Getting “The Whole System” in the Room

One of the suppositions I make during Conversation 2018 is that a leader’s impact can be expanded through whole system futuring—engaging in dialogue about the future (aka, planning) by getting “the whole system in the room.” Exploring this concept takes me (and, perhaps, you) through layers of challenge, insight, and discovery.

The first challenge is often the language. I’m often reminded that my choice of language and forms of expression make my ideas and questions tough to access for some people. While continually in pursuit of a simpler, clearer way to convey my thinking in the most accessible way, I am also continually in pursuit of the true depth of meaning and intention beneath the words.

Some believe that “futuring” or planning is not their leadership responsibility; that they are participants in or contributors to a planning discussion, but not the one tasked with designing and implementing a planning process. Perhaps, but underneath that response lies the possibility to reframe one’s thinking.

In organizational life, nearly everything we undertake is done with an eye on a preferred future. So, if your default posture is that planning is done episodically (like annual budget prep or cyclical strategic planning), you may miss the opportunity for greater leverage. Some organizational development models like lean thinking (continuous process improvement) attempt to seize this daily opportunity.

The first step in unpacking the language is to check for your default assumptions of what’s involved and the extent to which you are involved. If you’ve unconsciously side-stepped the notion of daily engagement in futuring, you’re missing a steady opportunity for greater impact. Valuable research over the past several decades reaffirms that organizations (like individuals) move in the direction of that to which they most attend. Even if you don’t have primary responsibility for plan design or implementation, you can still suggest and influence where attention is being placed and with whom conversations about the future are being held.

Additionally, the language of “the whole system” is also a stumbling point for some. The language emanates from systems thinking, which is a discipline of seeing the interconnectedness of everything. Businesses and organizations are examples of complex human systems. Most of us have come to accept (if not understand) that working narrowly on a single part of the organization has only limited value when all the parts are “bound by invisible fabrics of interrelated actions” (Senge, 2006, The 5th Discipline, p. 7). Yet the system doesn’t end at the boundary of the organization. The organization exists in a larger human ecosystem which includes the individuals, neighborhoods, organizations, and entities in your operating environment.

Being committed to getting the whole system in the room necessitates engagement well beyond the boundaries of your team, unit, division, and organization. Just as we move in the direction of what we study, meaningful and reciprocal engagement yields relationships and deeper trust with those with whom we spend the most time. Therefore, decisions to engage your whole human ecosystem in an appreciative (re)discovery of high point experiences—times when the organization was at its best and most vital—enriches your learnings by illuminating things in your blind spot, strengthens your understanding of the positive core, and evokes a powerful sense of anticipation about what’s possible if the best of what is gets amplified and extended in the future.

Which brings us to the second challenge many encounter in doing whole system futuring: getting outside our familiar bubble. By design or by default, leaders often end up spending most of their time with a narrow band of people. Whether conscious of it or not, they tend to hear more of what they’ve already heard. Daily huddles and weekly management meetings serve many valuable purposes, yet they can also serve to reinforce the prevailing and shared world view of those few participants. Exploring opportunities for impact and learning from the best of what is in place already can, therefore, be artificially limited by this familiarity.

The better path to impact is not found outside. It resides inside of you. Getting outside your familiar bubble first requires your own opening—of mind, heart, and resolve—and a letting go. The letting go need not be viewed with dread, as if it signals loss. Rather, the letting go can be viewed as (re)learning and adapting. The letting go must happen first as part of your inner work as a person; as a single leader. If you are to consciously reposition yourself to see the landscape with new eyes—the implicit requirement of planning—there is some inner work needed. Consider these insights:

  • “At the heart of a learning organization is a shift of mind—from seeing ourselves as separate from the world to connected to the world, from seeing problems caused by someone or something ‘out there’ to seeing how our own actions create the problems we experience. A learning organization is a place where people are continually discovering how they create their reality. And how they can change it” (Senge, The 5th Discipline, p. 12). He continues with a bold perspective on what it means to be human: “Through learning we re-create ourselves” (p. 13).
  • Two powerful learnings were gifts to me from Conversations many years ago. The first came from a Kenyan woman who, during a discussion of borders and boundaries, said in the most hopeful and energized tone, “The boundaries are where I go to meet my neighbors.” The second said, “we learn the most from those least like us.” These viewpoints reinforce the rich value of going beyond the “safe” and familiar to where new perspectives can further open you to deeper insights. As I reflect on my own longstanding rhetoric about the value of diversity, equity,inclusion, and meaningful engagement, for me it all rang a bit hollow until I began to feel the shift—the opening—happening within me. Now, getting the whole system in the room through a diversity, equity, inclusion, and meaningful engagement lens are truly powerful and richly rewarding, both personally and organizationally.
  • Leaders from the International Futures Forum (IFF) remind us to give up on the myth of control. They point out that many of us were raised to control what we don’t understand. Exacerbating this situation is the pervasiveness of power and privilege in which so many of us have been raised (individually and organizationally), which seems to call for holding on even tighter. This self- and other-damaging orientation is part of a myth to which many of us have subscribed as we attempt to address our best futures amidst great complexity. Two IFF authors suggest instead, “An alternative is simply to accept and acknowledge complexity as an inevitable fact of modern life and instead of trying to avoid or control it, participate in it. Relish diversity, welcome surprises, look for the ineffable and appreciate the richness and the unique quality of all things. Such an embrace engenders a sense of belonging and reinforces the motivation to participate. Driving this reinforcing cycle are love, empathy and relationships” (Leicester and O’Hara, 2009, Ten Things to Do in a Conceptual Emergency, p. 10).

Odd as it might sound that for someone like me who for decades has helped organizational leaders and planning teams design and implement strategic direction, I’ve come to realize and trust that the first shift that must happen is an inner shift—an individual letting go and a trusting willingness to inquire, discover, and learn. When I reflect on an earlier professional chapter of my life, I now recognize that I was trying to master techniques that helped leaders cascade their plans throughout their organizations. Thinking back on some early engagements, I now see that some constituent research and planning dialogue was launched from the status quo—almost as if to validate the status quo. Therefore, without the pause up front to reflect on the leader’s view, assumptions, blind spots, and patterns of behavior, the planning design was flawed from the beginning and, unintentionally, went on to reinforce the status quo.

As I continue practicing letting go, I can feel my mindset continually shifting, or as Senge said, through learning and experience re-creating myself. My approach to planning has likewise evolved over the years. Now, I am far more inclined to approach each task influenced by three thoughts:

  1. The work is first/always inner work. My attention is a signal of my intention.
  2. Pay unconditionally positive attention to life-giving forces. To do so, I must go beyond my bubble and see those forces through the whole system perspective.
  3. Learn to dance with the system. This image, borrowed from systems thinker Donnella Meadows, is a reminder that we can’t control systems or figure them out…but we can dance with them. This individual and organizational dance, while applied to our professional and intellectual pursuits, is no different than dancing with other great powers like white-water kayaking, gardening, making music, etc. In all those endeavors, she notes, one is required to “stay wide awake, pay close attention, participate flat out, and respond to feedback.” Her overview of “the dance” resonates with me:
    • Get the beat
    • Listen to the wisdom of the system
    • Expose your mental models to the open air
    • Stay humble; stay a learner
    • Honor and protect information
    • Locate responsibility in the system
    • Make feedback policies for feedback systems
    • Pay attention to what is important, not just what is quantifiable
    • Go for the good of the whole
    • Expand time horizons
    • Expand thought horizons
    • Expand the boundary of caring
    • Celebrate complexity
    • Hold fast to the goal of goodness

And so it is with whole system futuring. Through a process reflecting the leader’s authenticity, the inner work of letting go is a pathway to generativity and imagination. Reaching this point of opening (again and again) reinforces and sustains the quiet confidence to focus unapologetically on the life-giving forces in your organization and in your environment. This mindset, coupled with the humble invitational spirit that takes you beyond your boundaries to engage all your “neighbors,” can lead to a “letting come” that is far more powerful and supportive of innovations for the future.

The drawing above is by Ken Hubbell, interpreting the central
metaphor of Otto Scharmer’s Theory U.


Leveraging Leadership Authenticity – Conversation 2018

Several years ago, I decided one way to leverage my own passion and contribution to right action and wise leadership was to hold space for its deeper exploration among people seeking their own clarity and deepening their own leadership purpose. Conversation 2018 is one such contribution. Through it we’ll focus first on illuminating your own inner authenticity, wisdom, and inherent value. That becomes the scaffolding for exploring how leaders evoke greater and more lasting impact by: a) fostering an appreciative culture; b) inviting whole system inquiry and dialogue about the future most desired; and c) engaging partners (donors, investors, collaborators) with reciprocal meaning and deep trust.

Each Conversation is a cohesive package of components over a six-month period that includes one immersion workshop/retreat, reflective readings before and after the retreat, participation in moderated video conferences among the learning cohort, and individual virtual coaching throughout the period.

Nominations are currently being sought for the next Conversations scheduled to date:

    • Minneapolis, MinnesotaApril 18-20, 2018 – hosted by Cohen Taylor Executive Search Services

Contact me to learn more or to nominate someone for consideration in this cohort. A limited number of partial scholarships will be available for gifted leaders unable to afford the full tuition. In so doing, together we can support some of the most vital work being done in community despite deep resource limitations.



Scenario Thinking for Hospital System Foundation Leaders

Navigating Change as You “Rehearse the Future”

A common pitfall of leadership is sometimes being unable to see the forest for the trees. There are so many moving parts to the operating environment of any successful hospital system foundation that it’s easy to get lost in minutiae and not be able to identify the right questions to be asking of the strategic challenge ahead. If you have been asking yourself, “What decisions should I be making now amidst all these sweeping changes in order to position us for optimal operating success in the future?” then you’ll undoubtedly be hoping to see with new eyes how the central question could be answered.

My newest paper presents a scenario development tool that, while no panacea, helps you get to shared clarity and ownership of the work ahead. Additionally, it helps you marry your collective attention to your stated intention. Four operating scenarios are developed as an illustration of how to apply this thinking to your foundation.  Completing the scenario development exercise with your leadership team can provide you great insights and enable you to gauge the strategic thinking skills and adaptability of your team. Having done so in a proactive way, the operating transformations become more direct and the rationale for doing so becomes abundantly clear. In that way, you’ll avoid the drag of the skeptics and give the early adopters a clearer path on which to lead.

Free download of 7 page paper in PDF format

Benefits of a Staff-Led Feasibility Study

In this 2nd of four related posts, I’d like to share my experience to help you explore whether an alternative to the traditional counsel-led feasibility study offers you the right kind of benefits.

There are numerous ways that conducting a staff-led feasibility study can benefit your organization.

  1. It strengthens donor relationships with staff by using targeted conversations.
  2. Donors feel better knowing the conversations are about them first, rather than simply about their money (a huge benefit for a principles-based fundraising philosophy).
  3. Staff members gain experience asking sensitive questions about personal giving and interests.
  4. Interviews conducted by staff allow the organization to obtain valuable donor/prospect information that can be imported directly into database management software without being filtered (or lost!) by the consultant. Some consultants prefer to treat the entire interview as confidential, in part to retain information that subsequently makes the consultant more valuable to the client in providing campaign counsel. Said another way, the consultants who conducted the study must be retained in order to find out what your donors think and feel about the project.
  5. Consultants must often designate their availability so as to accommodate other clients, thereby reducing scheduling flexibility with donors. A staff-led interview process allows for greater scheduling flexibility for completing interviews.
  6. Depending upon the size of staff and the interviewing team, this approach may field multiple interviewers to gain multiple perspectives.
  7. Staff members feel a greater sense of ownership of the information, having harvested it in real time as opposed to simply receiving aggregate information in a report.
  8. Conducting a study with one’s own staff is a sign of growing professional maturity and experience, thereby increasing staff credibility among internal constituents.
  9. Given the competitive world of attracting and retaining professional development staff, such a staff-led effort builds valuable career experience, thereby helping to retain gifted staff.
  10. Finally, this approach may save money in consulting fees, making this savings available for other budgetary needs, such as prospect research, cultivation costs, publications, etc.

Trust deficit or trust equity?

Say what you will about the demonstration of leadership during the president’s State of the Union address last night (and the response of the House members and Senators seated before him), President Obama’s speech reinforces for me some earlier reflections and new perspectives on leadership.

The president talked about the current trust deficit; something no leader welcomes nor treats lightly, regardless of the sector. He clearly addressed how tough it is in the current environment to make decisions and to reach consensus. My memory sufficiently jogged, I reached for my little copy of Ten Things to Do in A Conceptual Emergency1, and seized upon an embedded phrase that applies so well: “simply accept the complexity and participate in it.” Regardless of sector-government, business, social (nonprofit)-we are nothing if not in community. Our participation is required to advance the common good. The bridges we build (literally and/or metaphorically) are necessary to transcend barriers of all kinds. Leadership-solid, selfless, intentional leadership-revolves around building trust equity and pursuing bold objectives. 

1, International Futures Forum, Ten Things to Do in a Conceptual Emergency, (Axminster, Devon, United Kingdom: Triarchy Press Ltd., 2003), 8.


New Perspectives on Leadership

Conversation 2009 yielded several cool insights and powerful exchanges. Any discussion of social sector and philanthropy effectiveness must touch on the issue of leadership. Here’s an advance peak at some of the highlights from our gathering last April.

As leaders, it is centrally important that we are effective listeners. Because we’re all from different perspectives, our responses are different. Leaders help others find their authentic alignment. Internal alignment and forgiveness is a huge part of staying whole as a leader.

“An alternative is to simply accept the complexity and participate in it. Relish diversity and the unique quality of all things. This engenders a sense of belonging—and hence reinforces the motivation to participate. What drives this reinforcing cycle is love, empathy, and relationships.”*

The people we lead seek community.

In an attempt to offer perspective, I reflected that as the builders of bridges—whether in metaphor or reality—leaders must neither underestimate nor undervalue the “trust equity” they have earned over time. This trust equity—some might call it relationship capital or relationship insurance—is not solely the product of a leader’s age, tenure, and personality. It is all that and more. This trust equity creates a platform for inviting others into a new type of conversation with deeper meaning. Leaders who have earned high levels of respect and who have demonstrated solid success therefore have more room to maneuver in introducing thoughtful questions.

No leader can afford to simply model someone else and expect similar results. Start by asking yourself, “What is the highest and best I can do on any given day?”

A leader’s ability to become a catalyst for transformational change increases when devoting quality time to the insight and clarity that stems from “being.” When unable to step off the treadmill of the “doing” role, the leader is pulled into daily work on incremental change for operational survival and sustainability.

Ken Hubbell's graphic illustration of our leadership discussion
Graphic illustration of our leadership discussion

Few social sector leaders have the luxury of being able to exclusively focus on one role or the other. They must balance both.

Imagine, too, the leader’s ability to refocus and reinvent their role and their organization’s response when inspired by these bigger questions. This shift requires organizational leaders to talk, think, and work together in new ways in order to develop a shared commitment to something new, something truly integrated. It requires investments of time and energy. It often requires a catalyst. Our current environment is calling for us to ask a different set of questions.

Who leads the conversation that leads us to a reshaped world?


*From the chapter, Give Up On the Myth of Control, in Ten Things To Do in a Conceptual Emergency, 2003, International Futures Forum, 8.

Illustration by Ken Hubbell