David Sibbet | Collaboration Strategies
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inpersistence1Coming back to the United States from a month in Europe has my head spinning. Gisela and I were working in Germany, Austria, Italy and Poland, leading our Visual Consulting: Designing & Leading Change workshops with groups of consultants and managers interested in collaboration and change. They were all hyper aware of the confusions swirling in the U.S., and wondering about their own stability. Italy is closing its borders. Merkel in Germany is hanging onto a slender coalition. Young entrepreneurs in Poland know from experience that things can shift. And they were very excited about learning hopeful strategies for change.

 

WHAT’S NEXT?

“So, what is ours to do?” I ask myself, now back home. It’s clear the polarization and complexity of our current situations (not to mention the Supreme Court square-off) are pushing many into either a zealous supporter or resistance camp. Blaming abounds (see my previous post).

As I re-grounded myself—sweeping decks, going on walks, meditating, hosting brothers and visitors from Australia—it came to me. I’m not in “resistance.” I’m in PERSISTENCE.

 

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I was saddened to hear that my friend and colleague Allan Drexler passed away recently. He was 88. In the 1980s, he and I co-developed the Drexler/Sibbet Team Performance Model® (Model) and the facilitative methods and tools connected with it. Without Allan we would not have this model. The depth of his field experience with teams, coupled with his deep understanding of group dynamics developed in sensitivity training work at National Training Labs, kept the work grounded in the real world of working teams.

How the Work Beganteamperformancesketchtalk

I first met Allan in 1982, when I gave a workshop about facilitation that included Arthur M. Young’s Theory of Process. Allan shared a team-building model he had developed with Jack Gibb, an influential social science researcher, and Marv Weisbord, a thought leader in organizational development. It laid out predictable questions people ask when joining a group: Why are we here? Who are you? What are we doing? How will we work together? (The model is illustrated here in a Sketchtalk I did on the subject).

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I’m writing to share about a wonderful collaboration with Alan Briskin and Amy Lenzo creating a new “gyrocompass” image for their on-line, six session series on Activating Collective Wisdom, launching this June. The Five Practices of Collective Wisdom is a distillation of work Alan Briskin has been doing over many years on the subject. How this image came to be is a wonderful story of emergent creativity.

Some Context

Gyrocompassv5The collaboration began in Germany last year at the Leading as Sacred Practice (LASP) Retreat held at the Beuerhof Farm in the Vulcan Eifel region of Germany East of Cologne. Alan presented about these five practices and led a rich inquiry into what is deep listening, as well as how to suspend certainty, welcome emergence, keep the whole system in mind and prepare for the extraordinary when working with groups. I graphically recorded the session. Read more…

ds_2017_journal_image_01_2017As the new year begins, I am pleased to introduce my newly revamped website at davidsibbet.com. It’s the same URL as before, with lots of new content from my work seeding the field of visual facilitation. Take a look and let me know what you think.

Fusing Visual and Dialogic Practice

Looking ahead in 2017: for years The Grove had as its tag line “transforming the art and practice of collaboration worldwide.” Our work has helped countless organizations and has generated a whole field of visual practice. Now the ‘valley of concerns’ has deepened, and we need to reach further. People who actually know how to collaborate will be needed more than ever.

This is why The Grove will be launching our new membership support network, the Global Learning & Exchange Network (the GLEN) in the next few months. The GLEN will focus on change practitioners—internal and external leaders and process consultants—who feel called to step up to the problems of our time with collaborative approaches. Not all participants will be visual practitioners. Some are steeped in dialogic practice. We believe that empowering people to work expertly with both modalities will advance the field.

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