order

chaos

shadow

Edge of chaos

Reason & Goodwin (1999)

• “Is it possible to develop an understanding of how to help a group to move to, and hold, the point of [edge of] chaos?”

• “Towards a Science of Qualities in Organisation: Lessons in complexity theory and post-modern biology” Concepts & Transformations 8:3

Complexity assumptions

• Not in control• Edge of chaos• Organic metaphors• Emergence• Small interventions may have large effects• Systems thinking• Everything is connected• Micro-relational processes (conversation)

• We need fewer descriptions of tasks and instead learn how to facilitate process. We need to become savvy about how to foster relationships, how to nurture growth and development.

• All of us need to become better at listening, conversing, respecting one another’s uniqueness, because these are essential for strong relationships.

• Wheatley p 39

Facilitation is not about methods, tools or techniques

• “The wise leader’s ability does not rest on techniques or gimmicks or set exercises. The method of awareness-of-process applies to all people and all situations. The leader’s personal state of consciousness creates a climate of openness. Centre and ground give the leader stability, flexibility and endurance. Because the leader sees clearly, the leader can shed light on others.”

(Heider p. 53)

Facilitation and development:

• The question of how we, as development practitioners, can facilitate the development process with others if we do not understand how we ourselves have developed and are developing is crucial….

• Personal development requires a disciplined process of self-reflection and contemplation about the values and purposes of our lives, and the desire and willingness to change ourselves.– (O’Leary & Nee p. vii)

• To empower people is to help them to believe in themselves, and from this base to explore their potential. Once this process starts, it is difficult to return to a position where control can be exercised by the facilitator.

• In truth, facilitation is not relinquishing control to the group, because the facilitator never had control in the first place, but rather the recognition and acceptance that the group are in control from the very beginning. (Bentley p. 31)

• Training courses have focussed on the transmission of information, particularly technical content, and have not challenged the development practitioner to discern their own values and clarify how they fit in relation to development values….

• The common reality in NGO’s is hierarchical, autocratic environments with much of the decision-making power resting with the director;

• The power imbalance in the donor-partner relationships is an immediate and direct consequence of the donor having the funds and the right to decide …(O’Leary & Nee p. vii)