An interesting set of presentations down here in Tampa, Florida over the weekend. More reflections over the next week, but one of the things that came up in questions reminded me of the transformatory nature of complexity thinking. Someone asked me how you created the trusted environment prior to engagement. My response (including some follow ups) was two fold:
Now this is not conventional wisdom in idealised forms of facilitation. However it uses complexity principles: increasing interaction to break down existing assumptions, preventing premature convergence, increasing the diversity of agents. I could go on but then this would become a 101 complexity course.
The trust question is a classic confusion of symptoms with cause, just as creativity is a symptom of innovation not its cause, so trust is the symptom of interaction over time. If that interaction is not testing, then the trust is fragile. If the trust is simply the result of few contextual exercises (throwing yourself backwards off a brick wall is the classic) then it is temporary. Focus on the process, rather than trying to preset emergent outcomes and you get a more sustainable solution,
I would rather win 3-0 playing really ugly rugby than lose 48-46 playing fantastic rugby,” ...