Practice session on (virtual) liberating structures hosted by RTP Frontier's On the Menu events. Based on the work by Keith McCandless and Henri Lipmanowicz, these microstructures make it possible to unleash innovation and unlock creativity.
14. 1-N-ALL
• Silent self-reflection by individuals on a shared challenge,
framed as a question (1 minute)
• What opportunities do YOU see for making impact?
• What ideas or actions do you recommend?
15. 1-N-ALL
• Generate ideas together, building on ideas from self-
reflection
• Share and develop ideas in your group (notice similarities
and differences) (10 minutes)
16. 1-N-ALL
• 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.
18. – Henri Nouwen
“To listen is very hard, because it asks of us so much interior stability
that we no longer need to prove ourselves by speeches, arguments,
statements or declarations. True listeners no longer have an inner
need to make their presence known. They are free to receive,
welcome, to accept.”
Troika Consulting
27. Alyson Hyman, MPH
Founder and Principal, Fiddlehead Unfurled
• Seasoned Liberating Structures (LS) practitioner based in the
Triangle.
• Global experience (>25 countries) in numerous industries
(especially healthcare)
• Early adopter of virtual facilitation.
• Leads LS immersion workshops, leadership retreats, strategic
planning, technical meetings with LS methods, and more.
Email: alyson@fiddleheadunfurled.com
LinkedIn: https://www.linkedin.com/in/alysonghyman/
Phone: (919) 525-1464
28. Ahmed Avais
Founder and President, Agile 7
• Complexity Science SME (Human Systems Dynamics)
• Agile Coach
• Executive Coach
• Continuous Innovation Trainer
Email: ahmed@agile-7.com
LinkedIn: https://www.linkedin.com/in/ahmedavais
Phone: (773) 220-9036
Sign up for my newsletter: www.agile-7.com
31. What are LS?
• Minimum constraints are necessary
• Rapid cycles and many iterations over long, slow methods
• Parallel processing adds agility and enhance effectiveness
• Not all ideas are equal
• Distribute control while staying in charge
• Loose connections are at the root of innovation
• Invite unusual suspects!
32. 1-2-4-ALL
• 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.
33. Self-Reflection
• What is your most challenging professional
issue?
• How can you make this a success for
everyone involved?
• What would you like to take home from this
session?