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- María Jesús Kunstmann
- Rosario Mora
- Gabriela Lagos
- Sofía Morales
- Antonia Lara
- Consuelo Salazar

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Integrantes:
Rodolfo Arriagada
Nicolás Jofré
Joaquín Figueroa
Benjamín Torres

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Orientaciones para la organización de trabajos al interior del equipo

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Orientaciones para la organización de trabajos al interior del equipo

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Orientaciones trabajo en equipos UAI Facilitación 

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Caso: Encuentro Nacional Mingamar - Organizaciones Socioambientales marino-costeras 2022

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Caso: Encuentro Nacional Mingamar - Organizaciones Socioambientales marino-costeras 2022

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En este video podrás observar una experiencia real de aplicación de metodologías de facilitación a un propósito y grupos reales en Chile.

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Encuentro Nacional Mingamar, Quintero 2022

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https://docs.google.com/document/d/1BRtYXfzr7l5fHpuWURIqa4gDfHovYUXpm3I3C1Xa6ns/edit

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Orientaciones Check-in / Check-out  UAI Facilitación 

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Fernanda Blanco, Monserrat Aros, Javiera Zavala, Camila Colzani, Jorge Escobar y Carlos Veas

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Felipe, Cata, Nico, Coni, Vale y Berni

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Michele Brand - Tomás Vargas  - Rosario Caro - Trinidad Velasco - Tomás Collado - Catalina Bravo

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Diálogo temprano en Energía Solar

Diálogo temprano sobre proyecto de Compostaje Agroindustrial

Acuerdos locales para la Prevención de incendios

Diálogos para un Chile Sostenible

Red de Innovadores Públicos

Innovación para el Bienestar Animal

Encuentro de Dirigentes sociales

Acuerdos para la Gestión de Cuencas

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El pasado viernes 20 de enero, se reunieron en el Centro de Eventos Los Almendros de Huechuraba tanto los miembros del Directorio de la Fundación Cristo Vive - Formación Laboral como los de su equipo ejecutivo para realizar su proceso de planificación estratégica. Durante la jornada, completaron un análisis de las tendencias y proyecciones del [...]

La #ComunidadMingamar 🌊se reunió de manera presencial para re-conectar, y en conjunto re-conocer la nueva realidad país luego de la pandemia y el proceso constituyente. 🚣‍♀️ El llamado fue: ¿Desde dónde abordamos los desafíos socioambientales del Chile de hoy? Fue un día intenso de reflexión, con foco en la búsqueda de acuerdos para avanzar colaborativamente con una [...]

El pasado primero de diciembre, Pablo Villoch, socio de Glocalminds, fue invitado a impartir una charla en la Feria del Modelo Pionero en el Instituto San Miguel de Colina, sobre experiencias nacionales e internacionales formación de agentes de cambio, aplicando tecnologías sociales para el despliegue inteligencia colectiva. En el taller participaron docentes y directivos de [...]

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El pasado viernes 20 de enero, se reunieron en el Centro de Eventos Los Almendros de Huechuraba tanto los miembros del Directorio de la Fundación Cristo Vive - Formación Laboral como los de su equipo ejecutivo para realizar su proceso de planificación estratégica. Durante la jornada, completaron un análisis de las tendencias y proyecciones del [...]

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Pauta de Cotejo para la observación y evaluación de sesiones 

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Pauta de Cotejo para la observación y evaluación de sesiones 

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Material generado en el marco de Laboratorio de Gobierno/Innovación Pública

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Material generado en el marco de Laboratorio de Gobierno/Innovación Pública

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IAF: Asociación Internacional de Facilitación

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IAF: Asociación Internacional de Facilitación

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Welcome! The International Association of Facilitators is a worldwide community of facilitators promoting excellence in the use of professional group process facilitation to create engagement and impact. We enable our members to thrive by growing their skills, their network and their career. Subscribe to our newsletter Join us!

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I created this page to support John Tomlinson's interview with me about active reviewing tools. The interview is available as a podcast which you can listen to or download here at trainer-tools.com

Before or after listening to the podcast you will find below 3 further ways of learning about the Active Reviewing Cycle (pdf and ppt) as well as descriptions of the four methods which we talk about in the interview.

Trainers and educators around the world have been surprised to discover that it is possible to complete the learning cycle with active participation all the way round the cycle. What you find below is just an introduction to the world of active reviewing. If you have an appetite for more you will want to do one or all of the following:

The Active Reviewing Cycle

The Art of Reviewing - 5 page article pdf

Reviewing with Playing Cards - 2 page summary pdf

Reviewing with Playing Cards - slide presentation ppt

Playing the Joker

The Joker is the wild card that you can play at any time.

The Joker does not take any model too seriously.

The Joker gives the system a human face.

The Joker keeps you alert to contradictions.

The Joker challenges procedures.

The Joker is sharp, quick and perceptive.

The Joker brings fresh perspectives.

The Joker is alive and dynamic.

Above all, the joker lets you trust your judgement

and play your own game.

Every game needs a joker.

Every model has exceptions.

To ensure that you do not miss future articles you can you can learn more about Active Reviewing Tips and how to subscribe at: http://reviewing.co.uk/_ezines.htm

You may also want to remember to:

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These examples of active debriefing/reviewing methods introduce the reviewing cycle and show how reflection can be active at all stages of the cycle.

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Curso Online: El Arte de la Cosecha Estratégica - PATALETA

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What are Check-ins?

It's a central challenge of leadership: You have a goal, you've gathered a group of people to help realize that goal, and you are striving to create conditions that enable them to do so to the best of their ability.

Yet during your meeting, not enough people participate. Some don't speak at all. The conversation is less authentic and insightful than you'd like. And you are concerned that your group is performing below its capability.

Check-ins can help.

Check-ins are a simple and deceptively powerful tool for improving collaboration.

Check-ins methodically encourage each person in a group to speak to their peers by responding to a selected question or prompt.

Prompts can be chosen to elicit who participants are (name, title, etc.), how they are feeling, or what they think about an almost limitless range of personal and work-related concerns.

Leaders use check-ins deliberately to help groups develop and perform at their best. Ultimately, check-ins enable people to work effectively together toward any common goal-solving a problem, aligning on a strategy or process, inventing a product, learning together, or just having fun.

Check-ins accomplish this by priming behaviors and attitudes that make collaboration possible, so that people:

feel engaged and motivated

participate

speak honestly

listen deeply

support one another

disagree when necessary

share both "air time" and credit

feel personally connected to each another

trust one another

make decisions based upon their collective wisdom

enjoy being together

Many leaders use check-ins regularly. Along with creating an agenda and establishing ground rules, check-ins are a standard part of good meeting hygiene. And they often become a ritual in a group's life.

Check-ins are typically used at the start of a meeting, before turning to the substance. But they can be used at other times as well, including:

At the beginning of the day in a multi-day offsite or retreat

At the start of an activity, or as the transition from one part of a program to another.

At the end of the day, or the end of a program or activity (when they are commonly referred to as "check-outs.")

Circles

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It's a central challenge of leadership: You have a goal, you've gathered a group of people to help realize that goal, and you are striving to create conditions that enable them to do so to the best of their ability. Yet during your meeting, not enough people participate.

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-Felipe Troncoso
-Lauren Duus
-María Jesús Donoso
-Francisca Villena
-Belén Sufan

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En esta carpeta encontrarán las lecturas de cada control. https://drive.google.com/drive/folders/1g-ExqddbzzDuaRlvMSkr44y8wFhRs59i?usp=share_link

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GFSC: Global Facilitators Serving Communities 

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GFSC: Global Facilitators Serving Communities 

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GFSC

La red Global Facilitators Serving Communities (GFSC) capacita, apoya, asesora y colabora con las personas y comunidades para mejorar los recursos locales y habilidades que fortalecen la resiliencia y la autosuficiencia de la comunidad.

Creemos que cada comunidad tiene sus herramientas y habilidades para mejorar su resiliencia. A menudo, estas fortalezas necesitan ser identificadas, reconocidas y estimuladas. GFSC está comprometido con el desarrollo y la confianza en estos recursos locales, tanto como sea posible. GFSC ayuda a facilitadores locales en todo el mundo a crear procesos que desarrollen capacidades y aumenten la sostenibilidad y la participación en sus comunidades, agencias y organizaciones.

GFSC también ofrece oportunidades para que voluntarios y comunidades compartan experiencias y métodos exitosos, a través de culturas y fronteras. De esta manera, GFSC contribuye a nuestra visión: un mundo de comunidades resilientes y colaboradoras.

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La red Global Facilitators Serving Communities (GFSC) capacita, apoya, asesora y colabora con las personas y comunidades para mejorar los recursos locales y habilidades que fortalecen la resiliencia y la autosuficiencia de la comunidad. Creemos que cada comunidad tiene sus herramientas y habilidades para mejorar su resiliencia.

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Si no lo veo, no me muevo | Miryam Artola | TEDxVitoriaGasteiz

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Appreciative Inquiry: A Conversation with David Cooperrider

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Lectura para todo el equipo sobre Café Mundial

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En este enlace pueden leer varias publicaciones elaboradas a partir de la sistematización de la cosecha de procesos participativos en distintos ámbitos de políticas públicas, sostenibilidad, innovación social, educación y gestión cultural

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A lo largo de nuestra trayectoria, desde Glocalminds hemos contribuido en proyectos que han generado publicaciones, papers, libros, reportes u otros documentos de sistematización. Dada nuestra comprensión de la gestión del conocimiento, creemos que los aprendizajes colectivos generados deben ser registrados y documentado para ser compartidos con quienes deseen aprender de ellos, por lo que compartimos aquí una selección de los textos más relevantes en los que ha contribuido nuestro equipo glocal en los últimos años.
EDUCACIÓN
Mapa Sistémico: Mirando la complejidad del territorio, más allá de los resultados académicos . Líderes Educativos (2017)

: Lanzamiento del libro sobre Liderazgo Intermedio. Líderes Educativos, (2020)
Liderar, educar y aprender para el futuro emergente. Líderes Educativos (2020)Guía para diseñar y facilitar talleres en línea. Líderes Educativos (2020)PADEM. Plan para el Desarrollo de la Educación Municipal 2019-2020. DAEM Independencia (2018)Guía de Orientaciones para Liderar Procesos Participativos en el Contexto Escolar. (MINEDUC) GESTIÓN CULTURAL LOCAL
Herramientas para la Gestión Cultural Local. Consejo Nacional de la Cultura y las Artes (2012)
Plan Municipal de Cultura de Paine (2014) Sistematización de Encuentro de Organizaciones Culturales Comunitarias. Ministerio de las Culturas, las Artes y el Patrimonio (2019)SOSTENIBILIDAD Diálogos para un Chile Sostenible
Diálogos para un Chile sostenible. Presencia colectiva para la colaboración multi-actor: Co-creando una agenda nacional para el mejor futuro posible, en J. Ruiz (Ed.), Perspectivas de la Teoría U. Experiencias y reflexiones desde la práctica (pags. 8-18) , Madrid, Bubok Publishing.
II Seminario Regional Sobre Agroecología. FAO (2016)GESTIÓN DE CUENCAS
Strengthening Rural Areas as a contribution to Food Security in the Asia - Pacific Region (APEC, 2020)
HERRAMIENTAS PARA LA INNOVACIÓN SOCIAL y FORMACIÓN DE AGENTES DE CAMBIO
Restoration perceptions and collaboration challenges under severe water scarcity. The Aculeo lake process. (Pilar Barria, Anahí Ocampo, Cristian Chadwick, Pablo Villoch)

An Exploratory Journey into Sustainability Changemakers Learning Programs (Azuma, Coletinha, Villoch, 2010)

Impulsando la Innovación Social. Conectando Universidad y Territorio. Guía de Herramientas (Universidad de Talca, Laboratorio de Gobierno, 2019)
PARTICIPACIÓN DE MUJERES INDÍGENAS EN EL DESARROLLO LOCAL Indigenous Women's Participation in Local POLÍTICAS PÚBLICAS Reimagining policy to enable cultural and institutional transformation. Reimaginando las políticas para habilitar la transformación cultural e institucional. V-20 Policy Brief G-20 (2021) Economies: Discussing Institutional Involvement to Promote Capacity Building. APEC (2020)COLABORACIÓN
Informe de relevamiento de organizaciones de Iberoamérica que trabajan en la Nueva Economía (CIESCOOP-USACH-Agcid, 2021)

Acuerdos Voluntarios Preinversión. Informe de Evaluación Piloto "Aurora del Huasco" (Consejo de Producción Limpia 2015)

Estrategia Santiago Humano y Resiliente (Gobierno Regional Metropolitano, 2017)

Compendium: Colaboración en tiempos de COVID. Cultivando Comunidad y Aprendizaje (2020)

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Publicaciones, reportes y otros escritos – Glocalminds

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A lo largo de nuestra trayectoria, desde Glocalminds hemos contribuido en proyectos que han generado publicaciones, papers, libros, reportes u otros documentos de sistematización. Dada nuestra comprensión de la gestión del conocimiento, creemos que los aprendizajes colectivos generados deben ser reg…

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Hey there,

collaboration always comes with the possibility of a magical experience. Increase this chance simply by beginning and ending team sessions with checking-in and checking-out. By answering a question together, you start more aligned and close more enlightened.

Because it isn't always easy to come up with a good question, we're happy to share our collection with you. If your favorite is missing or if you're curious about our other tools for better collaboration, please get in touch: tscheck@denkwerk.com.

Have a great day and never stop questioning!

PS. Collaborating remotely? Check out tscheck for Slack!

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tscheck is a simple tool for teams from the collaborators at denkwerk. Give it a try and begin your sessions more aligned and end them more enlightened.

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Facilitación Gráfica para el Proceso de Paz en Colombia

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Facilitación Gráfica para el Proceso de Paz en Colombia

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[CREATIVOS VISUALES] ACUERDO DE PAZ EN COLOMBIA: CÓMO EL VISUAL THINKING AYUDÓ AL DIÁLOGO?

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Design Thinking en Español, la primera plataforma online en difundir contenido libre en español sobre el método Design Thinking e innovación.

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Página no encontrada - Design Thinking en Español

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Tus datos serán tratados por DINNGO LABORATORIO DE INNOVACIÓN SL con la finalidad de gestionar tu cuenta y tus pedidos, así como enviarte a posteriori información comercial de aquellos productos o servicios que consideremos que puedan ser de tu interés. La legitimación del tratamiento es la relación…

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Shaping Our Futures Through Conversations That Matter

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Kleer | Agile Coaching, Consulting & Training

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Check-in and check-out processes are not just frivolous time wasters in our meetings. If they feel that way, something is probably missing.

Wicked questions help shape powerful processes. The shaping of questions in a thoughtful, purposeful and intentional manner increases the likelihood of them being powerful. This is the second post on powerful questions, the first one contained general thoughts about shaping powerful questions. This post focuses on check-in and check-out - processes, so fundamental to the work we engage in and setting context for what we do.

The greater clarity we have about the purpose and intention of the overall work and the process we are choosing to use, the greater the likelihood of crafting a question that does exactly the work we intend it to do. Check-in and check-out processes are used very intentionally and in all kinds of settings.

People who come to an Art of Hosting training are often introduced to check-in and check-out for the first time. There are many forms of check-in and check-out. If we've done our work well, these processes will have been experienced in a variety of ways - through the use of words, body, music and using varying lengths of time from a couple of hours or more to a 10-15 minute process.

Many people leave a training seeing the possibility of bringing a check-in process to their team or meetings but wondering exactly how to do that well. Using the same question all the time eventually wears out its appeal so it becomes important to hold attention and keep things meaningful and relevant to bring new questions at least periodically. It keeps things fresh. Which brings it all back to purpose and intention.
The Use of Check-In in Trainings

In an Art of Hosting training, we use a check-in process as we arrive and settle in together. Usually this is planned as a longer process, wanting to dive deep together as we set the context and container for the whole three or four days we are gathered. We intend to begin well as we arrive, meet each other and understand individual and collective intention for this training.

Not only do we use good questions for this initial check-in, many of us also engage in the fundamentals of good circle practice so we set our container well and with depth. A little teach on circle, the use and power of a talking piece and the agreements of circle set the stage well for the work we want to do with each other. Our greatest and best resources on good circle practice come from our friends Christina Baldwin and Ann Linnea at Peer Spirit. When we do this well, it is common for unexpected and beautiful things to arrive in our centre from the hearts, minds and souls of participants.

Often times check-ins on other mornings are simply to bring us into the space together. Sometimes we don't even use words but invite a physical movement or embodiment check-in. Sometimes it is music. It is whatever fits well with the overall theme and flow of the day and brings us fully into the space.

Check-ins also do not need to be done with the full circle. Sometimes we use dyad or triad interviews or conversations to allow the time for people to go deeper in small groups. Sometimes we might invite people into a walk with each other.
The Use of Check-Out in Trainings
Just like we use check-in to bring people into the space, we use check-out to bring some closure or convergence to a day or a multi-day process. Doing a check-out doesn't necessarily mean bringing everything to a nice tidy close but it could. Check-out provides an opportunity for good reflection. Where are we at, individually and collectively? What is alive and present in the room? Is there anything in particular we need to be paying attention to as we revisit our design for what's next? What is resonating for people? Are we in a groan zone? Are we eager and excited for what's next? Was there cool learning that took place that we want to provide people the opportunity to reflect on more deeply?

In a check-out we may want to presume in a certain direction, plant a seed - "What is shifting for you as a result of your experiences in this day?" "What spark are you carrying forward?" Or we may want to take a little pulse - "What's alive for you now?" "What one thing has your attention?"

And, like the check-in process, sometimes we are not wanting to use words. Sometimes we use dance, embodiment, other physical movement, a series of claps or other imaginative ways to close our conversation or our day.

A good thing to remember, please don't confuse depth with length of time of a process. I've been part of many processes where there was not a lot of time available, but depth was achieved because of the care that went into thinking about purpose and intention and crafting a wicked question to guide the process.
What About the "Real World"?
This is one of my favourite questions - how to practically apply what's been learned about check-in and check-out to "real world" situations, like my two hour staff meeting, my three hour partners meeting, my team that only wants to get right down to business, with a group of high powered individuals, senior leadership in an organization or in government? Especially for folx who say, "that dance check-out was really nice but I could never do that with my group." And, of course, you wouldn't want to go back to your organization and use some of those things that seem a bit too out on the edge. But when you first try to use these processes, sometimes the very notion of a check-in or a talking piece is "out on the edge".

Look for openings and invitations and step into practice in the places where greatest opportunities exist to try even some little new thing. Sometimes bringing a check-in and check-out process to your meetings or your team is the simplest way to begin to practice on an ongoing basis and it can be done without great fanfare.
The Use of Check-In in Ongoing Practice
It can be a relatively simple thing to begin a check-in process with your team. "We spend a lot of time in meetings. It would be great if we all felt these meetings were a relevant and meaningful use of our time and I'm not sure we all feel that way right now. I would love to hear us each speak to this question: If we used our meetings really well, what would it look like and what is the difference it would make to us as a team and our work?"

"The purpose of our meeting is.... Before we dive into the agenda, it would be great to hear a bit of what you are observing in your world that relates to our topic this morning." Or, pay attention to what is the best question that can refocus your team or your meeting on what is important and link people's passion or interest with the topic at hand. It is amazing how a few minutes doing that can shift the entire feel of a meeting as people pay more attention.

Work the question you want to start with. Will it generate the kind of thoughtfulness you are hoping for? If not, how can it be nuanced - or sometimes completely thrown out in favour of a better question - to do the work you intend it to do?

How much time do you have for your check-in? With a long time frame of meeting - a day or more, you have more time to begin well. With a shorter meeting - as little as an hour or two - you can still begin well, just be conscious of the nature of the question you are asking. The better you begin, the better the quality of the meeting, usually with better results in a shorter time frame.
The Use of Check-Out in Ongoing Practice
Short and sweet often works for check-outs, particularly when you are in a short meeting. Once you get used to using check-in and check-out, meetings somehow don't feel complete until you do a short round of check out. Simple questions targeted at what you are looking for at the end of the meeting. Curious about what is sitting with people now? Ask. Curious about what people are taking away? Ask. Curiosus about what is percolating? Ask. Noticing that things or people feel a bit unsettled. Invite. Not everything needs to be wrapped up with a nice tidy bow. If you invite the rumblings that you sense, thank people for sharing. "Thank you. Good to know where we all are. And not unexpected, given what we discussed/where we are in our process. Thanks for sharing. It is appreciated and important."
Bringing in a Talking Piece
While I'm sure there could be an entire post on using a talking piece, there are some simple ways to bring one into your meeting. For groups that are not familiar with this process and for whom it doesn't feel quite right to do the full blown teach just yet, I will often say something like, "I want to hear from everyone in the room and to do that offer out this item (something I have with me, something in the room, something symbolic for the group, sometimes a bracelet I take off my arm, a pen in my hand, whatever is readily available) as a little talking piece. This is just so we make sure we hear everyone's voice. The beauty of it is that when we have it, it is our turn to talk. When we pause, it is truly a pause and not an invitation for someone else to jump in. It means we can think about whether we are truly finished or if we have a bit more to say. When we don't have the talking piece, that is our invitation to listen and listen well. Because you know when you get the talking piece you can take a minute to think about what you want to say. I find it changes the quality of the listening and changing the quality of the listening changes the quality of the conversation."

I know from my own experience, that when the talking piece is not used often their are people who choose to stay quiet even when you invite all voices and then it is harder to re-invite their voice. And it is amazing at how appreciative people become around using a talking piece.
Conference Calls
Yes we can, and do, use check-in, check-out and virtual talking pieces in our conference calls. And, yes, it works well there too - shifting attention and quality of our experience.

The main points are the same across these different categories: purpose and intention, a question related to purpose and intention that you've worked a bit to make it wicked and powerful because you've sat with it to sense into whether it will do the work you want it to do.

Where are your openings and invitations? The more you find them and accept them, the more you will find yourself in a practice that no longer feels risky but now feels fundamental for powerful process. The more the shape of your world will have shifted and before long you may find yourself not just an experimenter but a practitioner.

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Shaping Questions for Powerful Check-in and Check-out Processes

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Check-in and check-out processes are not just frivolous time wasters in our meetings. If they feel that way, something is probably missing. Wicked questions help shape powerful processes. The shaping of questions in a thoughtful, purposeful and intentional manner increases the likelihood of them being powerful.

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Learning Visual Collaboration - The Seven Elements by Bigger Picture

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Si le interesa aprender más sobre el Arte del liderazgo participativo, aquí hay algunas maneras de conectarse con nosotros:

Facebook - Siga nuestras actividades y entre en contacto con la comunidad

Lista de distribución - Tome parte en la conversación por correo electrónico

Vimeo - Vea los videos que ilustran de qué se trata el Art of Hosting

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Si le interesa aprender más sobre el Arte del liderazgo participativo, aquí hay algunas maneras de conectarse con nosotros: Facebook - Siga nuestras actividades y entre en contacto con la comunidad Lista de distribución - Tome parte en la conversación por correo electrónico Vimeo - Vea los videos que ilustran de qué se trata el Art of Hosting

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The World Cafe by Juanita Brown & David Isaacs (BK Business Book)

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Tu relato dibujado, minuto a minuto. Transformamos tus palabras en una minuta visual que se construye en vivo mientras presentas.

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Les contamos que Zulma Patarroyo estará un año en Dinamarca y su horario estará adelantado 7 horas a la de Colombia, así que las reuniones con Zulma se podrán realizar en las mañanas colombianas. Por otro lado, Margarita Reyes seguirá aquí en Colombia para Atender las demás reuniones en horario normal.

Para enviar cotizaciones puedes enviar un correo a Zulma@pataleta.net o usar linktree para ir directamente a Whatsapp.

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Pataleta - Documentación y facilitación gráfica en español e inglés para eventos y procesos de planeación estratégica y de grupo.

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Les contamos que Zulma Patarroyo estará un año en Dinamarca y su horario estará adelantado 7 horas a la de Colombia, así que las reuniones con Zulma se podrán realizar en las mañanas colombianas. Por otro lado, Margarita Reyes seguirá aquí en Colombia para Atender las demás reuniones en horario normal.

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[CREATIVOS VISUALES] DOCUMENTACIÓN GENERATIVA (con Reilly Dow)

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Desde min 5 app a 39 app + 50 min. Revisar momentos claves desde Youtube

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For many, Open Space has been a daring and marvelous exploration of the vastness and the urgency of personal and organizational transformation. For others, it's just an exceedingly effective, and efficient, meeting methodology. Welcome to a slice of all of that...

The 29th Annual World Open Space on Open Space,
our international practice conference, moves next year to
Berlin, Germany, October 18 through 21, 2023.
Click here for full details and registration

After more than thirty years and literally millions of invitations and actions, small meetings and large events, conversations and publications, organizations and adaptations - in more than 140 countries - the Open Space story can get a bit messy. There is no overarching Open Space organization, no patent or trademark, and no global marketing budget: just lots of good people, active practice and shared stories.

OpenSpaceWorld.ORG doesn't own or control any of that and couldn't possibly define, evaluate or curate it all. The intention here is to bring together just enough of the Open Space story to get you started, suggest some basic patterns, and send you (back) out into the web and the world, to find and do more opening.

...to all of the authors, editors, translators, wiki gnomes, donors and other helpers who've contributed to this site since 1999, especially Raffi Aftandelian, Tova Averbuch, Brian Bainbridge, Tricia Chirumbole, Ashley Cooper, Chris Corrigan, Artur Ferreira da Silva, Carol Daniel Kasbari, Koos de Heer, Gerardo de Luzenberger, Gabriela Ender, John Engle, Ted Ernst, Wendy Farmer-O'Neil, Doug Germann, Diane Gibeault, Elwin Guild, Beck György, Michael Herman, Thomas Herrmann, Peggy Holman, Sheila Isakson, Lisa Kimball, Tim Lannan, Paul Levy, Jean-Yves Lord, Christy Lee-Engel, Elena Marchuk, Esther Matte, Brendan McKeague, Gerard Muller, Ingrid Olausson, Funda Oral, Barry Owen, Harrison Owen, Michael M Pannwitz, Stanley Park, Chen Peitao, Brian Rogers, Véronique Dos Santos, Mikk Sarv, Agneta Setterwall, Harold Shinsato, Anne Stadler, Filiz Telek, Siona van Dijk, Nancy Wells, the Open Space Institute USA, and the photographers who've shared 12,000+ photos at Flickr!

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For many, Open Space has been a daring and marvelous exploration of the vastness and the urgency of personal and organizational transformation. For others, it's just an exceedingly effective, and efficient, meeting methodology. Welcome to a slice of all of that...

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FunRetrospectives | Have fun, learn from the past and prepare for the future!

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Have fun, learn from the past and prepare for the future!

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¿Qué es el World Cafe y cómo se pone en práctica? 🌎 ☕😃

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Conversaciones que Transformam Realidades | CoCriar

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Movimiento que agrupa a personas con una inusual dosis de afecto, que por vocación o necesidad requieren compartir y/o practicar, de manera voluntaria, técnicas o metodologías que permitan coordinar, conducir o facilitar procesos de desarrollo de grupos y comunidades para el logro de sus metas y su potencial.

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Introduction

When you feel included and engaged, do you do a better job? Do you think teams in which people work well together produce much better results? Have you noticed the best ideas often come from unexpected sources? Do you want to work at the top of your intelligence and give the same opportunity to others?

If YES, we have found this is the kind of organization and community that people want to be part of. AND, Liberating Structures help make it happen.

So why is it that so many organizations of all stripes are filled with disengaged workers, dysfunctional groups and wasted ideas?

While there will always be some justification for blaming leaders (or professors and administrators in education), the more compelling and useful explanation is not that people involved are bad, stupid or incompetent, but rather that the practices they have all learned are neither adapted to today's realities nor designed to achieve the ideals listed above.

Unwittingly, the conventional structures used to organize how people routinely work together stifle inclusion and engagement.

Conventional structures are either too inhibiting (presentations, status reports and managed discussions) or too loose and disorganized (open discussions and brainstorms) to creatively engage people in shaping their own future. They frequently generate feelings of frustration and/or exclusion and fail to provide space for good ideas to emerge and germinate. This means that huge amounts of time and money are spent working the wrong way. More time and money are then spent trying to fix the unintended consequences.

Liberating Structures start with something so simple and essential as not to seem worth doing and end with something so powerful and profound that it hardly seems possible.

This website offers an alternative way to approach and design how people work together. It provides a menu of thirty-three Liberating Structures to replace or complement conventional practices.

Liberating Structures used routinely make it possible to build the kind of organization that everybody wants. They are designed to include everyone in shaping next steps.

Liberating Structures introduce tiny shifts in the way we meet, plan, decide and relate to one another. They put the innovative power once reserved for experts only in hands of everyone.

This alternative approach is both practical and feasible because Liberating Structures are quite simple and easy to learn. They can be used by everyone at every level, from the executive suite to the grassroots. No lengthy training courses or special talents are required. Mastery is simply a matter of practice. LS routinely unleash a vast reserve of contributions and latent innovations waiting to be discovered.

Every person interested in leading change-in schools, hospitals, foundations, agencies, and businesses-can use Liberating Structures to generate innovation and great results.

Liberating Structures are easy-to-learn microstructures that enhance relational coordination and trust. They quickly foster lively participation in groups of any size, making it possible to truly include and unleash everyone. Liberating Structures are a disruptive innovation that can replace more controlling or constraining approaches.

Click on any Liberating Structure below.

Leaders know that they would greatly increase productivity and innovation if only they could get everyone fully engaged. The challenge is how. Liberating Structures are novel, practical and no-nonsense methods to help you accomplish this goal with groups of any size.

Liberating Structures spark inventiveness by minimally structuring the way we interact while liberating content or subject matter. Very simple constraints unleash creative adaptability, generating better than expected results. Individual brilliance and collective wisdom are unbridled. Such a dramatic shift cannot be THAT simple, engaging, and powerful but it is. Read Getting Started if you are ready to liberate yourself.

By design, Liberating Structures distribute control so that participants can shape direction themselves as the action unfolds.

Learning Events

Immersion workshops are a great way to get started. Like a foreign language immersion course that temporarily relocates you away from a familiar culture, a LS immersion experience is a very effective way to learn. There are no presentations, facilitated discussions, status reports, brainstorming sessions, or open discussions. Only Liberating Strucutres arepracticed. Organizing a workshop for people in your working group can accelerate "fluency."

Check out News and Events for more immersion workshops and LS User Group meetings. Subscribe to LS News & get access to archives here.

Liberating Structures are immeasurably practical. Our world is increasingly complex, interdependent, and culturally diverse. Many of our most pressing challenges cut across geographic, cultural, and technical boundaries. Simple methods that help us work together productively are central to making progress.

Helpful Analogies
Like Wikipedia, LS create simple rules to guide and liberate everyone's contributions. Wikipedia's must-dos and must-not dos specify how anyone can write articles, edit content, reach consensus about the facts, and share with attribution. This structure makes it possible for a diverse community to generate and sustain accurate content that compares favorably with professionally edited encyclopedias. Like Wikipedia, LS is a disruptive innovation in regard to how we engage people in organizations.

Like improv jazz, LS sparks freedom that arises from shared understanding of simple rules. Great jazz comes from playing creatively within the context of melodic and harmonic structure. Like water in a river, LS takes the shape of the banks that it touches: adapting a similar pattern at every scale and in each local setting.

Below: watch this inspired video by Professor Arvind Singhal talking about liberating education and the role of changemakers. UnScripTED: Liberating Structures

Read this practical article "Tiny Tweaks That Help You Use LS" by Barry Overeem.

Simple Ways to Engage Everyone on Zoom: Learn Several Liberating Structures in 30 minutes from Media Changemakers on Vimeo.
Unscripted #2 Liberating Structures with Dr. Arvind Singhal from Media Changemakers on Vimeo.
Lisa Gill is a fabulous writer and top drawer interviewer. Her Leadersmorphosis series dives deeply into self organizing @ work. Put your ear to this interivew she conducts with Henri and Keith.

Below, enjoy scenes from the LCJP Restorative Justice Summit. Liberating Structures were used to organize a three day event full of learning, designed to advance the Restorative Justice movement. Restorative Justice (RJ) aims to create communities in which people feel safe by carefully structuring opportunities for offenders to make amends and victims to regain their personal power. Restorative Justice practitioners found Liberating Structures to be highly structured, liberating better than expected results.

2012 CO RJ Summit Video from LCJP on Vimeo.

LS were used to design the Transformation of Nursing summit. Coalitions from all 50 states and DC came together to advance the cause.

For the United Nations ITC-ILO, Henri and Keith offered a Liberating Structures immersion workshop and follow-up consulting sessions. (The Centre is in Turin Italy.) The focus was how to organize for promoting decent work and sustainable development by not over-helping but rather facilitating networked self-organization.

Ten Principles

While the individual LS microstructures are powerful separately, they function as an interrelated set which can transform an entire organization. The LS repertoire is inspired by ten liberating principles.

When we decide we belong together, LS principles help to guide behavior and leadership actions. Detailed descriptions here.

The Surprising Power of Liberating Structures book! Preview and buy on Amazon. The color paperback ($49.95 USD), black&white ($19.95 USD) and e-book are now available on the Amazon website. Amazon offers deep discounts and free shipping to some customers.

The development team at Holisticon is happy to announce that the Liberating Structures App is now available in the Google Play and Apple App Stores. A deep bow to their creative genius. Happy downloading!

Audio: A very playful Brave New Work podcast with Aaron Dignan and Rodney Evans. On Liberating Structures with Lorenz Sell of Sutra and Keith. Lorenz asks the deepest questions about collective intelligence, generativity, and complexity science. (50 minutes) Coaching Zone Podcast with Keith and Dr. Krister Lowe. The focus is on how leaders and teams can develop more productive habits with LS. [45 minutes] Radio Interview with Meisha Rouser, organizational psychologist. The focus is on groups working at the top of their intelligence and imagination. And a third podcast interview with Amiel Handelsman that dips into specific LS microstructures and their use by groups to generate innovative cultures. [60 minutes].

Check out Falling Off the Horse while faciliating & leading with Liberating Structures. This article by Keith McCandless describes a personal path forward. It includes what is possible to stop doing when LS is integrated into your practice.

LS are inspired by complexity science. Listen to this entertaining RadioLab program on Emergence to learn about some of the underlying concept of complexity science.

LS User Groups (inventing and enlivening a new way to organize) Open Letter from a Grateful Student to All Educators
Rhapsody for Strings!

Below: early LS users and co-developers in Latin America, Europe, Canada and the USA.

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liberating structures, social invention.net, microstructures, disruptive innovation, behavior change, collaboration, social invention, diffusion of innovation, strategy, transformation, heuristics, complexity science, emergence

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¿Qué es la facilitación? trabajo de procesos y grupos en Lakabe

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Materiales para comprender y trabajar con Organizaciones Vivas Conscientes

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Biblioteca virtual - Asociación Latinoamericana de Facilitadores

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La Biblioteca Virtual ALFA constituye una plataforma para el intercambio de saberes tanto para los miembros Alfa como para otros facilitadores y colegas de diversas profesiones dedicados al desarrollo y transformación de personas, grupos, organizaciones y comunidades de nuestra región.

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EL PODER DE LOS ESPACIOS PARA CONVERSAR - Hotel Las Majadas

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Por Pablo Villoch. Fundador de Glocalminds.

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A lo largo de las últimas dos décadas de trabajo como facilitador acompañando procesos de aprendizaje, colaboración y diálogo multiactor en diversos contextos, he ido encontrando ciertos patrones comunes en el pensamiento de numerosos líderes empresariales, que con frecuencia les impiden abordar de manera efectiva los desafíos complejos de la sostenibilidad. Invito a quienes lean estas líneas a revisar cada una de estas trampas cognitivas y autoevaluarse en cada una de ellas.

1. El pensamiento egocéntrico lleva a tomar decisiones centradas en el interés particular en desmedro del bien común. Según plantea Otto Scharmer, "Los imperativos económicos de nuestro tiempo requieren una evolución de nuestro ser desde el ego hasta el eco, de un estado de consciencia a otro. Esto no es sólo por razones morales, sino también por razones económicas porque quedarse atascado en el estado del ego ya no es un buen negocio." Por su parte, Cipolla señala que lo inteligente es compatibilizar el beneficio propio con el interés general.

2. El pensamiento etnocéntrico lleva a tomar decisiones desde el desconocimiento de otras culturas y cosmovisiones originarias. Frente a esto, se requiere apertura a un enfoque de inteligencia intercultural en la gestión, que permita trascender los patrones culturales de origen.

3. El pensamiento androcéntrico puede llevar a tomar decisiones excluyendo o ignorando la voz y la sabiduría de la mitad de la población: las mujeres. Frente a ello, resulta clave despatriarcalizar tanto nuestras concepciones de liderazgo como aquellas prácticas que perpetúan la concentración de poder.

4. El pensamiento grupal, al inhibir la expresión de voces divergentes, puede llevar a tomar decisiones con efectos no deseados. Rotar equitativamente el turno de palabra y formar equipos que optimicen la diversidad cognitiva ha demostrado aumentar la inteligencia colectiva

5. El pensamiento cortoplacista, motivado por la exigencia de mostrar logros y avances en los indicadores trimestrales, puede llevar a tomar decisiones miopes en desmedro de una perspectiva más estratégica de largo plazo, y por ende, de las generaciones futuras. Frente a ello, puede servir incorporar enfoques como la retroprospectiva (backcasting) propuesta por Karl-Henrik Robért y el "pensamiento catedral" propuesto por Roman Krznaric en "El Buen Ancestro".

6. El pensamiento lineal conlleva reaccionar a los problemas con respuestas inmediatas con soluciones efectistas pero superficiales, operando desde una lógica acción-reacción, resolviendo los síntomas más visibles sin abordar las causas subyacentes. Desde el pensamiento sistémico se reconoce que "para cada problema complejo hay una solución fácil y rápida... que no funciona."

7. El pensamiento reduccionista tiende a dividir los problemas en componentes más simples y fáciles de resolver, reduciendo el todo a solo aquello que es medible o cuantificable. Sin embargo, al analizar las partes de un sistema por separado podemos estar perdiendo la riqueza de las cualidades de sus interacciones que dan lugar a las propiedades emergentes. Edgar Morin propone superar y trascender dicho reduccionismo con el pensamiento complejo.

8. El pensamiento controlador, que trata de tener todas las variables bajo control y no dejar nada al azar puede estar perdiendo las posibilidades creativas que solo surgen cuando se abre espacio a lo emergente. Hay situaciones en que el control es muy importante, pero existen otras en las que basta dotar de la mínima estructura necesaria para que la autoorganización pueda fluir creativamente en torno a un propósito compartido.

9. El pensamiento binario o dicotómico lleva a pensar en categorías exclusivas y excluyentes, etiquetando el mundo y encasillando a las personas en polos opuestos y antagónicos. Frente a este pensar polarizante es posible una apertura al pensamiento híbrido, que permite integrar los opuestos reconociéndolos como concurrentes y complementarios.

10. El pensamiento mágico puede llevar a tomar decisiones a partir de supuestos desapegados de la evidencia, generando opiniones sin fundamentación empírica, sin una relación de causa-efecto comprobable. Aprender a distinguir los hechos de las interpretaciones es una competencia fundamental en posiciones de poder.

Gran parte de los conflictos socioambientales y casos de corrupción de los que hemos sido testigos en la última década provienen de decisiones tomadas por personas -mayoritariamente hombres en posiciones directivas- que estudiaron ingeniería, administración o derecho en prestigiosas universidades de renombre internacional, ¿Estarán entrenando en la actualidad las instituciones académicas suficientes habilidades de pensamiento sistémico en sus estudiantes? ¿Incorporan realmente en las mallas curriculares de pregrado y postgrado cursos para el desarrollo del pensamiento complejo para enfrentar los desafíos de un entorno volátil e incierto? Las universidades y escuelas de negocios tienen una responsabilidad ineludible en la formación del pensamiento de las élites empresariales. En estos nuevos tiempos de preguntas fuertes y respuestas débiles, urge evolucionar en nuestro modo de pensar.

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Los diez errores más comunes al enfrentar desafíos complejos | Pablo Villoch - Acción Empresas

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1652979921:4 4 30 7172 3362 13644 A lo largo de las últimas dos décadas de trabajo como facilitador acompañando procesos de aprendizaje, colaboración y diálogo multiactor en diversos contextos, he ido encontrando ciertos patrones comunes en el pensamiento de numerosos líderes empresariales, que con frecuencia les impiden abordar de manera efectiva los desafíos complejos de [...]

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Durante la última semana de septiembre visitó Chile el académico del M.I.T. Otto Scharmer, reconocido autor de "Teoría U", un marco para el liderazgo transformador y la innovación profunda. Reunido en un taller reflexivo con numerosos líderes de diversos sectores planteó una pregunta que quedó flotando en el aire: ¿Por qué generamos colectivamente resultados que nadie desea?

Acuñaré el concepto de estupidez colectiva para describir ese fenómeno social que se desencadena cuando un grupo genera -consciente o inconscientemente- resultados con impactos que nadie desea, que en el largo plazo terminan perjudicando sus propios intereses y los de la sociedad ( Cipolla). Posiblemente, nadie se levanta cada mañana con el propósito de contribuir deliberadamente a la insostenibilidad, al cambio climático o a la desigualdad. Pero finalmente, en el diario vivir muchos terminamos -consciente o inconscientemente- tomando decisiones que contribuyen a perpetuar el status quo.

¿Qué condiciones desencadenan la estupidez colectiva? Enumero aquí diez patrones que he observado reiteradamente a partir de mi trabajo como facilitador en diversos países, culturas y sectores:

El aislamiento de las élites en burbujas que les impiden sentir los impactos de las decisiones que toman, lo que les lleva a desconectarse de la realidad circundante

La homogeneidad -a veces casi endogámica- de los grupos con poder, que les dificulta empatizar con la diversidad

La falta de transparencia, antagonismos mutuos y conflictos de interés implícitos que gatillan quiebres de confianza

La fragmentación de la información por diseños mecanicistas y excesos de burocracia.

La incapacidad de detectar oportunamente cambios del entorno y la incapacidad de cambiar a tiempo los patrones de comportamiento

La incapacidad colectiva de aprender de los errores, producto de liderazgos arrogantes, que no reconocen sus equivocaciones

Contextos emocionales marcados por el temor a ser juzgado, donde se inhibe la autenticidad y la iniciativa

Excesivo foco en detalles y la sobre-argumentación, que desvían la atención y la energía

Pérdida de vista del propósito, o desconexión del sentido profundo de misión

El monopolio de la palabra, que no permite escuchar las voces de los distintos involucrados en los problemas

Las trampas comunes del pensamiento lineal, el pensamiento mágico, el pensamiento egocéntrico, el pensamiento reduccionista, y el pensamiento cortoplacista.

Frente a esto, las más recientes investigaciones realizadas en el M.I.T. sobre el fenómeno de la Inteligencia colectiva, muestran que el mero hecho de reunir a personas con un alto coeficiente intelectual no garantiza que dicho grupo tome decisiones más inteligentes. Dicho de otro modo, un directorio o un equipo directivo formado por personas altamente brillantes individualmente, formadas en las mejores universidades, puede llegar a tomar colectivamente decisiones con resultados que nadie desea. Sin eufemismos, puede tomar decisiones estúpidas. Ocurre hasta en las mejores familias, en las mejores empresas y hasta en los mejores gobiernos. Y a juzgar por los hechos, es más frecuente de lo que queremos reconocer.

La sensibilidad social, esto es la capacidad de estar atento y consciente de los comportamientos de otros, entendiendo por qué ellos actúan del modo en que actúan, sabiendo tratar adecuadamente con las reacciones negativas y cómo apalancar las acciones positivas de otros.

La distribución equitativa del turno de palabra en una conversación

Un mayor porcentaje de mujeres en el grupo

A estas tres variables, a partir de la observación empírica de las dinámicas grupales en procesos participativos y colaborativos, me atrevería a añadir otras 10 condiciones que permiten el despliegue de la inteligencia colectiva:

Grupos pequeños que no inhiban la expresión de miembros introvertidos

El uso de mecanismos y dispositivos de registro que les permite dotar de trazabilidad a sus procesos decisionales y creativos.

Finalmente, si verdaderamente anhelamos movilizar nuestra sociedad hacia un futuro más sostenible, resulta urgente fortalecer y multiplicar las capacidades de liderazgo y colaboración que nos permitan evolucionar colectivamente, conservando aquello valioso que queremos conservar, transformando lo que es necesario cambiar, pero sobre todo, aprendiendo juntos a co-crear un futuro donde todos queramos convivir.

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Inteligencia Colectiva frente a la Estupidez Colectiva

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Comparto aquí la columna publicada en el Blog de Acción Empresas Durante la última semana de septiembre visitó Chile el académico del M…

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Reflexión estratégica para Fundación Cristo Vive
En el marco de su trigésimo aniversario, el pasado 29 de Agosto, la Fundación Cristo Vive convocó una instancia reflexiva en la que participaron miembros del directorio, de la comunidad fundadora, del equipo profesional, colaboradores y otros amigos cercanos a la Fundación. Durante la sesión virtual, que fue diseñada y facilitada a partir de los [...]

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Reflexión estratégica para Fundación Cristo Vive En el marco de su trigésimo aniversario, el pasado 29 de Agosto, la Fundación Cristo Vive convocó una instancia reflexiva en la que participaron miembros del directorio, de la comunidad fundadora, del equipo profesional, colaboradores y otros amigos cercanos a la Fundación.

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El arte de las preguntas poderosas LinkedIn

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https://www.chriscorrigan.com/parkinglot/a-simple-way-to-explore-the-four-fold-practice-of-the-art-of-hosting/

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The Art of Hosting - The Four-Fold Practice

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El arte de liderar participativamente: Práctica de los 4 pétalos

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Encuentro de la Red Campus Sustentable
El pasado 13 y 14 de Julio de 2017 tuvo lugar la Asamblea de Socios y el Encuentro de la Red Campus Sustentable, en la Facultad de Economía y Negocios de la Universidad de Chile. La Red está compuesta por profesionales de la educación superior comprometidos con la sustentabilidad y por decenas de universidades e institutos de educación [...]

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Encuentro de la Red Campus Sustentable El pasado 13 y 14 de Julio de 2017 tuvo lugar la Asamblea de Socios y el Encuentro de la Red Campus Sustentable, en la Facultad de Economía y Negocios de la Universidad de Chile.