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Teens Take on Health Facilitation Field Guide

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Teens Take on Health Field Guide

Contents

[] Getting Started with Liberating Structures 2-8

• 1-2-4-All to illustrate differences from conventional facilitation • Why 1-2-4-All elevates group discussion • What is made possible • Overcoming fears • Working with a partner

[] Navigating the Field Guide 9-11 [] Menu of Liberating Structures 12-37

1. 1-2-4-All 2. Impromptu Networking 3. Nine Whys 4. Appreciative Interview 5. TRIZ 6. 15% Solutions 7. Troika Consulting 8. What³ Debrief 9. Design Storyboards 10. 25/10 Crowdsourcing 11. Open Space Technology

[] Room and Audio Visual Specifications 38-39 [] Use Rights and Creative Commons License 40


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Getting Started

This Field Guide will make it easy for you get started and ready to progress from

using one or two Liberating Structures at a time to stringing a few of them

together.

We know that the group is smarter than any single individual. The challenge is how to tap into a group’s collective intelligence and creativity when discussing an issue. It is also vital to prevent a conversation dominated by a couple of people and avoid a discussion that goes on, and on, and on?

Liberating Structures are designed to tap the wisdom in crowds and to spark

positive action. Attributes that make this possible are embedded in each method.

Every Liberating Structure in this Field Guide is:

Simple: requires only a few minutes to introduce

Expert-less: beginners can succeed after a first experience

Results-focused: likely to generate better-than-expected, innovative

results

Rapid cycling: fast iterative rounds are very productive

Inclusive: together, everyone is invited to shape next steps

Multi-scale: works for everyday solutions, big projects, strategy, and

transforming movements

Seriously fun: boosts freedom & responsibility

Self-spreading: easy to copy without formal training


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1-2-4-All is one method that illustrates subtle and powerful differences when

using Liberating Structures.

1-2-4-All is so simple that it is one of the easiest LS to learn. The structural

changes it introduces have a surprisingly big impact on group discussions. Since

nearly all meetings routinely include group discussions the opportunities for

using 1-2-4-All are extremely frequent. Try it once and you will know enough to

start using this LS regularly.

1-2-4-All breaks down discussions into steps that allow participants to contribute

individually and work together at the top of their intelligence

(1) One moment alone (1) to reflect: for instance in response to a question or in

reaction to a presentation, writing down responses or ideas. The moment is short

on the order of one or two minutes.

(2) A few minutes in pairs (2) to share, compare, improve or expand on the

individual ideas. The time varies from two to five minutes depending on

circumstances.

(4) A few more minutes for pairs assembled in foursomes (4) to share and further

develop the pairs’ ideas. Time again is variable from two to five minutes.

(All) During the last step each foursome shares one important

idea/comment/question at a time with the whole group. Not every group needs

to report—three or four contributions often are enough to move forward.

Conclusions, decisions, or actions are made based on what emerges.


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The whole cycle can be as short as five minutes and shouldn’t be longer than 15

minutes. If the issue warrants more time it is much more productive to do a

second cycle rather than let the steps last too long. In other words more will be

accomplished with two rapid cycles of 10 minutes than with one cycle of 20

minutes because the second cycle benefits from the whole group sharing at the

end of the first cycle.

Alternatively one 1-2-4-All cycle can be followed by another cycle using a

different Liberating Structure.

Why does 1-2-4-All elevate groups discussions to a higher level?

The first fundamental difference from the usual group discussion is that 1-2-4-

All gives everyone present an equal opportunity to contribute. All the silent

thoughts that otherwise would stay in people’s head can be spoken out loud,

starting with the individual reflection time, a rare opportunity to collect one’s

thoughts without disturbance.

Moving on to a pair formation provides as safe a space as possible for each to

articulate these thoughts for the first time, get feedback and hear one other

person’s point of view. Creating safe spaces for expression (versus asking people

to take the risk of speaking up in front of a whole group that almost always

includes someone’s boss) transforms both the amount and, most important, the

diversity of ideas expressed.

After the second step, ideas, especially those controversial ones, can be more

safely presented as emanating from a group rather than a single individual, thus

liberating many views that otherwise would never come to the surface.

http://www.liberatingstructures.com/ls-menu/�


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As you move from one to two to four people the progressive nature of the conversation provides both time and repetition for greater depth and meaning to develop. Quality improves as ideas get safely bounced around in pairs and foursomes.

The next benefit of the 1-2-4 sequence is that it distributes time and space

regardless of personality. The more timid individuals can express themselves

comfortably at the minimum during the 1-2 steps. The most vocal participants

can only dominate the conversation in their own pair or foursome. This breaks

down the pattern of meeting discussions that are frequently monopolized by two

or three individuals.

Another difference is that 1-2-4-All reduces dysfunctional discussions by

reducing the amount of multitasking. In standard group discussions people are

expected to think and listen or think and talk at the same time while jostling for

space to be heard. Listening is usually the first casualty closely followed by

thinking as people tend to focus on advocating their position.

What happens in typical discussions is that contributions jump from one person

to another. Some participants are very long winded. Some participants don’t say

a word. Information is often missing and has to be assumed because the people

who really know (usually those closest to the challenge) are not in the room.

Talking/presenting widely exceeds the attention span of participants. If

participants sense that the final outcome is preordained, participation fades.

1-2-4-All creates favorable conditions for group intelligence or creativity to

emerge because it allows the creation of lots of small pieces during the first three

steps.

During the last step the whole groups collects the pieces little by little and starts fitting them together like pieces of a puzzle.


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The big difference here is that everybody can see and hear all the pieces contributed by everybody.

What is made possible?

Better ideas and more of them are generated. Solutions, conclusions or decisions

are reached faster than ever before. Open, generative conversations unfold. Ideas

are sifted in rapid fashion. Groups much larger than what is feasible with a

standard format can be engaged in effective discussions. Participation as wide

and diverse as any issue requires becomes possible.

Most important, implementation becomes greatly simplified and accelerated because all share ownership of the ideas and decisions that have been co-developed. No need to explain and convince! No need to twist arms with buy-in strategies!

At the other end of the range even a group of four people will significantly

improve their discussions by using the three steps of 1-2-4. The rhythm and the

depth of their discussions are guaranteed to change. 1-2-4-All can be used

powerfully with groups of four to four hundred.

Overcoming the fear of breaking away from convention

Liberating Structures are usually a striking departure from the habits, traditions

and organizational culture. Therefore, when working with new users, you need

to be mindful of their anxiety. We have been warned that people will become

confused or simply refuse to participate. We have been told that “it” will not

work here, not in “this” culture or with “these” people.


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Clearly, as one should expect, breaking with tradition evokes both excitement

and fear. Some people can’t wait to start using Liberating Structures while some

others worried about acceptance and how their boss, colleagues, student or

clients might judge them if they moved away from conventional methods. The

fears may include:

• Appearing unprepared because the outcome isn’t predictable in detail

• Stepping outside of your area of expertise because LS quickly cut across

boundaries

• Revealing more diversity of perspectives than will be welcome

• Ending with an unproductive outcome

Fortunately the fears dissipate quickly since Liberating Structures invariably

generate more satisfying and energizing interactions than participants would

have expected from their conventional structures. Outcomes are not predictable

in detail but high levels of engagement always materialize regardless of context

or culture. So while it is normal for new users to be anxious they can relax

knowing that they will deliver better than expected results.

Working with a partner

We strongly recommend that, if at all possible, everyone begin with a partner. It

is much easier to decide which Liberating Structure to use via a conversation

with a trusted partner than alone in your head. You will feel much more relaxed

knowing that your partner can jump in to support you. A partner who observes

and helps you debrief after each experience is the quickest way to learn and it’s

much more fun than practicing alone. The observer will inevitably notice


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important details that you will miss. You can invite your observer-partner to pay

special attention to your concerns and fears. This may include how you clarify

purpose, invite participation, react to dynamics among group members, respond

to insights and actions that emerge, and adapt as deviations from your plan

unfold. Choose someone who will not be shy to give you honest and direct

feedback about your performance.

If you are like most people you will begin by using a few favorite Liberating

Structures and expand your repertoire over time. As you gain more experience

the particular strengths of each Liberating Structure will become clear and how

you can combine them in powerful sequences. You will be learning a new

language saying things like “let’s do a TRIZ” and as you become more fluent

your ability to improvise will grow. You will be able to decide in the moment to

use a particular Liberating Structure or to substitute one by another in reaction to

what is happening during your work.

Facilitation tips

To focus on teens in a way that creates action, learning, and momentum, the

following facilitation tips can help. You should be:

• TEEN- & COMMUNITY-FOCUSED: Concentrate on understanding

fundamental needs and finding ways to meet the needs of teens within

their community. Dig deep, don’t worry immediately about what is

affordable or realistic.

• EMPATHIC: Cultivate empathy by walking in the shoes of teens. Avoid

judgments. Ask, “I wonder what she was feeling when that happened?”


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• CURIOUS: Continuously ask innocent questions and stay curious. Ask,

“What just happened? What difference does it make? Why did that

happen? What is possible now? Now what?”

• HUMBLE: Try to let go of preconceived notions about the problems and

what is possible. Help others see what is unfolding in front of them.


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Navigating the Field Guide

Each Liberating Structure (LS) method in the Field Guide is presented in the

same quick-reference format. At the core of each description are five micro-

organizing elements. The details are spelled out in detail via minimum

specifications (Min Specs): the must-dos and must-not-dos for using the

approach for the first time. The Min Specs outline the combination of micro-

organizing structures in play: the structuring invitation, space & materials,

participation, configurations and time allocation.

Additionally, we include short descriptions of what you can accomplish,

primary reasons for use, tips and traps for facilitating, riffs on the basic

approach, a set of application examples in varied settings, and collateral

materials (illustrations and presentation materials).

We recommend reading through the entire description before (and after) your

use of any LS. Reflecting on each use deepens understanding and sparks

creative re-combinations of micro-organizing structures.


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How To Navigate The Field Guide

LS name, tag line and icon

Briefly, what you can accomplish

The essential micro-organizing elements,

the must-do and must-not do rules.

The invitation made & questions asked

How space is used & materials needed

How participation is distributed

How groups are configured

The sequence of steps & time allocation

Primary reasons to use this LS

Facilitation pointers for field use

Twists to make life more interesting

Adaptations for different settings

Workshop presentation materials

illustrations

NINE WHYS Make the purpose of your work together clear

WHAT IS MADE POSSIBLE?

STRUCTURAL ELEMENTS – MIN SPECS

Structuring Invitation • You are invited to…

Space & Materials • Face-to-face, notepads…

Participation • Everyone has an equal…

Configurations • In pairs, then small groups

Time Allocation • [10] Each person in a pair…

WHY? Purposes • Discover what is truly important…

Tips and Traps • Create a safe and welcoming…

Riffs & Variations • Use Chat during a webinar to…

Examples • At the beginning of any coaching

session

Collateral Materials • Presentation slides, photos


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Menu of 33 Liberating Structures

[ www.liberatingstructures.com ]

http://www.liberatingstructures.com/�


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1. 1-2-4-ALL Engage everyone simultaneously in generating questions, ideas, and suggestions

What is made possible? You can generate better ideas and more of them faster

than ever before. Know-how and imagination is distributed widely in places

not known in advance. Open, generative conversation unfolds. Ideas and

solutions are sifted in rapid fashion. Most importantly, the ideas are owned by

participants so follow-up and implementation is simplified. No buy-in

strategies needed! Too simple and elegant to be overlooked.


Structuring Invitation • You are asked a question in response to the presentation of an issue or a

problem to resolve or the presentation of a proposal (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?)

Space & Materials • Unlimited # of groups • No chairs or tables needed, face to face in pairs and foursomes • Notepads to record observations and insights

Participation • Everyone in the group (often not including the facilitator) • Everyone has an equal opportunity to contribute

Configurations • Individually, pairs, foursomes, the whole group in this order

Time Allocation • [1-2] Silent self reflection on a shared challenge, framed as a question (e.g.,

What opportunities do YOU see for making this [insert your goal or purpose] happen?

• [5] Generate ideas in pairs, building on ideas from self reflection • [5] Share ideas from your pair in foursomes (notice similarities and

differences), • [5] Ask, “What is one idea that stood out in your conversation?” Each

group shares one important idea with all (repeat cycle as needed)


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WHY? Purposes

• Engage everybody in searching for answers • Avoid over-helping and the over-control-dependency vicious cycle • Create safe spaces for expression, diminishes power differentials • Express “silent” conversations and expand diversity of inputs • Enrich quality of observations and insights before expression • Build slowly toward a consensus or shared understanding

Tips and Traps • Firmly facilitate quiet self-reflection before paired conversations • Ask everyone to jot down their ideas during the silent reflection • Use bells for announcing transitions. • Use a facilitator and an assistant to help record output if the group is large • Invite each group to share one insight but not to repeat insights already

shared • Separate and protect generation of ideas from the whole group discussion • Defer judgment, make ideas visual, go wild! • When you hit a plateau, jump to another form of expression (e.g., improv,

sketching, stories) • Maintain a one conversation at a time rule in the whole group • Repeat the method if you did not go deep enough!

Riffs & Variations • Graphically record insights as they emerge from groups • Use post-it notes and brainstorming rules in Rounds 2 and 3 • Link ideas that emerge to Graphic Storyboards, 25/10, Improv Prototyping,

Ecocycle

Examples • For after a speech or presentation, when it is important to get rich feedback

(questions, comments, and ideas), instead of asking the audience, “Any questions?”

• For a spontaneously conversation that starts after the topic of a meeting has been announced

• For a group that has been convened to address a problem or an innovation opportunity

• For a discussion that has become dysfunctional or stuck • Use in place of a leader “telling” people what to think & do (often

unintentionally) • For a group that tends to be excessively influenced by its leader


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Attribution • Developed by Keith McCandless and Henri Lipmanowicz.

Collateral Materials


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2. IMPROMPTU NETWORKING Rapidly share challenges and expectations, building new connections

What is made possible? By focusing attention on the problems individuals

want to solve, a deep well of curiosity and talent can quickly be tapped in

large groups. Establishes a productive pattern of engagement if used at the

beginning of a working session. Loose yet powerful connections are formed in

20 minutes by asking engaging questions. Everyone contributes to shaping the

work, noticing patterns together, and discovering local solutions.


Structuring Invitation • You are asked, “What big challenge do you bring to this gathering?; What

do you hope to get from and give this group or community?

Space & Materials • Open space without obstructions • Standing in pairs and milling to find partners

Participation • Everybody at once with the same amount of time (no limit on group size) • Everyone has an equal opportunity to contribute

Configurations • Pairs • Invite people to find strangers or colleagues in separate groups/functions

Time Allocation • 2 minutes per person (4-5 minutes per round) • 3 rounds

WHY? Purposes • Liberates participation immediately for everyone provided the questions

are engaging • Attracts deeper engagement around challenges • Invites stories to deepen as they are repeated • Helps shy people warm up • Affirms YOUR contribution to solutions • Emphasizes the power of loose and new connections • Suggests little things can make a big difference


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Tips and Traps • Use 1 challenge question + 1 give-and-take question • Ask questions that invite participants to shape the direction of their work

together • Use Impromptu Networking before you begin meetings and conferences • Bells (e.g., tingsha) help you shift participants from rounds 1 to 2 to 3 • Questions should be open-ended but not too broad, inviting serious play • Not 1, not 2 but 3 rounds • If you choose to share output, do it carefully and preserve confidentiality

Riffs & Variations • Play with questions: What problem are you trying to solve? What

challenge lingers from our last meeting? What hunch are you trying to confirm?

• Taking a group outside a meeting room increases the fun factor • Link to Smart Network Webbing • Invite participants to make a simple plan to follow-up via 15% Solutions • Make it slower or faster depending on your schedule

Examples • For sparking deeper connections on the first day of class, college

professors have asked their students, “Why did you choose to attend this class? What do you want to learn from and offer to members of this class?”

Attribution • Developed by Keith McCandless and Henri Lipmanowicz. Inspired by

June Holley, network weaver.



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3. NINE WHYS Make the purpose of your work together clear

What is made possible? Individuals and a group can rapidly clarify the

ground truth or essence of why their work is important. It is the most

commonly missing ingredient in gatherings. Without clarity it is very difficult

to move forward together. With a clear purpose, it is possible to spread and

scale innovations with fidelity. An unambiguous shared purpose can unleash

more freedom and more responsibility. Simplicity can be breathtaking!


Structuring Invitation • You are asked: “What do you do when working on ______ (the subject

matter or challenge at hand)? Please make a short list of activities.” Then, “Why is that important to you?” Why, why, why nine times or until you can go no deeper.

Space & Materials • Unlimited # people, face-to-face in pairs and foursomes

Participation • Everyone has an equal opportunity to contribute

Configurations • In pairs, then foursome, then the whole group

Time Allocation • [10] Each person in a pair to be interviewed for 5 minutes. Starting with

“What do you do when working on ____?, the interviewer gently seeks a deeper answer with each query: “Why is that important to you?”[Switch roles after 5 minutes)

• [5] Share the experience & insights with another pair in a foursome • [5] Reflect as a whole group by asking, “How do our purposes influence

the next steps we take?”

WHY? Purposes • Discover what is truly important for the group members • Lay the ground work for the design that will be employed • Stories that come out can ignite organizational change • Provide a basis for evaluation


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• Form the basis for deciding who will be included

Tips and Traps • Create a safe and welcoming space; avoid judgments • Keep going! Dig deep with compassion. Vary how you ask “why?” Ask,

“If last night while you slept your dream came true, what would be different?”

• Why is it important to YOU?, not THE amorphous organization or system • Share the variety of responses and reflect on differences among group

members • If someone gets stuck, ask “Does a story come to mind?” • Maintain confidentiality when very personal stories are shared • Make it a routine practice in your group

Riffs & Variations • In the small groups, ask if “a fundamental justification for committing time

and money to the work” emerged in the conversation. A clear personal purpose plus a community justification can quickly fuel the spread of an initiative.

• In a business context, ask “Why would someone spend their money with you? Why would leaders want you to operate your business in their country?”

• Add 10 how questions after you have clarity around why (it becomes MUCH easier)

• A good purpose is never complete. It is dynamically incomplete by inviting everyone to make contributions and mutually shape the vision anew

• Record answers on post-its, number them and place on a flip chart:. You can arrange the answers in triangle: broad answers on the top and detailed answers on the bottom. Compare and debrief.

• Use the Chat function during a webinar to start formulating a purpose statement: each participant reflects on the 9 Whys questions, sharing their ideas in the chat box

• Links to Purpose-to-Practice, Generative Relationships, Wise Crowds, W³ many others

Examples • For crafting a compelling shared purpose to launch a collaborative

research organization. The Quality Commons, a health service research network composed of representatives from 7 health systems across the US, used Nine Whys as one step in the Purpose-To-Practice LS.

• For the beginning of any coaching session, including Troika or Wise Crowds consulting.

• For clarifying the purpose behind the launch of new product.


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• For anchoring each element of a Design Storyboard. “Why is this activity or element important to you… what does it add to the flow of exchanges among participants?”

• For you as an individual, clarifying personal purpose


Geoff Bellman (author and consultant).



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4. APPRECIATIVE INTERVIEWS (AI) Discover and Build On the Root Causes of Success

What is made possible? From within the organization, momentum and

insight for positive change can surface spontaneously via “hidden” success

stories. Movement is sparked by searching for what works now and

uncovering the root causes that make success possible. Organizations often

under-invest in social supports that generate success while over-emphasizing

financial support, time and technical assistance. Stories from the field offer

social proof of local solutions, pattern recognition, promising prototypes, and

spreading innovations.


Structuring Invitation • You are asked, “Please tell a story about a time when you worked on

challenge with others and you are proud of what you accomplished. What is the story and what made the success possible?

Space & Materials • Unlimited # of groups around café tables • Worksheet to record the stories and assets/conditions

Participation • Interviews conducted in pairs, then re-told by the listener in foursomes • Everyone has an equal opportunity to contribute

Configurations • Pairs, foursomes or eights • Mixed, diverse groups

Time Allocation • [20] Take turns conducting an interview: ask for a success story plus what

made the success possible (10 minutes each) • [15] In groups of 4 or 8, search for patterns in conditions/assets supporting

success • [15] Collect insights and patterns for the whole group to see • [10] Ask, “How is it that we are investing in the assets and conditions that

foster success?” Use 1-2-4-All to discuss the question.

WHY? Purposes • Capture and spread tacit knowledge about successful field experience


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• By expecting positive behaviors, you can bring them forth (Pygmalion effect)

• Spark peer to peer learning, mutual respect, and community building • Gives permission to explore complex or messy challenges • Create a new exciting group narrative (how we are making order out of

chaos!) • Repeating interviews in rapid cycles may point to positively deviant local

innovations Tips and Traps

• Flip malaise and negative themes to “When is it that we have succeeded, even in a modest way?”

• Start with, “Tell me a story about a time when…” • Give an example of a story that helps the audience make a leap of

understanding from a small example of behavior change to a broad change in values or a shift in resource allocation (or both!)

• Invite additional paired interviews before building up to patterns • Notice when you form a judgment (about what is right or wrong) or an

idea about how you can help, then “let it go” • Make the stories and patterns visible to everyone • Learn more from Appreciative Inquiry practitioners @

http://appreciativeinquiry.case.edu/

Riffs & Variations • Graphically record story titles and conditions/assets on a large wall

tapestry • Write up and publicize a few of the most inspiring stories • Track how the stories start to fill in and bring life to the vision

Examples • For bringing customer-focus business initiative to life, “When have you

had a creative and positive interaction with a customer?” • For revising college courses, “When has a course or learning experience

had a profound influence on your life?” • For repairing a relationship between a patient and a doctor, “When have

you been able to accept openly responsibility for making a medical error?” • For building trust and morale in an NGO, “Here in the office, when have

you experienced the esprit de corps of work in the field? What made that possible?”


Appreciative Inquiry and Professor David Cooperrider.


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5. TRIZ Stop counter-productive activities and behaviors to make space for innovation

What is made possible? TRIZ clears space for innovation by inviting creative

destruction, letting go of things we know (but rarely admit) limit our success.

A bit of heretical thinking is encouraged. What must we stop doing to make

progress on our deepest purpose? A seriously fun yet very courageous

conversation unfolds. Creative destruction enables renewal. After gallows

laughter erupts, local action and innovation rushes in to fill the vacuum.

Whoosh.


Structuring Invitation • With a sly smile, you are asked: 1. “What can we do to reliably get the

worst result imaginable? List your top strategies and behaviors. 2. How does this list compare to what we do now? Be brutally honest. 3. What first steps will help us stop what we know creates terrible results?”

Space & Materials • Unlimited # of small groups • Table or a writing pad to make lists

Participation • Everybody at each table individually, then together • Everyone has an equal opportunity to contribute

Configurations • In groups with 2-8 participants7 • Established teams or mixed groups

Time Allocation • 3 segments, 10 minutes for each segment. At the close of each segment,

invite two or three groups to share one of their insights with the whole group.

• [10] 1-2-4-All, What can we do to reliably get the worst result imaginable? • [10] 1-2-4-All, How does this list compare to what we do now? • [10] 1-2-4-All, What first steps will help us stop what we know creates

terrible results?”


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WHY? Purposes • 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 • Consider using TRIZ before or in place of visioning sessions • Build trust by acting to remove barriers

Tips and Traps • Enter into TRIZ with a spirit of serious fun • Don’t accept innovation ideas: be sure suggestions are about stopping

activities or behaviors, not starting new things • Begin with a VERY unwanted result, quickly confirm your suggestion with

the group • Check in with groups that are laughing hard or look confused • Take time with similarities to what you are doing now and how this harms

you • Include the people that will be involved in stopping the activities that

come out • Make real decisions about what will be stopped (number your decisions

1,2,3…)

Riffs & Variations • Go deeper with a second or third round. You can refine your unwanted

result. • Link these results (creative destruction) to a broad review of activities via

the Ecocycle • Share action steps: then go deeper with Troika Consulting or Wise Crowds.

Examples • For reducing harm to patients experiencing safety lapses (e.g. wrong side

surgery, patient falls, medication errors, iatrogenic infections) with cross-functional groups. “How can we reliably operate on the wrong side?”

• For helping institutional leaders notice how it is they inadvertently exclude diverse voices. “How can we devise policies that only work for a select few?”

• For IT professionals, “How can we build an IT system that no one will use?”

Attribution • Developed by Keith McCandless and Henri Lipmanowicz. Inspired from

the eponymous formal engineering methodology.


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6. 15% SOLUTIONS Discover and focus on what each person has the freedom and resources to do now

What is made possible? Everyone can do something small immediately that

may make a BIG difference. There is no reason to wait around, feel powerless,

or fearful. Pick it up a level. Focus on what is within your discretion; NOT

what you cannot change. Solutions to big problems are often distributed

widely in place not known in advance. Local and global change is united!


Structuring Invitation • You are asked, “Where is your 15%?” Where do you have discretion and

freedom to act?”

Space & Materials • Unlimited # people

Participation • Everyone has an equal opportunity to contribute

Configurations • Individually then in pairs or small groups

Time Allocation • [5] each person generates their own list of 15% Solutions • [5] share your ideas with a small group (3-4 members) • [5] group members provide a consultation (asking clarifying questions and

offering advice)

WHY? Purposes • Move away from blockage, negativism, and powerlessness • For people to discover their individual power and their collective power • Reveal bottom-up solutions • Remember unused capacity and resources (15% is always there for the

taking) • Reduce waste • Close the knowing-doing gap • Learn more from Professor Gareth Morgan who has popularized the

concept @ www.imaginiz.com/index.html under the tab Provocative Ideas

http://www.imaginiz.com/index.html�


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Tips and Traps • Check each item to assure that it is within the discretion of the individual • Be ready of BIG things to emerge via the Butterfly effect • Reinventing the wheel is OK • Each 15% Solution will add to your understanding of what is possible • Clear, common purpose and boundaries can generate coherence among

many 15% Solutions • Make it routine in meetings (15% Solutions are commonly unnoticed &

overlooked)

Riffs & Variations • Natural fit with Troika Consulting, Wise Crowds, Open Space, Helping

Heuristics, and Integrated-Autonomy • Returning to a group, you can ask: “What have you done with your 15%

lately?”

Examples • For any work planning activity in which you want individuals to take

initiative • For inclusion in the conveners report in Open Space sessions • For generating small “chunks” of success that can be combined into a low-

fidelity prototype


and adapted from Professor Gareth Morgan.



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7. TROIKA CONSULTING Get practical and imaginative help from colleagues immediately

What is made possible? You can unleash local wisdom with give-and-take

reciprocal action. Individuals ask for help and get help immediately from two

others. Peer to peer coaching helps with discovering everyday solutions,

revealing patterns, and refining prototypes. This is simple and effective way

to extend coaching support for individuals beyond formal reporting

relationships.


Structuring Invitation • You are asked, “What is your challenge? What kind of help do you need?”

Space & Materials • In chairs, knee-to-knee is preferred

Participation • People with diverse backgrounds and perspectives are most helpful • Everyone has an equal opportunity to contribute

Configurations • Groups of three

Time Allocation • [1] Reflection on consulting question you plan to ask (when you are the

client) • [1-2] One client shares their question • [1-2] Consultants ask the client clarifying questions • [4-5] Together, the consultants generate ideas, suggestions, coaching

advice • [1-2] Client shares what was most valuable about the experience • Switch to next person and repeat

WHY? Purposes • Refine skills in asking for help • Learn to formulate problems and challenges clearly • Refine consulting and listening skills • Generate wisdom that helps you work across disciplines and functional

silos • Actively build trust through mutual support


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• Create conditions for unimagined solutions to emerge

Tips and Traps • Invite mixing of roles within each Troika • Critique yourself when you fall into traps (e.g., like jumping to

conclusions) • Try to notice the pattern of support offered. The autopilot is to lovingly

provoke by telling the client “what you see that they do not see”) • Take risks while maintaining empathy • If the first round is weak, try again • Keep the spaces safe: if you share anything do it judiciously • Questions that spark self-understanding or self-correction may be more

powerful than advice about what to do • Try to stay focused on self-reflection by asking, “What is happening here?

How are you experiencing what is happening?” • Make it routine in your meetings

Riffs & Variations • Meld with 15% Solutions: each client shares their 15% Solutions, asking for

coaching • Invite the client face away from their consultants once the question has

been shared and clarified (this deepens curiosity, listening, empathy and risk-taking for all)

• Generate only questions to clarify the challenge: no advice giving (aka Q-Storming)

• Link to Helping Heuristics, Heard Seen Respected, 9-Whys

Examples • For the beginning and end of staff meetings • After a presentation, for giving participants time to formulate and sift next

steps • In the midst of conferences and large group meetings

Attribution • Developed by Keith McCandless and Henri Lipmanowicz.



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8. WHAT, SO WHAT, NOW WHAT? W³ Together, look back on progress to date and decide what adjustments are needed

What is made possible? You can reflect on a shared experience in a way that

builds understanding and spurs coordinated action while avoiding

unproductive conflict. It is possible for every voice to be heard while

simultaneously sifting for insights and shaping new direction. Progressing in

stages from exploring What Happened to So What and finally to Now What

makes this practical. Voila!


Structuring Invitation • After a shared experience, you are asked progressively, “WHAT? What

happened? What did you notice, what facts or observations stood out?” Then, “SO WHAT? Why is that important? Is there a pattern or conclusion emerging?” Then, “NOW WHAT? What actions make sense?”

Space & Materials • Unlimited # of small groups at tables • Flip chart or a writing pad to make lists

Participation • Everybody at each table individually, then together • Everyone has an equal opportunity to contribute • Facilitator checks with tables to illuminate appropriate answers (some

groups get confused about what fits in each category) + sharing with the whole group (if needed)

Configurations • Groups smaller than 7 • Established teams or mixed groups

Time Allocation • 3 segments, 1-10 minutes for each round • 2-10 minutes to collect insights and actions

WHY? Purposes

• Build shared understanding of how people develop different perspectives & ideas

• No feedback, no learning • Avoid arguments based on lack of clarity


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• Illuminates the tendency to jump prematurely to action, leaving people behind

• Get all the data and observations out on the table first thing • Honor the history and the novelty of what is unfolding • Build trust and reduce fear by learning at each step • Make sense of complex challenges in a way that unleashes action • Questions are more powerful than answers because they invite active

exploration Tips and Traps

• Practice, practice, practice… then it will feel like breathing • Intervene quickly and clearly when someone jumps up the ladder • Appreciate candid feedback • Build in time for the debrief, don’t trivialize it • Make it the norm

Riffs & Variations • Add “What if…?” between So What? and Now What? to develop research

ideas • Invite a small group of volunteers to debrief in front of the whole room.

People with strong reactions and diverse roles should be invited to join in.

Examples • For drawing out the history and meaning of the events prior to your

gathering—start a meeting with W³ • For debriefing any meeting topic that generates sharp emotional responses • For groups with people that have strong opinions or individuals that

dominate the conversation • For groups with people have difficulty listening to others with different

backgrounds • For use in place of a leader “telling” people what to think or what

conclusions to draw or what actions to take (often unintentionally)


the Ladder of Inference initially developed by Professor Chris Argyris.


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9. DESIGN STORYBOARDS Define step-by-step elements for bringing projects to productive endpoints

What is made possible? The most common causes of dysfunctional meetings can

be eliminated: unclear purpose or lack of a common one, time wasters, restrictive

participation, absent voices, groupthink and frustrated participants. Designing a

storyboard draws out a clear purpose and matches it with congruent

microstructures. It reveals who needs to be included for successful

implementation. Storyboards invite participants to carefully define all the micro-

organizing elements needed to achieve their purpose: a structuring invitation,

space, materials, participation, configurations, facilitation and time allocations.

Storyboards prevent meetings without an explicit design. Good designs yield

better than expected results by uncovering tacit and latent sources of innovation.


Structuring Invitation • You are invited to create a detailed plan, including visual cues, for how

participants will interact to achieve their purpose

Space & Materials • An open wall with tapestry paper or flip chart pages • 2” by 4” post-its or LS Playing Cards

Participation • Everyone involved in the design and planning of the meeting

Configurations • 1-2-All or 1-All in rapid cycles for each step below

Time Allocation • [2-5] Clarify the purpose of your work together (use 9 Whys if needed) • [5-10] Describe the standard approach or microstructure you normally use

(including who is normally present) and assess how it succeeds and fails in achieving the stated purpose

• [2-5] Reexamine and strengthen the purpose statement if needed • [2-5] Reexamine and decide who needs to participate/be involved • [5-10] Brainstorm alternative microstructures (both conventional and

Liberating Structures) that could achieve the purpose. Determine whether the


35

purpose can be achieved in one step. If not, what must be the purpose of the first step? Continue with first step only.

• [2-10] Determine which microstructures are best suited to achieving the purpose; choose one plus a back up.

• [2-10] Decide who will be invited and who will facilitate the meeting • [2-5] Determine the questions and process you will use to evaluate your

design (e.g. Did the design achieve desired outcomes? Did the group work together in a productive way? Does something new seem possible now? Use What, So What, Now What?)

• [5-10] If multiple steps are needed, decide about design team and arrange a meeting to work on a comprehensive Design Storyboard (See LS 21A below)

WHY? Purposes • Evoke a purpose that is clear for all • Make the work in meetings productive and enjoyable for all • Give everyone a chance to make contributions • Foster synergy among participants • Help everyone find their role by making the design process visible • Reveal the weaknesses of the current practice and step up from it • Tap all the sources of knowledge for innovation (explicit, tacit,

latent/emergent) Tips and Traps • Encourage and seriously play with fast iterations, repeat and deepen your design • At a minimum, work in pairs (a second set of eyes and ears really helps) or small

groups • Use icons and sketches to quickly develop shared understanding and actionable

ideas • Always include a design debrief (What, So What, Now What?). Riffs & Variations • Use the same approach to map ethnographic observations of a current practice • Use a pie chart to illuminate the goals and flow of your design Examples • Meetings of all stripes, conferences, project reviews • Classroom sessions • One on one meetings

Attribution • Developed by Keith McCandless and Henri Lipmanowicz


36



37

10. 25/10 CROWD SOURCING Rapidly generate and sift a group’s most powerful actionable ideas

What is made possible? A large crowd can generate and sort their bold ideas

for action in 20 minutes or less! 25/10 helps spread innovations “out and up”

while everyone notices the patterns in what emerges. It is serious and

seriously fun. Participants write their idea for action on 3 by 5 cards. The cards

are scored by members of the crowd in 5 quick rounds of milling, then shared

in priority order. Now, you have a top ten set of bold ideas: hold onto your

hats!


Structuring Invitation • You are asked, “If you were 10 times bolder, what big idea would you

recommend? What first step would you take to get started?”

Space & Materials • Open space without chairs or tables • Standing + milling • Recipe, file, or index cards one for each

Participation • Everybody at once and at the same time • Everyone has an equal opportunity to contribute

Configurations • Pairs exchange thoughts, then individuals score the card in hand

Time Allocation • [5] Invite each participant to complete an index card with an idea and first

step • [2] For each exchange-and-scoring round • [15] Five rounds with time for milling (and laughing) in between scoring • [5] Conduct the countdown, ask “Who has a 25?… 24?… 23?…”. Invite each

card holder to read out the idea and action step. Continue with the countdown until you have the top ten.

• [2] Ask, “What did you notice about 25/10?”

WHY? Purposes • Emphasize the community’s ability to quickly tap their own sources of

wisdom


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• The results are more likely to endure because the results were generated from within the community (without imported advice)

• Spark synergy among diverse views while building coherence • Encourage novice innovators toward boldness AND practical first steps • Good ideas bubble up

Tips and Traps • Invite one big idea and the first action step to be written clearly and

compellingly • Suggest a seriously fun but clear rating scale, 1 not your cup of tea to 5 sends

me over the moon (the crowd needs to understand & agree with the rating if used for decisions)

• As you start, demonstrate one exchange-and-scoring interaction on an index card to clarify what is expected during the milling—no reading, only passing cards. It can be confusing for some people.

• Some of the scoring may be erratic. If there are more or less than five scores on the back of the card, ask the participant to create an estimate “average” of 5 scores.

• Post all the cards on a wall or on tapestry paper, top scoring cards on the top

Riffs & Variations • Move to action planning or Open Space with your Top 10 • Do a second 25/10 that includes others from outside your group (aka Cloud

Sourcing!) • Include 25/10 Crowd Sourcing at the beginning and end of a meeting • Link your Top 10 to the Agree-Certainty Matrix • Ask, “If you could un-make one decision that is holding us back, what

would it be? What is your first step to un-make it?” • Ask, “What courageous conversation are we not having? What first step

could spark our courage?” • Ask, “What do you hope can happen for us in the future? What practical

first step can you take now to tip the balance in this direction?”

Examples • For prioritizing ideas and galvanizing the community after an Open Space

Technology meeting • For illuminating bold ideas at the start of a conference or task force meeting • For a closing circle to share ideas and reinforce bonds among group

members.

Attribution • Developed by Keith McCandless and Henri Lipmanowicz and inspired

by improvisationalists including Keith Johnstone.


39



40

11. OPEN SPACE TECHNOLOGY Liberating Inherent Creativity, Action and Leadership In Large Groups

What is made possible? Without an agenda controlled by a few, a large group of

people can take responsibility for what they care about most and move into

distributed action very quickly. Letting go of control (i.e., the agenda) and putting it

in the hands of participants generates more action, innovation and follow-through.

When confronted with a common challenge, Open Space releases the inherent

creativity and leadership in people as well as their capacity to self-organize.


Structuring Invitation • You are invited to propose topics you are passionate about, convene a group of

people that want to explore the same topic, and take action • In pursuing your purpose, you are invited to “use your two feet to go to where

you are learning or contributing”

Space & Materials • 10-2,000 people in a large room or open space (microphones needed for > 40) • Long wall or backboard to post the agenda (as it is formed by participants)

Participation • Everyone that cares about the challenge at hand who accepts the organizers’

invitation • Everyone has an equal opportunity to contribute

Configurations • Together in one large circle (or concentric circles) • In topic groups among people with shared interests (variable size)

Time Allocation Short Form

90 minutes Long Form

3 days

Introduction by leader & facilitator 5 minutes 30-45 minutes

Marketplace opens (participants propose issues + a time and place to meet)

15 minutes 20-30 minutes

Conveners facilitate sessions, developing recommendations and action plans

30-60 minute sessions

60-90 minute sessions


41

Debrief, proceedings distributed, & closing

10 minutes 60 minutes

WHY? Purposes • Builds energy, commitment and shared leadership • Participants accept responsibility for what does or doesn't happen • Action plans and recommendations emerge from conversations • All of the issues that are MOST important to the participants will be raised • All of the issues raised will be addressed by those participants most qualified

and capable of getting something done on each of them

Tips and Traps • To get started, we recommend reading OST: A Users Guide by the founder of

Open Space, Harrison Owen. All the elements to try OST for the first time are included.

• A compelling challenge and attractive invitation are key requirements • Document the entire proceedings in a single document, completed at the meeting • Entertainingly, the facilitator should introduce the Law of Two Feet, Four

Principles, and the mechanics of Open Space • As the facilitator, notice when you form a judgment (about what is right or

wrong) or an idea about how you can help, then “let it go” Riffs & Variations

• Re-open the Marketplace a second time (bigger collaborations may emerge) • Use TRIZ before you start OST and 25/10 Crowdsourcing after closing • Other forms of Open Space are called Unconferences and BarCamps

Examples • For brining together all the employees in a newly merged company to shape next

steps and take action • To share IT innovation prototypes and unleash collaborative action among

widely distributed grantees

Attribution • Harrison Owen is the originator of the Open Space Technology approach. The

short form presented above is an adaptation by Keith McCandless and Henri Lipmanowicz of the method described in OST: A Users Guide.


42


Notes


43

Room and Audiovisual Specifications / Recommendations

Small details about your meeting room and AV equipment can make a big difference.

Room layout and equipment amplify or dampen self-discovery and action among group

members. We use the following layout specifications frequently.

• One large room or space with comfortable chairs, 1 for each participant, # total

(avoid rooms with pillars or posts that obscure views among participants) • The room should be twice as large as needed for seating (Impromptu

Networking is more effective with open space to move) • Name tags for each participant (FIRST NAME or what they like to “go by” in a

36 font size or higher). • 7-9 Cocktail or cafe tables (24” inches or shorter), one for every 4 participants or

none (large tables hinder communication & movement) • 2 Flip Charts (3M post-it adhesive on the back if possible) and multi-colored

markers • A selection of colorful large 3”X5” and 2”X2” post-it notes – four colors, 200 each • 1 Computer Display Projection Devices • 1 Projection Screen (as large as the room can accommodate) • 2 lavaliere and 2 wireless handheld microphones if the group is > 40 • Agenda for each participant • Small journals or pad of paper for each participant (to keep notes) • BIG paper (1 rolls of 25 yards) and 1 roll of drafting tape from www.grove.com or

equivalent . Size dimensions (1.23 Meters X 22.86 Meters ) or “HP (Hewlet Packard) Universal Bond Paper” 914 mm x 45,7 mts 21 Lib Ref. Q1397A”

• One copy per person of a blank Graphic Gameplan and Design Storyboard • Speakers to amplify sound from a computer

_____ will bring his computer to serve as the primary source for projection. Additionally, _____ will bring a digital camera and art supplies for graphic recording.

We specify café tables to move quickly from 1-2-4-All interactions and to easily

reconfigure the space as the need arises. In meeting with over 100 participants,

participants notice immediately they are invited to contribute.

http://www.grove.com/�


44

We recommend using wall space to illustrate the big ideas and patterns emerging from

the groups, making everything visible to the whole room. We use large colorful wall

charts and post-its with bold Sharpies lettering so everyone can see all the contributions.

We use open space, inviting people to move and mix with others. A circle makes it

possible for everyone to see each other.

A computer projector is used to remind participants of the instructions for each

Liberating Structure method in play and to keep time with a large countdown clock.

Tingsha bells (or something similar that can cut through the buzz of many

conversations) are critical for keeping fast creative cycles in play.

Working with LS draws on all your creative gifts. Fluidity, speed, and simultaneous

capture are very important. Here are some supplies and devices we have close at hand

when using LS: white artists’ tape, bells, markers, pastels, paper cutter, and a discreet

pocket video camera for impromptu recording.

To quietly capture the essence of local interaction, we use a small camera that can take

good pictures in low indoor light without a flash.

We have a strong preference for rooms with natural light. We play music between

activities. We work hard to “bring sunshine” into meetings. It sparks and sustains

inventiveness.

[option to add diagram here]


45

Use Rights and Creative Commons License

Liberating Structures are based on work by Keith McCandless and Henri Lipmanowicz @

www.liberatingstructures.com and is licensed under a

Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License.

Henri and Keith encourage you to copy, distribute and adapt this work with the

attribution the authors or developers included in each description. We want to

honor early pioneers and encourage everyone to use Liberating Structures.

You must use the materials for educational purposes only and not republish the

work for any commercial purposes. If you alter, transform, or build upon this

work, you may distribute the resulting work only under the same or similar

license to this one.

When you adapt or add material, we would like to learn from what you do.

Please share your creative work so the entire community of Liberating Structures

users can improve their practice. The Liberating Structures web site is

http://www.liberatingstructures.com and Keith’s e-mail address is

[email protected].


http://creativecommons.org/licenses/by-nc-sa/3.0/�



46

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