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Purpose of this Art of Hosting Build stronger teams and partnerships.Broaden the skillset within your group, workmore effectively and enjoyably together,engage teams, organizations, and communitystakeholders in meaningful conversations thatpromote resilience, belonging, innovation, andcollective impact.Individual Enhance your skills and abilities to work withcomplexity, uncertainty, and change. Developleadership confidence for facing challengesthat don’t have clear solutions, use wise processplanning architectures for small and large-scaleinitiatives, and host strategic conversations.Team Apply what you learn to change projects thatimportant to you, your community, or yourorganization.Participants in thisArt of Hosting will Learn valuable approaches and tools for engagingstakeholders in meaningful conversations.Develop a shared understanding of each other’swork and opportunities for future and strategiccollaborations.Explore and gain clarity on how to address issuesat the at the center of day-to-day decisions andpractices in your workplace, team organization, orcommunity.Explore and identify new strategies andapproaches for furthering their work in ourcommunity and/or systems.Multiple Levels of FocusAoH invites us to operate at four interconnectedlevels at once. The learning at each of these levelsinforms and is present in the subsequent levels, sothat a natural hierarchy results. These four levelsoperate as characteristics of a whole and not as alinear path, but rather as characteristics of work.THE ART OF HOSTING To continue to connect to our passion andreason for choosing a different way of leadingin our communities To strengthen individual courage to lead ashosts To train on the competencies of collectivereflection and wise action To practice co-creating, co-deciding and cohosting in order to host strategic meetings,focus groups, and community conversationsCommunity/Organization/Etc. To experience working in unity with otherleaders To experience new organizational forms andwork of co-creating relationships that serve thedeeper needs and patterns in our communityand worldGlobal To understand the bigger context that we arealways part of To benefit from knowledge and experience of aglobal or “trans-local” network of practitionersand learners in this fieldWe have three days together to deepen a practiceof being present, focusing on questions thatmatter, listening to each other and to what wecreate together, harvesting, and choosing wiseaction. It is our opportunity to be in the practice ofthoughtfully doing the work that needs to be donein our organizations, community and world.UNT Denton10

On LeadershipMargaret WheatleyIn fact, in this day and age, when problems are increasingly complex, and there simply arenot simple answers, and there is no simple cause and effect any longer, I cannot imaginehow stressful it is to be the leader and to pretend that you have the answer.So, what I see in life-affirming leaders is that they are willing to say to people “I do notknow the answer, but together we will figure it out.”So, they are also leaders who rely on other people’s intelligence.And a life-affirming leader is one who knows how to rely on and use the intelligence thatexists everywhere in the community, or the school or the organization.And so these leaders act as hosts, as stewards of other people’s creativity and other people’sintelligence.And when I say host, I mean a leader these days needs to be one who convenes people, whoconvenes diversity, who convenes all viewpoints in processes where our intelligence cancome forth.So these kinds of leaders do not give us the answers, but they help gather us together so thattogether we can discover the answers.THE ART OF HOSTINGUNT Denton11

THEORY

Living SystemsA natural approach to organizing lifeFor three hundred years in the culture of thewestern world, since Descartes and Newton,western thinking has predominantly beeninfluenced by rationalism. In this thinking thereis a assumption that we have been able to figurethings out and “be in control”. We tend to viewour organizations and communities as we viewmachines – as consisting of clearly defined partswith clearly defined roles and a predictable output.In a complex world, this mechanistic view may notalways be adequate to meet the complex problemsand challenges we face. What if communities andorganizations could be viewed as living systems aswell?Living systems exist everywhere in nature –bacteria forming colonies or ants coming togetherto form a system that is capable of creatingan anthill. – Some termite nests even have airconditioning so the temperature stays the sameinside the hill!There are two exciting phenomena in nature andliving systems: Nature has the capability to self-organize, i.e.it does not require someone specific to directthe organization instead of all who are involvedparticipate in what is needed to achieve apurpose Self-organisation can lead to emergence the emergence of totally new properties andqualities 1 1 11 or something totally newand surprising.What if organizations really are living systems andthere could be a simpler way of organizing thatopens up the possibility for emergence – providedthe right conditions are in place?What would our organizations and communitieslook like then?THEORYSome Qualities of Living Systems: A living system only accepts its own solutions(we only support those things we are a part ofcreating) A living system only pays attention to thatwhich is meaningful to it (here and now) In nature a living system participates in thedevelopment of its neighbour - an isolatedsystem is doomed. Nature and all of nature, including ourselvesis in constant change (without ‘changemanagement’) Nature seeks diversity – new relations openup to new possibilities. It is not survival of thefittest – but everything that is fit – as manyspecies as possible. Diversity increases ourchances of survival. ‘Tinkering’ opens up to what is possible hereand now – nature is not intent on findingperfect solutions, but those that are workable A living system cannot be steered or controlled– they can only be teased, nudged, titillated A system changes (identity) when its perceptionof itself changes All the answers do not exist ‘out there’ –sometimes we must experiment to find outwhat works Who we are together is always different andmore than who we are alone - possibility ofemergence. Our range of creative expressionincreases as we join others. New relationshipscreate new capacities. Human beings are capable of self-organizing –given the right conditions Self-organization shifts to a higher orderUNT Denton14

AoH and Living SystemsA complement to traditional leadershipTraditional LeadershipAoH and Living Systems ComplementMechanisticOrganicManagement by controlLeadership by trustExecuting proceduresInnovating processNo single person has the right answer, butsomebody has to decideTogether we can reach greater clarity intelligence through diversitySilos/hierarchical structuresNetworksLeading by instructionsLeading by hostingTop-down orders, often without full informationTop-down orders informed by consultationWorking without a clear purpose and jumping tosolutionsCollective clarity of purpose is the invisible leaderMotivation via carrot and stickMotivation through engagement and ownershipSeeking answersSeeking questionsResults-orientedPurpose-oriented - the rest falls into placeChairing, reportingHosting, harvesting, follow upPeople are intelligent, creative, adaptive, self-organizing, and meaning-seeking.Organizations are living systems. They too are intelligent, creative, adaptive, selforganizing, meaning-seeking.Meg WheatleyTHEORYUNT Denton15

The Chaordic PathThe way to emergence and innovationEmergence: New consciousness, newawareness, and new solutions.There is a path to take between Chaos and Orderthat leads us to the new, collective learning, realtime innovation. Instead of relying on controllingevery detail in our organizations or communitiesfrom the top down, many leaders today see theneed to access the collective intelligence andcollective wisdom of everyone, which can be,at times, a “messy” process until we reach newinsight and clarity.We are beginning to understand and treatorganizations and communities more likeliving systems than static machines. After all,the chaordic path is the story of our naturalworld – form arises out of non-linear, complex,diverse systems. “At the edge of chaos” is wherelife innovates – where things are not hard wired,THEORYbut are flexible enough for new connections andsolutions to occur. New levels of order becomepossible out of chaos.This “chaordic confidence” – the capacity we needto stay in the dance of order and chaos – supportsa generative emergence that allows the new,collective intelligence and wise action to occur.In this space of emergence, we leave our collectiveencounters with that which not one of usindividually brought into the room. This requiresus to stay in a transformative shift, though we maywant to veer toward either chaos or order.And in fact, we will move between chaos andorder – this is the generative dance, an oscillationoften seen in the natural world. A balancebetween two seeming polarities, which are insteadcompliments of each other.UNT Denton16

As we move between chaos and order, individuallyand collectively, we move through confusion andconflict toward clarity. We are all called to walkthis path without judgement – some will feel morecomfortable with chaos, others with order. Bothare needed as, together, we walk the edge that isbetween these two toward something wholly new.Chaos/Order is the Place for LeadershipThe practice of leadership resides in the placebetween chaos and order. When facing newchallenges that cannot be met with the sameway we are currently working, we need to learnnew ways of operating. It is during these timesof uncertainty and increased complexity, whereOn the far side of chaos is chamos – or destructive results cannot be predicted that leaders needto invite others to share diverse knowledge tochaos. On the far side of order is stifling control.discover new purpose and strategies and decideWhen we move toward either of these extremes,the result is apathy or rebellion. The very opposite the way forward.of chaordic confidence, where the new cannot beOrder/Control is a Place forborn.ManagementThere is a path toward common ground, coThe practice of management lies between ordercreation, and wise and strategic action. There is a“sweet spot” of emergence with tangible results. If and control where activities need to be maintainedand executed routinely so that a particularwe are looking for innovative, new solutions wewill find them in a place between chaos and order standard results. It is the place where “more of thesame” is required. Therefore, when predictability is– the chaordic path.called for and where procedures and standards areclearly defined and need to be adhered to.THEORYUNT Denton17

The Four-Fold PracticePractice AoHBe Present(Pre-Sensing)FOUR FOLD PRACTICEPractice Conversations(Participation)Community that learnsHosting Conversations(Contribute)Co-CreateCommunity of Practitioners(Co-Create)Being truly present, engaging skillfully inconversations, being a good host of conversationsand engaging with others in co-creation, are allpractices or skills that are easily understood but ittakes a continuous practice to hone these skills.1. Being Present - Host YourselfBe PresentHOST YOURSELFHost OthersCONTRIBUTEParticipateCommunity of learnersCOMMUNITY OFPRACTICEIN CONVERSATIONBecoming a learner.host yourself first - be willing to endure chaos keep the “space” or possibilities open - stay in the firetaking a moment of silence. Invite a collectiveof the present.slowing down so that all participants in a meetingBeing present means showing up, undistracted,can be present together.prepared, clear about the need and what your2. Participate In Conversationpersonal contribution can be. It allows you tocheck in with yourself and develop the personal.be willing to listen fully, respectfully, withoutpractice of curiosity about the outcomes of anygathering. Presence means making space to devote judgment and thinking you already know thea dedicated time to working with others. If you are answer – practice conversation mindfully.distracted, called out or otherwise located in many Conversation is an art, it is not just talk. Itdifferent places, you cannot be present in one. For demands that we listen carefully to one anothermeetings to have deep results, every person in the and that we offer what we can in the service ofroom should be fully present.the whole. Curiosity and judgment cannot livetogether in the same space. If we are judging whatBeing present also means being aware of one’senvironment, other people and what impacts you we are hearing, we cannot be curious about theoutcome, and if we have called a meeting becauseand how you impact others.we are uncertain of the way forward, being openCollectively, it is good practice to become present is a key skill and capacity. Only by practicingskillful conversation can we find our best practicetogether as a meeting begins, be it through atogether.welcome, a good framing, through “checking-in”to the subject matter or task at hand by hearingeveryone’s voice in the matter or as simple asTHEORYUNT Denton18

If we practice conversation mindfully we mightslow down meetings so that wisdom and claritycan work quickly. When we talk mindlessly, weneither hear each other nor do we allow space forclarity to arise. The art of conversation is the art ofslowing down to speed up.3. Host Others - ContributeThe fourth practice is about showing up in aconversation without being a spectator, andcontributing to the collective effort to sustainresults. The best conversations arise when we listenfor what is in the middle, what is arising out ofthe center of our collaboration. It is not about thebalancing of individual agendas, it is about findingout what is new. And when that is discovered workunfolds beautifully when everyone is clear aboutwhat they can contribute to the work.be courageous, inviting and willing to initiateconversations that matter - find and host powerfulquestions with the stakeholders – and then makeIn a truly co-creative process it becomes irrelevantsure you harvest the insights, the patterns, learnings who said or contributed what – the gift is in theand wise actions.synergy and inspiration when we each build onHosting conversations is both more and less than each other’s knowledge and the whole becomesmuch bigger than the sum of the parts.facilitating. It is an act of leadership and meanstaking responsibility for creating and holding the“container” in which a group of people can dotheir best work together.You can create this container using the sevenhelpers as starting points, and although you canalso do this in the moment, the better preparedyou are the better.The bare minimum to do is to discern theneed, get clear on the purpose of the meeting,prepare a good, powerful question to initiate theconversation and know how you will harvest andwhat will be done with that harvest, to ensure thatresults are sustainable and the effort was worth it.Hosting conversations takes courage and it takes abit of certainty and faith in people. We sometimesgive short shrift to conversational spaces becauseof the fear we experience in stepping up to host. Itis, however, a gift to host a group and it is a gift tobe hosted well.This is how results become sustainable over time– they fall into the network of relationships thatarise from a good conversation, from friendsworking together.The collaborative field can produce unexpectedand surprising results.From a learnerto a community that learnsAs we learn to be truly present and engage inconversations that really matter – we becomelearners. As learners many doors are open to us.As we begin to host conversations and connectwith other hosts – we become a community oflearners or practitioners. As a community we owna much bigger capacity than as individual learners.As a community of individual practitioners orlearners – truly becomes “a community thatlearns”, that is where we really enter the collectiveintelligence.4. Co-Create.be willing to co create and co-host with others,blending your knowing, experience and practiceswith theirs, working partnership THEORYUNT Denton19

Two Loops ModelUsing emergence to take social innovation to scaleAt The Berkana Institute, we have been noticingand practicing four levels that help support thecreation of new systems while old systems die.Each of these steps show up on the new / bottomcurve.If we follow the trajectories of systems we see thatthey all have life cycles. They have a beginning,a middle, and an end. We can see many of ourmodern systems failing to sustain themselves inthe complexity of our times.1. Naming the work of pioneers.Human systems, like systems in nature, don’t tendto change through plans or dictates, but throughemergence. If we want to support movementstaking hold, the best thing we can do is fostercritical connections between pioneers who areworking on the ground to create fresh and relevantsolutions.2. Connecting pioneers into networks of sharedinterest and purpose.3. Nurturing networks into deliberatecommunities of practices.4. Illuminating the stories of communitiesof practice to help them become more farreaching systems of influence. From theformer fringe into a new social norm.TWO LOOPS MODELScenario planningHosting shadow and fearSTEWARDConflict and a graceful use of powerFailsafe planningResourcingStructuring andstabilizingHospicing, harvesting,and honouringStepping outFinding each otherHOSPICENAMEILLUMINATEGrievingCreating choicesSafe to fail prototypingRelational workInviting othersConcretizing and practicingCOMPOSTWeaving loose connectionsJumping the sharkNOURISHCONNECTKeeping it togetherTHEORYStructuring and stabilizingTRANSITIONUNT DentonEnergizing20

CynefinA frameworkThe Cynefin framework is a model used todescribe problems, situations and systems. Themodel provides a typology of contexts thatguides what sort of explanations and/or solutionsmay apply. Cynefin is a Welsh word, which iscommonly translated into English as ‘habitat’or ‘place’, although this fails to convey its fullmeaning. A more complete translation of theword would be that it conveys the sense that weall have multiple pasts of which we can only bepartly aware: cultural, religious, geographic, tribaletc. The term was chosen by the Welsh scholarDave Snowden to illustrate the evolutionarynature of complex systems, including theirinherent uncertainty. The name is a reminder thatall human interactions are strongly influencedand frequently determined by our experiences,both through the direct influence of personalexperience, and through collective experience,such as stories or music.The Cynefin framework draws on research intocomplex adaptive systems theory, cognitivescience, anthropology and narrative patterns, aswell as evolutionary psychology. It “explores therelationship between human beings, experienceand context” and proposes new approaches tocommunication, decision-making, policy-makingand knowledge management in complex socialenvironments.Description of the frameworkThe Cynefin framework has five domains. The firstfour domains are: Obvious, in which the relationship betweencause and effect is obvious to all, the approachis to Sense - Categorize - Respond and we canapply best practice. We simply need to coordinate our response and get to work.CYNEFIN FRAMEWORKCOMPLEXCOMPLICATED- Cause and effect can be understood only partiallyand only retrospectively- Groups help us

THE ART OF HOSTING 7 What is the Art of Hosting? 8 The Art of Hosting: A few assumptions 9 Purpose of this Art of Hosting 10 On Leadership 11 THEORY 13 Living Systems 14 AoH and Living Systems 15 The Chaordic Path 16 The Four-Fold Practice 18 Two Loops Model 20 Cynefin 21 Theory U 23 T