups of 4–6, with or without small round tables ; Long open wall with a large tapestry paper illustration of the matrix taped to the wall; One page with a blank matrix for every participant; Post-it notes and markers for everybody 3. How Participation Is Distributed Everyone involved in the work team or unit under discussion (not only leaders) Everyone has an equal opportunity to contribute 4. How Groups Are Configured Individually to make initial assessments; Small groups of 4 to 6; Whole group 5. Sequence of Steps and Time Allocation Ask participants to individually generate the list of challenges that take up their time and place them in their individual matrixes. 5 min. Invite everyone to post their challenges on the large wall matrix. 5 min. Ask participants to form small groups and step back to reflect on, “What pattern do we see? Do any mismatches stand out that we should address?” 5 min. Invite whole group to share reflections and decide next steps. 10 min. Five Structural Elements – Min Specs Description ● Reduce wasted effort by matching challenges with methods ● Identify where local experiments may help solve larger problems ● Make visible to everyone the range and the nature of the challenges facing people in the organization ● Reduce the frustration of people not making progress on key challenges by identifying mismatches ● Share perspectives across functions and levels of the organization WHY? Liberating Structure developed by Henri Lipmanowicz and Keith McCandless - http://www.liberatingstructures.com

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