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Here’s one from facilitation to get us started, about my failure to practice the principle of letting the group do the work. I was working with a large and diverse group that was trying to determine the content of a new approach to operating. Instead of letting them get on with it, I facilitated a process with them where I became attached to the content, which meant I started manipulating how the group worked with that content. I soon noticed some participants disengaging from the process to varying degrees – some completely (by leaving) and others by being present physically, but not in any other way. The whole process, including content, had become mine, not theirs. So I put the pens down and stepped away, saying something like, “over to you now”. And I left the room. When I returned they had worked out what needed to be done without me and were getting on with it. A lesson for me to continue the practice of getting the group to do the work.

How about you? What have been your lessons from failure?

Viv McWaters

Chris Corrigan opened space this afternoon and about 40 topics went up on the wall to be discussed today and tomorrow. I can sense more topics brewing.

While many people have experienced Open Space as a process before, for many people it’s their first open space gathering. Open space taps into people’s passion around the topic and enables them to set the agenda (rather than a designated group pre-determining what everyone wants to talk about/listen to). Open space is an example of complexity in action.

Every now and again it’s good to be reminded about what makes open space work. Many of us try and intellectualise too much, and make it more complicated than it needs to be. Harrison Owen reminds us about the four principles and one law of open space, and what these mean in terms of the practice of open space in our lives and organisations.

The Principles:
Whoever comes are the right people
Whatever happens is the only thing that could have
Be prepared to be surprised!
Whenever it starts is the right time
When it’s over, it’s over.

The Law of Two Feet
If, at any time, you find yourself in a place where you are not contributing or not learning, then use your two feet and go somewhere else.

In response to a comment on the Open Space List regarding internalising these principles and law, Harrison Owen, wrote the following. I think there’s great wisdom in this.

I suspect that it is more a matter of remembering what we already know and for one reason or another have chosen to repress. All of this goes with the idea that Open Space is truly not something new and radically different. In fact it is a forceful confrontation with a pre-existing condition. We are already in Open Space by virtue of the fact that we have forever been in a self organizing world (the usual 13.7 billion years stuff).

The Law and the Principles are descriptive of normative behavior in a self organizing world, and therefore Open Space, I think. In short, we do all of the above all the time — unfortunately we usually feel guilty about it, and because of this, we tend to do it/them badly, or at least awkwardly and grudgingly. Thus with the Law: when faced with a nonproductive situation (no learning, no contribution) we always leave (hearts and mind out the window) — but the body remains feeling miserable, and making others miserable as well. Once we get the picture, things work better, and we feel a lot better. But it is not about doing something new, or internalizing some new truth — but rather remembering what we already knew and doing what we should/could have been doing in the first place.

Why bother with all this? Well if nothing else, I think it makes our job as consultants and facilitators a lot easier. First of all we are not inviting our clients to engage in risky behavior. Quite the opposite, we are opening a space in which they can really be themselves. And the real risk is to continue with the non-productive, guilt inducing, dependant behavior. The old Marxist Battle Cry might have some application here (with modification): People of the World Unite — You have nothing to lose but your chains.” In a word — Be yourself!

Hear, hear!

Viv McWaters

The key takeaway for me was the disconnect between ‘experience’ and ‘memory’. This got me thinking about all sorts of contexts, from own happiness to the implications for evaluating behaviour change. At the TED website they describe his presentation as …

“Using examples from vacations to colonoscopies, Nobel laureate and founder of behavioral economics Daniel Kahneman reveals how our “experiencing selves” and our “remembering selves” perceive happiness differently. This new insight has profound implications for economics, public policy — and our own self-awareness.“

After I watched the presentation, I sat down to write this blog post and struggled to document what I was thinking. This post was destined to live a long life in the ‘draft’ folder … then I emailed the link to Irene Guijt (Evaluation Revisited Conference) … who passed it onto Dave Snowden (Cognitive Edge) … and then Dave wrote this post – Between Memory & Experience. Dave writes …

“Seeing the future as anticipated memories is an interesting side idea from the talk. Now there is nothing new here (although its well presented) but its an important reminder in relationship to issues of narrative research.”

Here’s the video – see what connections you can make between the findings and the real world.

I recently watched this TED Talk by Daniel Kahneman – he won the Nobel Prize in Economics for his pioneering work in behavioral economics.

The key takeaway for me was the disconnect between ‘experience’ and ‘memory’. This got me thinking about all sorts of contexts, from own happiness to the implications for evaluating behaviour change. At the TED website they describe his presentation as …

“Using examples from vacations to colonoscopies, Nobel laureate and founder of behavioral economics Daniel Kahneman reveals how our “experiencing selves” and our “remembering selves” perceive happiness differently. This new insight has profound implications for economics, public policy — and our own self-awareness.“

After I watched the presentation, I sat down to write this blog post and struggled to document what I was thinking. This post was destined to live a long life in the ‘draft’ folder … then I emailed the link to Irene Guijt (Evaluation Revisited Conference) … who passed it onto Dave Snowden (Cognitive Edge) … and then Dave wrote this post – Between Memory & Experience. Dave writes …

“Seeing the future as anticipated memories is an interesting side idea from the talk. Now there is nothing new here (although its well presented) but its an important reminder in relationship to issues of narrative research.”

Here’s the video – see what connections you can make between the findings and the real world.

I recently watched this TED Talk by Daniel Kahneman – he won the Nobel Prize in Economics for his pioneering work in behavioral economics.

The key takeaway for me was the disconnect between ‘experience’ and ‘memory’. This got me thinking about all sorts of contexts, from own happiness to the implications for evaluating behaviour change. At the TED website they describe his presentation as …

“Using examples from vacations to colonoscopies, Nobel laureate and founder of behavioral economics Daniel Kahneman reveals how our “experiencing selves” and our “remembering selves” perceive happiness differently. This new insight has profound implications for economics, public policy — and our own self-awareness.“

After I watched the presentation, I sat down to write this blog post and struggled to document what I was thinking. This post was destined to live a long life in the ‘draft’ folder … then I emailed the link to Irene Guijt (Evaluation Revisited Conference) … who passed it onto Dave Snowden (Cognitive Edge) … and then Dave wrote this post – Between Memory & Experience. Dave writes …

“Seeing the future as anticipated memories is an interesting side idea from the talk. Now there is nothing new here (although its well presented) but its an important reminder in relationship to issues of narrative research.”

Here’s the video – see what connections you can make between the findings and the real world.

Mark recently posted a blog about how important it is to understand social networks.

Mark notes: Social networks are not channels for advertisers or for the adverts/memes you, your clients or any of your so-called “influentials” create, social networks are for all of the people who participate in the network.

So if word of mouth is an element of your behaviour change program (as it should be), how can you track its spread, and find out whom the key people are in networks? Well, social network analysis is one way! So what is a social network analysis?

Andrew Rixon, from Babelfish Group, notes in an e-booklet on enhancing collaboration that Social Network Analysis is the technique of analysing roles and social networks…. The outcomes of social network analysis provides surprising and insightful results allowing structure(s) to become visible and discussable.

Making such networks visible should surely be one of the goals of  evaluation. In this way, for those who have read Gladwell’s Tipping Point, you can find out who the mavens, connectors and salesmen are.

Interested in finding out more on Social Network Analysis?

Andrew Rixon will be holding a post-conference workshop on this very topic, so check out the program of post conference workshops and register online.

The dinner itself is designed to enable continuing conversations and building of relationships. That’s because one of the key principles underpinning Show Me The Change is “conversations first, relationships, then transactions”. Why? Simply because transactions without a foundation of relationship are doomed to failure at worst, compliance at best.

The circus has transformed itself, from the use (and abuse) of animals to modern theatre, that still applies the ancient improvisation of clowning and physical theatre. It’s this transformation that is of interest to us as evaluators of behaviour change in complexity, and the concept of liminal space, that is so well articulated in the trapeze.

I wrote about liminal space here. Here’s a part of that post.

When you’re asking me to change a particular behaviour (even if it’s for my own good, or for the well-being of others, or even the planet) you’re asking me to let go of something familiar and take up something unfamilar. That space between letting go and grabbing on to something new is called liminal space. You’re asking me to enter a space of unknowing, of uncertaintly and of change. Is it any wonder I’m reluctant?

I’m more likely to enter liminal space if I think it’s OK, if I feel safe, and have some idea of what I’ll be grabbing onto. Think of it this way. If you were a trapeze artist, would you let go of the bar if there was no safety net and no-one on the other trapeze to catch you? Or if the trapeze is a bit of a stretch for you, think of monkey bars at the playground. Spend some time watching kids playing on them. There you can see liminal space in action. It’s not possible to make any progress on monkey bars unless you let go of one bar before grabbing hold of the next one. In fact, that’s probably an even better analogy for behavior change, because on the monkey bars, you usually hedge your bets – holding on to the previous bar with one hand while grabbing the next one with the other. Sooner or later though you STILL have to LET GO to progress.

So in our behaviour change programs, what are we asking people to let go of and how are we supporting them in liminal space?

So I’m looking forward to some great conversations and some great entertainment at the circus on Tuesday May 6. How about you? Click here to book for this great dinner.

Viv McWaters

Development is a complex, adaptive process but—with exceptions—development work has not been conducted as such… development assistance often follows a linear approach to achieving outputs and outcomes……Any planning process is based on assumptions—some will be predictable, others wishful. If the assumptions are based on invalid theories of change (including cause-and-effect relationships) and on inappropriate tools, methods, and approaches derived from those, development agencies jeopardize the impacts they seek to realize.

In terms of evaluation, the risk is not solely that we jeopardise the impacts, but that we choose evaluation methods that will seek out what we want to show, whether this has actually occurred or not. If we are intent on showing a particular change, it is quite easy to (inadvertently or not) seek out what we (want to) believe actually happened, and by doing this we reinforce the perpetuation of behaviour change interventions that may not be all that successful. And in doing this we reinforce the status quo, rather than move towards better practices that account for complexity.

Here’s a nice quote from Aaron Levenstein to keep in mind:
Statistics are like bikinis. What they reveal is suggestive, but what they conceal is vital.