Choice-creating Overview

by Jim Rough

Magic should happen when we facilitate. The best way to reach consensus is when organizations, individuals, and small groups spontaneously jump to win/win conclusions. The process not only yields results but generates higher levels of capability and consciousness in participants. This article is adapted from a book-in-process: Society's Breakthrough: Releasing Essential Wisdom and Virtue in All Our People by Jim Rough.

A Definition of Choice-Creating

What is the most important issue we face in our society?

   Surprisingly, this question is rarely asked and rarely answered.

   In our society more effort is going into the creative placement of cereal boxes on grocery shelves than addressing important issues that this question might reveal. Why? Because our normal ways of thinking cannot handle them. Complex, emotionally tinged, seemingly impossible-to-solve issues do not lend themselves well to objective, rational approaches. As a result, we turn away.

   As long as we religiously adhere to our mechanistic ways of thinking, questions like this are unlikely to be asked. Instead, the issues grow to crisis proportions. Then, when we must let go we abandon our ideas of how change should happen and act from desperation.

   Illustration #1 shows a map of thinking levels. Each level assumes a different underlying model of change. Although everyone has the capacity to think at all levels, there is usually a focus on one. Most facilitators specialize in a particular level of change, helping their clients master problems suited to that level. Below, these levels are briefly described.

   Level 0: "reacting"

   Illustrated by the splotch on the chart, this is pre-thinking. No model of change is assumed, so the person or organization is in a kind of chaos, turning from pain and pursuing pleasure. At this level the person or organization is shaped by outside forces.

   Level 1: "decision-making"

   Embrace the good and get rid of the bad. This is a straightforward, common sense attitude toward change. Managers who assume this model of change, for instance, might seek to improve their organization by rewarding good performers and penalizing bad ones. One particular set of values is assumed, where what is "good" and what is "bad" are clear.

   In this model of change it is assumed that big problems can be broken into small ones. Implementation plans are developed, action items are coordinated and progress is assessed. Each element of a problem is assumed to be independent of others. Analysis tools like force-field analysis and ParetoÕs Principle assume this level of independence and objectivity.

   Level 2: "problem-solving"

   The next level of thinking happens when one realizes that issues go deeper than one set of values. Here it is realized that one must understand the system.

   Many corporations try to develop this "systems thinking" in their employees. In fact, the corporate quality movement is largely about helping the organization make this shift. When people know how to get to the bottom of issues they can help customers with their true needs. Rather than focusing directly on results, with this step, attention shifts to the underlying causes.

   Level 3: "creative problem-solving"

   The next level of thinking occurs when people let go of exclusively using their conscious minds to solve problems. Here, people work with unconscious processes, like commitment, creativity, intuition, and visioning. The assumed model of change is future-pull rather than cause-push. The current situation is explored and a compelling vision is articulated. This sets up a creative tension and releases energy and capabilities so that the vision almost manifests itself.

   Facilitators often help people with this level of change. Brainstorming, team-building, meditation and many group exercises are level 3 approaches. Here, people can have fun while they build new solutions creatively.

   Level 4: "co-creating"

   The model of change at this level is transformation. Just as a crisis can transform people, co-creating can lead to deep change to both the problem and the people. The unconscious mind, rather than ego, takes the lead. For instance, at this level a mission statement is not something ego decides, but something discovered inside oneself. Dialogue, therapy, community-building, and what I call "choice-creating" also work like this.

   In choice-creating, an issue is selected and people are encouraged to follow their energy and determine "the real issue." The facilitator helps people face this issue in a creative, heart-felt and collaborative way.

   Level IV is not better than Levels I, II, or III, or even 0. But an experienced facilitator should understand its value, not as a technique, but as a fundamentally different way of thinking about the issues. For instance, it is a common mistake to assume that all situations can be addressed from Level I, breaking problems into parts, setting goals, brainstorming ideas, and managing forces to achieve those goals. Since this paradigm of change is so widely accepted, the vast majority of meetings are devoted to this approach. Other levels are seen to be merely techniques.

   Because the Level I and Level II perspectives seek to direct psychic energy and block its natural flow problems occur: The "real issue" can go unaddressed. Also, group energy that might've been creative often turns negative: People get into arguments or conflicts; they overanalyze; there is a lack of commitment; etc. When the facilitator recognizes the transformational potential and works with it at Level IV, then the real issues can emerge and people can address them creatively. Also, when this happens, many Level 1-type meetings become unnecessary.

A Demonstration

   In this workshop the focus is on choice-creating. This is a transformational, fourth-level process of thinking where people address difficult issues successfully.

   In this example session, we will select an important societal issue to address. Dynamic facilitation will be demonstrated and (hopefully) the transformational, choice-creating "zone" of conversation will be achieved. Then we will process the experiment. Some possible criteria for evaluating a choice-creating meeting are:

1)	People are authentic	No one is holding back. All show who they really are and say what they really feel or think.
2)	There is complete safety	No one feels judged.
3)	The topic is important	People are always working on what they care about. Every participant in the meetings wants to be there.
4)	Everyone is respectful	Each person feels listened to and fully heard.
5)	The group has synergy	Each person's comments genuinely contribute. Also, the group process improves each person's thinking.
6)	Dialogue, not discussion	There is no agreeing, disagreeing, arguing, or selling of ideas. People engage the topic with open minds and hearts.
7)	Transformation happens	Individuals, the group and the organization all grow from this type of conversation. Thinking is stirred and continues to evolve after the meeting.
8)	Effective results	People reach true commitment on consensus decisions in a timely manner.
9)	People are creative	There are frequent breakthroughs, or "jumps" in thinking and feeling.
10)	Inclusive process	Diverse views and individual differences are encouraged and valued.

How to Facilitate Choice-creating

   Hopefully, the demonstration will meet the criteria, or at least there will be evidence that it would if there were more time.

   To ensure the choice-creating "zone," the facilitator must work dynamically. He or she cannot use a step-by-step model, but must "go with the flow." The dynamic Choice-creating Flow Model used provides the necessary degree of flexibility and is illustrated below.

   The dynamic facilitator can sometimes begin facilitating just by capturing comments on flip charts. He or she must always protect each speaker from judgment, however. If someone starts to disagree with a comment, the facilitator might step in and reframe the disagreement as a concern and add a piece of new information.

   The Choice-creating Flow Model uses four basic lists to capture information:

   1) SOLUTIONS

   2) CONCERNS

   3) DATA

   4) PROBLEM STATEMENTS

An additional chart can be used later to capture the results that emerge:

   5) DECISIONS

   The dynamic facilitator uses these charts to support the natural energy of the group. When creative, group energy usually unfolds in this way:

1)	Trust-building	people grow to speak authentically from the heart.
2)	Perception-building	people explore different contexts and perspectives.
3)	Mission-building	people discover what they really want.
4)	Innovation-building	creative approaches spark new insights.

   As people begin speaking, one or two particular solution options will often become apparent. Rather than delaying these until the problem is defined, the facilitator should encourage the person who feels most strongly, to state their "purge" solution.

   This answer is captured on the list of SOLUTIONS. Getting this written down in front of the group crucial to releasing group energy. This is not a time for "off the top of the head" responses, but instead, the facilitator draws people out and helps them speak from the heart about where they are on this issue.

   I call this stage "trust-building" because people become authentic and open with one another. The facilitator uses the charts to ensure that each comment is valued and adds to group knowledge. Any response that begins as a judgment is reframed and captured as a concern, a new piece of data, a new problem-statement or a solution idea.

   Oddly, the starting place for most groups is SOLUTIONS. Energy is usually tied up in one or two ideas, or fear that one of these wonÕt work properly. Sometimes, just writing this solution down helps people clarify their concerns or what they really want and the decision is clear. In the "logic" of emotions, starting with SOLUTIONS makes most sense.

   Once people open up and express themselves authentically, trust breakthroughs often occur. New levels of trust can be solutions in themselves because other issues just go away. After trust-building, the energy will naturally shift to the second phase, that I call, "perception-building." Here, people start exploring. They remember important points of data as though they are solving a puzzle together. And, many times, the puzzle's solution is also discovered.

   In the dynamic approach to facilitation, the facilitator does not direct the group or hold them to pre-agreed ground rules. Instead, he or she anticipates and releases blocks to group energy so it can naturally unfold. He or she captures comments on appropriate charts, protects people from judgment, reflects what they are saying and guides energy through the different stages. After perception-building, group energy usually shifts again.

   In the next phase, "mission-building," people start speaking from the heart again. They talk about what the real problem is, or what they really want. The facilitator helps by asking questions that draw people out. Often, this helps them gain a new understanding of the problem and a new level of commitment.

   The fourth phase of the emotional cycle is "innovation-building." Here, people deliberately choose to become creative. The facilitator may suggest creative problem-solving methodologies like brainstorming, metaphors, or reversals to help people invent new solutions. High energy is often generated as well as new lines of thought.

Summary

   There are different models of change and different levels of thinking associated with each model. Facilitators usually specialize in a particular model best suited to a particular class of problems. Here, it is suggested that the facilitator be familiar with transformational change and with the need to work dynamically. With this capability, he or she can more effectively facilitate on any level.

   In the workshop, dynamic facilitation will be demonstrated. Hopefully, the choice-creating zone of conversation will be experienced and the participant will recognize the potential to achieve breakthroughs on impossible-to-solve problems. We will look at the Choice-creating Flow Model and how it is used to engender this transformational zone of conversation.

   As organizational systems become more complex there is a growing need for creative answers, new levels of cooperation, and new levels of consciousness. The level of thinking required for this is transformational. Being able to facilitate at this level is rapidly becoming the fundamental competency of leadership.

For more information see Dynamic Facilitation and the Magic of Self-organizing Change.

The Presenter

   Jim Rough is president of Jim Rough and Associates, Inc. in Port Townsend, WA. He has developed a unique, dynamic approach to facilitating meetings that generates transformational, choice-creating conversations. Since 1990 he has presented this unique approach in four-day public seminars on Dynamic Facilitation Skills. He is also a frequent speaker and since 1978 has been a faculty member of annual Creative Problem Solving Institutes in Buffalo, N.Y. Rough has published articles on empowerment, facilitation, and systems thinking. Currently, he is writing a book, Society's Breakthrough: Releasing Essential Wisdom and Virtue in All Our People, which describes a simple risk-free way to elevate the spirit of community and democracy in the nation.

   Jim presented a session on "The Wisdom Council: A New Approach to Community-Building in Large Organizations" at the Denver IAF conference in 1995. The topic was new at the time and has evolved considerably as his book is nearing publication.

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© Jim Rough and Associates, Inc.