2facil skillsfeb17 19

Skills for Facilitators=Benchmarks for Groups

Dr. J. V. Worstell

Presentation to

TSATU

February 2010

www.deltanetwok.org

Goal: creating

lasting (sustainable)

rural development

One indicator of

success:

creation of new

locally-owned

enterprises

So, How?

Generating Alternatives

Two approaches

•Commitment, passion

•Tiered assistance and

enterprise self-selection

1. Determine/promote best bets.

2. Build teams around

commitment of champions.

•Agroecosystem fit

•Market windows

―We get involved with

hundreds of projects,

whereas they paint

themselves into a corner

trying to pick ―winners‖,

and restricting therefore

the numbers of those at

the starting blocks.‖

Sirolli, 1995:124

―The greatest need in

agriculture today is for

people who can facilitate

business planning with

groups of farmers.‖

Many agents have

the ability to do this.

Some are already facilitating

new enterprises, but don‘t

see it as ―Extension.‖

Our goal:

catalyze agents

to catalyze

enterprise.

Coalitions ofInstitutions

Challenge: field staff with ag

and enterprise facilitation

expertise

SouthernIllinois

University

SoutheastMissouri

StateUniversity

University ofTennessee-

Martin

Murray StateUniversity

University ofArkansas-Pine Bluff

AlcornState

University

ArkansasState

University

1. Enterprise facilitation

units

2. Marketing skills

development

3. Adaptive research (e.g.

product development)

4. Entrepreneurial

Agriculture curriculum

Delta Vision

DELTA OPPORTUNITY DAY3rd Annual Entrepreneurial Agricultural Conference

November 5, 1999

7:30 A.M. STATE OF THE DELTA BREAKFAST

with U.S. Representative Jay Dickey

NEW INDUSTRIES FOR THE DELTAModerator: Chris Dionigi, Technology Transfer, USDA/ARS, New Orleans

9:00 Emerging Aquaculture Industries

Fresh water shrimp Steve Fratesi, Stoneville, Mississippi, Grower

Hybrid striped bass Sam Plottel, Nature‘s Catch, Clarksdale, Mississippi

9:40 Emerging Row Crop Industries

Sweet Potato Mike Cannon, Louisiana State University

Aromatic Rice Chuck Gibson, Specialty Rice Marketing, Brinkley, AR

Ed Rister, Texas A&M University, College Station

10:40 New Technologies for New Delta Industries

Healthy Home Insulation Nozar Sachinvala, USDA/ARS/SRRC

11:00 Lt. Governor Winthrop Rockefeller: Financing innovative agri-businesses

11:15 New Technologies for New Delta Industries

Retrofitting Gins for Recyling Stanley Anthony, USDA/ARS

11:35 Alternate Futures for Traditional Grains

Identity-Preserved Grains Pete Moss and Rod Frazier

& Ethanol/Cattle Feed Frazier, Barnes and Associates, Memphis

12:30 DELTA FUTURES LUNCHEON

with Senator Blanche Lincoln and USDA Undersecretary Jill Long Thompson.

•An organic export business which reached $12

million in exports last year.

• New shrimp, sweet potato, crawfish, watermelon

and blueberry enterprises.

• Four new agribusinesses: epoxy from sugar,

building materials from cotton, kenaf and bagasse,

compost from gin trash and hybrid rice seed.

• Union of dozens of Delta agencies, businesses,

universities and non-profits in the Delta Compact.

• Delta Caucus: A joint public policy education

effort joined by over 150 elected officials from the

Delta.

• A Delta Export Center funded at $1 million a

year (joint UA, ASU project).

• Delta Opportunity Days: yearly event in each

state for farmers and elected officials to inspire

new industries in the Delta.

•Passed responsibility to individual states.

First three years

Identify individuals

with specific value-

added diversification

interests

Link individuals

and form teams

to pursue

common vad

interests

Organize new

cooperatives,

associations, and

networks

Go to legislature

for more funding

State institutions are

transformed with

far more staff

working to develop

value-added

alternatives

Kentucky‘s statewide strategy to

increase marketing alternatives

Extension

facilitates

Joint effort of

state and farmer

groups to

develop

marketing

alternatives

•Marketing

•Feasibility Analysis

•Raising capital

•Business structures

•Securities & patent law

Our technological and intellectual potential

is at its greatest level ever,

yet our ability to work collaboratively

lags far behind.

Peter Drucker et al.

Building teams of skills

Stages of group development

Tuckman Gyr

forming

exploring

storming

systematizing

norming

venturing

performing integrating

Think about teams

you’ve been a part of

which generated lots of

innovations, made lots

of progress.

What did those teams

have in common?

Someone had faith.

―My faith was in people, and in

their universal characteristics of wanting to

become something, of enjoying good work,

of achieving respect and self-respect, by

performing beautifully and being human...I

had faith that in Esperance, like anywhere

else in the world, there would be individuals

that at that very moment were dreaming,

discussing even sketching on their kitchen

table, their ideas for that special something

they wanted to do. I knew, not only with my

head but with my heart as well, that the only

thing I had to do was to become available to

those people and facilitate the transformation

of their dreams into good work.

faith trust

commitment

STONE SOUP(Construct the story around the room

We are constructing something new here

You do it everytime you facilitate a group.)

Three soldiers trudged down a road in a

strange country. they were on their way

home from the wars. Besides being tired,

they were hungry. In fact, they had eaten

nothing for two days.

"How I would like a good dinner tonight,"

said the first. "And a bed to sleep in," added

the second. "But that is impossible," said the

third.

On they marched, until suddenly, ahead of

them, they saw the lights of a village.

"Maybe we'll find a bite to eat and a bed to

sleep in," they thought.

Now the peasants of the place feared strangers.

When they heard that three soldiers were coming

down the road, they talked among themselves.

"Here come three soldiers," they said. "Soldiers

are always hungry. But we have so little for

ourselves." And they hurried to hide their food.

They hid the barley in hay lofts, carrots under

quilts, and buckets of milk down the wells. They

hid all they had to eat. Then they waited.

The soldiers stopped at the first house. "Good

evening to you," they said. "Could you spare a bit

of food for three hungry soldiers?" "We have no

food for ourselves," the residents lied. "It has

been a poor harvest."

The soldiers went to the next house. "Could you

spare a bit of food?" they asked. "And do you

have a corner where we could sleep for the

night?" "Oh, no," the man said. "We gave all we

could spare to the soldiers who came before

you." "And our beds are full," lied the woman.

At each house, the response was the same --

no one had food or a place for the soldiers to

stay. The peasants had very good reasons,

like feeding the sick and children. The

villagers stood in the street and sighed. They

looked as hungry as they could.

The soldiers talked together. The first soldier

called out, "Good people! We are three

hungry soldiers in a strange land. We have

asked you for food and you have no food.

Well, we will have to make stone soup." The

peasants stared.

The soldiers asked for a big iron pot, water to

fill it, and a fire to heat it. "And now, if you

please, three round smooth stones." The

soldiers dropped the stones into the pot.

"Any soup needs salt and pepper," the first

soldier said, so children ran to fetch salt and

pepper.

"Stones make good soup, but carrots would

make it so much better," the second soldier

added. One woman said, "Why, I think I have a

carrot or two!" She ran to get the carrots.

"A good stone soup should have some cabbage,

but no use asking for what we don't have!" said

the third soldier. Another woman said, "I think

I can probably find some cabbage," and off she

scurried.

"If only we had a bit of beef and some potatoes,

this soup would be fit for a rich man's table."

The peasants thought it over, then ran to fetch

what they had hidden in their cellars. A rich

man's soup, and all from a few stones! It

seemed like magic!

The soldiers said, "If only we had a bit of

barley and some milk, this soup would be fit

for a king!" And so the peasants managed to

retrieve some barley and milk.

"The soup is ready," said the cooks, "and all

will taste it, but first we need to set the tables."

Tables and torches were set up in the

square, and all sat down to eat. Some of the

peasants said, "Such a great soup would be

better with bread and cider," so they

brought forth the last two items and the

banquet was enjoyed by all. Never had

there been such a feast. Never had the

peasants tasted such delicious soup, and all

made from stones! They ate and drank and

danced well into the night.

The soldiers asked again if there was a loft

where they might sleep for the night. "Oh,

no!" said the townsfolk. "You wise men

must have the best beds in the village!" So

one soldier spent the night in the priest's

house, one in the baker's house, and one in

the mayor's house.

In the morning, the villagers gathered to

say goodbye. "Many thanks to you," the

people said, "for we shall never go hungry

now that you have taught us how to make

soup from stones!"

Why such a story?

Illustrates system facilitation

Organizing a group of people to

accomplish an objective

CommunityDevelopment Entrepreneurial

Training(NxLevel, etc)

Classicorganizing(e.g. Alinsky)

Classicfacilitation(e.g. Senge)

NGOs

New Generation

Organizers

Think about teams

you’ve been a part of

which generated lots of

innovations, made lots

of progress.

What occurred as those

teams developed?

Benchmarks of

successful group

facilitation

Open stance

(Conceptual

pluralism)

Systems

thinking

Common

assumptions

Adopt outcome

frame instead of

problem-directed

Integrators

emerge and

are valued

Synthesize

new paths

Open stance;conceptualpluralism

Learningsystems;systemslearner

Motivatingteams

Communicating beyond words

Holisticfeasibilityanalysis

SynthesisIntegrationInnovationCreativity

Successfulenterprisefacilitation

Skills of successful facilitators

Facilitator: what are

they? What do they do?

History

Formal facilitation arose in US and Europe following change in business management style from authoritarian to more democratic

Bosses realized: if workers have input into their jobs and help decide how they‘ll do their jobs,

Workers work harder

Workers are more committed

Workers stay with the company.

To get worker input into decision-making, most efficient to gather all in a group and do ―strategic planning‖

If boss leads effort, everyone will try to please him and won‘t get creativity and freedom to come up with the best ideas.

So bring in an unbiased outsider who knows how to work with groups.



Traditional facilitator‘s role

Help a group (i.e., employees) develop a plan for improving their organization

Paid well ($2500/day)

But paid by boss and have to do what he says.

Often boss knows how he wants process to come out

And your job is to manipulate the group to achieve that end.



Example: University of Missouri

President decides to merge several departments. Agronomy, plant pathology, range science, weed science all become ―plant sciences‖

But wants faculty to think its their idea.

Facilitator hired by president to get all faculty to come up with this plan.

Manipulation



Systems facilitator

is different

Goal is to help a group develop

without manipulation.

Decide what best goals are

Decide what best path is to

those goals.

Start them on the path to

accommplishing their goals

Help group become a powerful

organization which doesn‘t need

the facilitator any more.

System facilitator:

What does he or she do?

Everything traditional facilitator

does and more.

Helps new qualities emerge in

the group.

Helps the group get organized

by discovering new qualities in

itself.

Emergent phenomena.

What is water?

Can you predict what water is from its

components?

Hydrogen oxygenwater

Whole is greater than sum of parts.

The magic of self-

organizing groups.

Ever been in a group which was

communicating so quickly you have

no idea were the ideas are coming

from?

How do you do it?

Holistic

feasibility

analysis

(HRM,

PMP)

Synthesis,

integration,

innovation

Learning

systems;

systems

learner

Motivating

teams

Communicating

beyond words

Effective

Facilitation

Basic attitude: open stance

Carte et. al., 1996

Clawson and Bostrom, 1995

Stance shows in

nonverbal behavior

What do you see?

Closed stance

STANCE:

Common stances

"I'm the expert, you listen."

"You can learn something

from everyone."

“It’s not my field.”

"We're all in this together."

"It's us versus them."

"If you can't measure it, it

doesn't exist."

"Circle the wagons."

Open stance:

nonverbal

behavior squared-up

lean toward

the group,

eye contact

relaxed

no arms or

legs crossed

The understanding that

lets one take things lightly.

When you‘re certain of

your skill

you face situations with a

relaxed confidence.. (Ta in

Chinese)

It‘s an attitude not

specific behaviors.

―The good leader talks little,

And when his work is done,

the people say,

‗Amazing, we did it,

all by ourselves.‘‖

The letter of the law kills,

the spirit of the law gives life.

If any one of you thinks

he is wise, he should

become a 'fool' so that he

may become wise.

Open stance qualities

Humble, not all-knowing

expert

Open to new ideas

fruits of spirit: hope

peace love

Mu: thinking without

words, without

categories, without

distinctions. (Japanese)

Best advice:

Find a mentor

you don‘t learn this solely from

books or lectures.

A good mentor will set you free

to create your own style.

If you are the mentor, the

teachable moment:

tried to do it and isn‘t working

then the mentor is invaluable.

It‘s something you coach not something you

teach.

Robert GreenleafServant Leadership

Questions about stance?

Write your questions here!

one trial

learning, fear,

punishment,

self-esteem

Group dynamics,

team-building

learned

helplessnes

s,

depressionattribution

cognitive

dissonance

hierarchy of

needs

curiosity &

altruism

drives

motivating

teamsempowerment

learning

communities

Selfish motivation

We all enter this world selfish. We cry as loud as we can when we are hungry. We demand whatever will satisfy our desires. Sometimes, in every culture, people never get out of this mode. They are called gangsters, oligarchs.

Sometimes an entire culture can become entranced with the value and glory of the individual. Then, everyone wants to be the star. The one who conquers all. The individual is glorified. Chiefs run the show, slapping down anyone who might challenge them.

In fact, for most of our species existence, we followed these basic survival instincts and our lives were short and brutal.

Being selfish, our first use of language is to get things for ourselves. Language is a tool we use for our own natural, selfish ends. So we lie. So, just as selfishness is natural, so is lying natural to young children.

We have to learn to use language to express truth and not just to use it to get what we want. However, higher motivation is also natural if the society permits.

Maslow‘s Hierarchy of

Needs

One of few things US MBA students remember:

1.Physiological. Survival needs. Examples: Food, drink, health.

2.Safety. Physical and emotional security. Such as clothing, shelter, protection against attack (unemployment benefits, old age pension).

3.Affection needs. Affection and the need to belong. Examples: Family unit, other small groups such as work groups.

4.Esteem needs. For self-respect, for accomplishment, for achievement. The achievement must be recognised and appreciated by someone else.

5.Self-fulfilment needs. To utilise one's potential to the maximum working with and for one's fellow beings

Once primary needs are satisfied they cease to act as drives and are replaced by needs of a higher order. So that higher order needs are predominant when primary needs are satisfied.

Curiosity, Altruism and

Cooperation alter Maslow

Hierarchy mostly true, partially

not.

Curiosity. If bored enough,

you‘ll do anything for

stimulation. Give up food.

Altruism. You‘ll give up food

to save a neighbor pain.

Cooperation. Children naturally

cooperate without reward.

Altruism is an innate

instinct

Rhesus monkeys were given a

lever which dispensed food but

at the same time as dispensing

food, it gave the monkey in the

next cage an electrical shock.

The monkeys with access to the

'shocking' food levers would not

pull the lever, foregoing food

for many days, rather than give

the monkey next door a shock.

Helping is innate

Experiment 1. Experimenters performed simple tasks like dropping a clothes peg out of reach while hanging clothes on a line, or mis-stacking a pile of books.

Nearly all of the group of 24 18-month-olds helped by picking up the peg or the book, usually in the first 10 seconds of the experiment.

They only did this if they believed the researcher needed the object to complete the task - if it was thrown on the ground deliberately, they didn't pick it up.

Experiment 2. A box with a flap on it. Children shown the flap. When the scientists accidentally dropped a spoon inside, and pretended they did not know about the flap, the children helped retrieve it. They only did this if they believed the spoon had not been dropped deliberately.

Chimpanzees helped in finding lost object but not in the more complex box experiment.

From ape cooperation to

human cooperation

—Leavens et al. (e.g. Leavens & Hopkins 1998) documented that for a human, many captive chimpanzees point reliably to food they cannot reach, so that humans will retrieve it for them, even though they never point for conspecifics.

—Warneken & Tomasello (2006) found that young chimpanzees help human adults to retrieve out of reach objects—but not as often or in as many situations as 1 year old human infants.

These findings suggest that when they are interacting with especially tolerant and helpful partners chimpanzees are able to behave in more cooperative ways, but normal human children are all cooperative by 1 year old.

Object choice task

Adult shows child something

desireable (food or toy) is under

a box.

Then second situation, adult

points to box.

Child always picks right box.

Chimp only by chance.

But if adult starts to grab box,

chimp picks it.

Chimp doesn‘t assume

cooperation, child does.

Natural for children to

cooperate if domineering and

aggressive children are

removed.

Cooperative play

Situations were set up in which an

adult did things like hold out a

basket in which the infant was asked

to place a toy.

After the infant complied, in the test

for role reversal, the adult placed the

basket within the infant‘s reach and

held up the toy herself.

All 18 month olds and even some of

the 12-month-olds spontaneously

held out the basket for the adult

while at the same time looking to her

face, presumably in anticipation of

her placing the toy inside.

Chimps never do this.

The agent/facilitator has:

No rigid programs or structure

(to select against the

entrepreneur, the innovator)

•Starts with a stance,

not a plan

•Help them create a vision

•The vision attracts the group

•The group creates the plan.

Motivation from within

•First, do nothing•except look for

commitment to an idea

•then help build a

group around the idea

•and fan that flame

Developing a motivated team:

what does the agent do?

The agent/facilitator is:

As passive as a

loaded spring

no programs

Motivating teams

Depressed, fearful people seldom accomplish much.

Depression: learned helplessness. People learn they will be punished no matter what they do, so they do nothing.

Out of the frying pan into the fire.

To eliminate this attitude:

no criticism

Do something silly

Make the group laugh

Make a mistake and don‘t worry about it

Elicit other motivations than fear: curiosity, altruism, cooperation.



Motivatingteams






Goal: creating


rural development

One indicator of

success:

creation of new

locally-owned

enterprises

So, How?

one trial

learning, fear,

punishment,

self-esteem

Group dynamics,

team-building

learned

helplessnes

s,

depressionattribution

cognitive

dissonance

hierarchy of

needs

curiosity &

altruism

drives

motivating

teamsempowerment

learning

communities

You are fanning their

motivation.

Finding the spark is

key.

You find what they are

interested in and

encourage it.

Enthusiasm is

infectious.

Motivating groups to

create new enterprises

Must use both selfish and non-selfish drives

Selfish: get money or won‘t be successful enterprise

Non-selfish:

Curiosity

Altruism

Cooperation

If don‘t develop these impulses, group never becomes solid.

Motivating group success:

labor unions

•Alinsky's Thirteen Rules for Radicals

•Very successful with labor organizing, civil rights

•Power is not only what you have but what the enemythinks you have.

•Never go outside the experience of your people. It may result

in confusion, fear and retreat.

•Wherever possible go outside the experience of the enemy.

Here you want to cause confusion, fear and retreat.

•Make the enemy live up to his/her own book of rules.

•Ridicule is man's most potent weapon. •A good tactic is one that your people enjoy.

•A tactic that drags on too long becomes a drag.

•Keep the pressure on, with different tactics and actions and

utilize all events of the period for your purpose.

•The threat is usually more terrifying than the thing itself.

•The major premise for tactics is the development of

operations that will maintain a constant pressure upon the

opposition.

•If you push a negative hard and deep enough it will break

through into its counterside.

•The price of a successful attack is a constructive alternative.

•Pick the target, freeze it, personalize it and polarize it.

Obama‘s method for organizing groups

Hillary Clinton‘s Senior Thesis

Make the enemy live up to

his/her own book of rules.

All men should have equal

rights.

Civil Rights movement.

Women should not be second

class citizens:

Women‘s Right to Vote

All men should be brothers.

Anti-apartheid movement

Doesn‘t work if enemy is

flexible and has allegiance to

natural law deeper than rules.

•A community of interest (central business

proposition) can be found that is not based on an

external enemy, but on an economic opportunity.

• This community of interest can be so powerful as

to engender sacrifice, commitment, and loyalty to

the business cooperative, and help it survive.

• The only fear needed in organizational efforts is the fear of

missing the opportunity to invest.

• The character of leadership counts greatly in

evaluating potential for successful cooperative development

and equity commitments. The organizing board must consist of

individuals who are also trusted by colleagues.

• Competitors are not enemies and need not be

defeated. Alliances are possible with competitors.

• Customers are natural allies and worthy of products

that are safe, wholesome, and fairly priced.

• Government is neither an enemy nor a friend, but a tool in the

conduct of business that is necessary to ensure fair play. It is

not responsible for "saving us.‖

• People make investments for more than economic

reasons-they want to be part of a cause.

New Generation Rules for Organizing

Power is not only what you have but what the enemythinks you have.

•Wherever possible go outside the experience of the enemy.

Here you want to cause confusion, fear and retreat.

•Make the enemy live up to his/her own book of rules.

•Ridicule is man's most potent weapon.

Having a common enemy can motivate

Curiosity and altruism are stronger

•A community of interest (central business

proposition) can be found that is not based on an

external enemy, but on an economic opportunity.

• This community of interest can be so powerful as

to engender sacrifice, commitment, and loyalty to

the business cooperative, and help it survive.

•Competitors are not enemies and need not be

defeated. Alliances are possible with competitors.

•People make investments for more than economic

reasons-they want to be part of a cause.

Competitors

are not always enemies.

We often use metaphor of war in

business. But competitors may be

your future partners.

Competition can produce a very

strong incentive for cooperation, as

certain players forge alliances and

symbiotic relationships with each

other for mutual support. It happens

at every level of, and in every kind

of, complex adaptive system, from

biology, to economics, to politics.

Testing competitive

strategies using computer

simulations

Testing strategies of cooperation and competition against all possible options. Simple “Tit for Tat” strategy won every time.

“Tit-for-Tat” program started out by cooperating on the first move, and then simply did exactly what the other program had done on the move before.

The program was “nice” in the sense that it would never defect first. It was “tough” in the sense that it would punish uncooperative behavior by competing on the next move.

It was “forgiving” in that it returned to cooperation once the other party demonstrated cooperation. And it was “clear” in the sense that it was very easy for the opposing programs to figure out exactly what it would do next.

Not “nice guys finish last”

Instead “nice, tough, forgiving and clear guys finish first.”

Chaotic systems

Weather

All our computers, we can‘t predict.

Managed Chaos

Brain waves:

normal is irregular firing of neurons

Epilepsy: all fire at once

Sleep

Brain waves chaotic unless coma

Heart beat on cardiogram

Healthy: irregular, wrinkly appearance – not a smooth, regular tracing.

Heart attack coming: consistency and regularity

All resilient systems are chaotic.

You are a mass of

competing impulses

One part wants to listen to this

lecture

Another part wants to go out for

a walk with that beautiful girl

Another is mad at enemy and

wants to punch him

Another wants to help your

friend understand English and

this lecture

Let each motivation be

expressed at proper time

What won in

cooperation/competition simulation?

Cooperate if other cooperate, selfish

if other selfish.

But very clear about what doing.

And don‘t hold a grudge. If other

becomes cooperative, you do too.

Managed Chaos =

Complex adaptive

system (CAS) ―кас‖

Managed Chaos =

Complex adaptive system

(CAS) ―кас‖

Chaos is not absence of energy, its

energy pushing in lots of different

directions.

Chaotic system of 15-16 yr old:

Hormones go wild.

Lots of different competing impulses.

Lots of potential if can control

Key CAS quality:

Multiple competing impulses

Let each out in response to

appropriate stimulus.

Facilitator‘s фасилитатор:

Coordinate group impulses

In traditional facilitation, might

explicitly tell group, let‘s let

specific impulses take over

In facilitation of enterprise

groups: have to be more subtle.

Basic idea:

Bring right attitude to bear when

needed

Maintain all possible responses

GO Green --creativity, alternatives,

proposals, what is interesting, and

changes.

GO Black -- is the cold-hearted, logical

judge. It is a crucial impulse to employ

at the right time, but often over-used.

GO White --Ignore arguments and

proposals. Just look at the facts, figures

and information.‖

GO Red --feelings, hunches, intuition.

Put forward an intuition without any

need to justify it

GO Yellow --logical optimism. How

can we make this work?

GO Blue --process control. It looks not

at the subject itself but at the 'thinking'

about the subject.

Chaos is good,

if managed

Resilient systems are chaotic.

Facilitator maintains all

motivations for use at the proper

time.

Until, eventually, the group

knows to use the right

motivation themselves.

All living systems have this

principle carved into their

being.

Great facilitators

First humble,

open stance

Second,

motivate teams

What Else?



Motivatingteams






Skills for facilitators V:

communication beyond words

Body language/ Mehrabian

kinesics/eye contact Birdwhistle

Proxemics/

personal space Hall

Touch Morris

Social intelligence Gardner

Emotional intelligence Goleman

Dominance/power Lorenz

Innate releasing Wilson

mechanisms Tickbergen

We‘ve gone beyond instinctual response to stimuli.

Haven‘t we gotten away

from the reaction to

steatopygia (which

stimulated our cousin the

Bushmen) and similar

innate releasing simuli?

Or have we?

Our brain evolved in response to social stimuli.

Competition and cooperation within our tribal

bands, villages is the source of our human

intelligence. One of first of these new brain areas:

facial nucleus controls reaction to facial expression.

Genetic control of perception of

facial expressions of emotion

Gene which helps produce a neurotransmitter ( serotonin) transporter and maps to chromosome 17, has two alleles (or gene variations) short (S) and a long (L) alleles

S results in increased amygdala and bodily response to facial expressions of emotion—especially anger.

• Dannlowski et al., 2008. Neuropsychopharmacology

So a human gene responds specifically to facial expressions!

Maybe our instincts still control us.

•Amygdala damage from another mutation

results in an inability to recognize fear in

people's facial expressions.

•However, they are able to recognize fear

if instructed to concentrate attention on a

person's eyes.

•People with normal brains always looked

immediately at the eye region of a face—

even more so when the face was fearful.

People with S variant mentioned before are much more responsive to angry faces.

Psychologists diagnosis of social anxiety didn‘t predict response to angry faces, S allele did.

Dominance hierarchies hard to specify in humans, but rhesus monkeys with the short allele spent less time gazing at images of the face and eyes of other monkeys and less likely to want to view a picture of a high-status male.

Monkeys were observed while being shown images of high status faces or faces of familiar monkeys. In addition to spending less time looking at faces and eyes, the S/L monkeys also had larger pupil diameters when gazing at photos of high-status male macaques, indicating higher arousal.

S monkeys were less willing to take risks after they were primed with the faces of high-status males. Previous studies have found that inducing fear in human with S gene makes them more risk-averse. Faces of high-status males cause greater fear in the S monkey.

The S monkeys actually had to be paid juice to view the dominant males, while the L monkeys gave up juice for a look at these faces.

Platt et al., 2009 J Psychiatry Neurosci

Single gene for social anxiety

Weeds vs Orchids

Such an allele would not survive if it only had bad effects—basic natural selection.

S allele makes more susceptible to social anxiety if have poor maternal attention

S allele makes less susceptible to social anxiety/depression if have good maternal attention as child.

Facilitator needs take nurturing role if group members shy, anxious.

The words we use make up

as little as 5% of what we

communicate. When you say

even the simplest word or

statement, the meaning can

be reversed depending on

the tone of voice you use.

I really love you.

People trust the

nonverbal over

the verbal.

Communication

beyond words

How much can we perceive

from the nonverbal?

Dogs sense fear.

Know when someone staring at

you.

Know when someone coming

up behind you.

Know when danger is present?

Overactive response is possible

And see danger everywhere

Underactive response and not see

danger.

In America, eye contact signifies trust, confidence, and believability. But eye contact can also mean a challenge to dominating people.

Posture (submissive or dominant), a touch on the shoulder, getting up and standing next to a speaker, etc, can defuse power and dominance activities in groups.

Those who seek to dominate groups limit progress of the group. The group can only go as far as permitted by the dominant person's integrative skills.

Six basic nonverbal techniques

for facilitators

1. Face people squarely. This says, "I'm available to you; I choose to be with you."2. Adopt an open posture.

Crossed arms and legs say, "I'm not interested." An open posture

shows your group that you're open to them and what they

have to say.3. Maintain good eye contact.

Have you ever talked to someone whose eyes seemed to be looking at everything in the

room but you?

4. Watch your group. Learn to read their nonverbal behavior: posture, body movements and gestures. Notice frowns, smiles, raised eyebrows and twisted lips.

5. Give nonverbal feedback.Nod. Smile. Raise your eyebrows. These small signals encourage your group to open up even more.

6. The last step in listening is speaking. Restate in your own words what your group members say. That proves you were listening and gives them the opportunity to correct or clarify.

Cross-cultural non-verbal clashes

A pre-meeting discussion between two members of an advisory board.

They need to unite in order to stop a typical bureaucratic blunder an agency is about to commit. Each is trying to indicate an interest in the issue and be friendly.

As they talk, the Latino, following his/her cultural rules, moves closer and closer to his/her potential ally.

The Anglo, following his/her class and cultural norms, interprets this as pushiness or even aggression and not only backs away from the close contact, but also shifts his/her eyes away from the Latino's open yet direct eye contact.

The retreating movements of the Anglo shout loudly in a silent language to the Latino and an atmosphere of mistrust evolves.

Gemutlich

Ishin Deshin: wordless,

yet deep understanding

between two people. (Japanese)



Motivatingteams






integrationsynthesis

innovation

Thesis-antithesis

-->synthesis,

complementarity

Soft sytsems,

critical

systems

Rapid

prototyping

TQM,

creative

destructio

n

Creativity

cycle,

narrative

analysis

Futures

studies

Benchmarks of

successful group

facilitation

Open stance

(Conceptual

pluralism)

Systems

thinking

Common

assumptions

Adopt outcome

frame instead of

problem-directed

Integrators

emerge and

are valued

Synthesize

new paths

Mokita: Truth everyone knows,

but no one admits.

(Kiriwina, New Guinea)

Others are impossible

Some assumptions are

easy to change

The true believer thinks he‘s got all the answers

But he‘s not even on the right track.

He can help in dealing with certain closed systems

but the open systems characterizing biology and social groups?

No way. He‘s lost and just can‘t admit it to himself.

Rural people can‘t accomplish anything

Psychology is just rats running in a maze.

Groups are worthless.

Camel is horse made by committee

What are your assumptions?

They show your basic values.

Planning Projects

People plan and implement

projects on the basis of their

change models - their implicit

theories about how the world

works

What about assumption—more

detailed plan is better?

Sometimes complex plans are

unnecessary and just get in the

way.

Especially if you are looking for

emergent ideas

No complex plans,

just few basic rules Birds flying in a flock. Amazing!

How is it done?

Computer simulation called “Boids,” The simulation consists of a collection of autonomous agents – the boids – in a environment with obstacles.

In addition to the basic laws of physics, each agent follows three simple rules: (1) try to maintain a minimum distance from all other boids and objects; (2) try to match speed with neighboring boids; and, (3) try to move toward the center of mass of the boids in your neighborhood.

When the simulation is run, the boids exhibit the very lifelike behavior of flying in flocks around the objects on the screen.

They fly in a flock just like birds, a complex behavior pattern, even though there is no rule explicitly telling them to do so.

Visa International

$1 trillion annual sales volume and roughly half-billion clients, but few people could tell you where it is headquartered or how it is governed.

It’s founding chief executive officer, Dee Hock describes it as a non-stock, for-profit membership corporation in which members (typically, banks that issue the Visa cards) cooperate intensely

“in a narrow band of activity essential to the success of the whole” (for example, the graphic layout of the card and common clearinghouse operations),

while competing fiercely and innovatively in all else (including going after each other’s customers!).

This blend of minimum specifications in the essential areas of cooperation, and complete freedom for creative energy in all else, has allowed Visa to grow 10,000 percent since 1970, despite the incredibly complex worldwide system of different currencies, customs, legal systems and the like.

Session Four

Джим Урстел

Консультант з питань

агробізнесу

[email protected]

If you want copies of these

powerpoint slides, email me.

I‘m looking for someone to

translate these into a Russian

book.

mailto:[email protected]

Goal: creating


rural development

One indicator of

success:

creation of new

locally-owned

enterprises

So, How?

казацкая пищаCreating

a new Ukrainian

business

Produce and sell all

naturally-raised traditonal

food products from

Southeast Ukraine

Business Model: organize production using

natural methods and sell in

Казацкий рынокFirst in Eastern Ukraine, then all Ukraine and

Russia, then world.



Motivatingteams






Transformation of

Australian Ag Policy

1981: systems agriculture

facilitation training begins at

University of Western Sydney-Hawkesbury

Other Australian universities see successful graduates and create

facilitation training programs and graduates spread through

government, non-profits and industry

1988-1990: commodity supports eliminated.

Replacement programs created with

group facilitation as key component

National

Landcare

Property Management

Planning Marketing Skills

Program (DPIE)

Research and

Development Centres

Environment, Extension, Economic Development, Research


innovation

Thesis-antithesis

-->synthesis,

complementarity

Soft sytsems,

critical

systems

Rapid

prototyping

TQM,

creative

destructio

n

Creativity

cycle,

narrative

analysis

Futures

studies

Of course if you are totally sure that you are

right, then you're stuck in your wicked mess for

awhile.

wicked messes―Wickedness occurs when people are totally sure

their values and ideology are right and

unchangeable.‖

"Messes" arise when dynamic complexity is

high. Messes cannot be solved by solving

component problems in isolation from one

another because there are significant couplings

between isolated problem symptoms. System

may even adapt and change when intervention

occurs.

What's the way out of any wicked mess? It begins

with identifying and questioning your assumptions.

So a wicked mess arises when

polarization on assumptions occurs

in extremely dynamic situations.

One of the ―wicked messes‖

facing agriculture is that

farmers see themselves as

producers of raw commodities

and raw commodities are

rapidly losing value except as

part of vertically integrated

value chains.

Meanwhile, many extension

agents see their role as

being experts in production

of particular commodities.

When

•The science is uncertain

• the truth is unknown• polarization is everywhere

Assume

Any solution is blocked

by restricting assumptions

Look for

A more basic

stabilizing assumption

which permits innovation

Roe, 1994

Polarized narratives

Farmers can‘t

afford expensive

water quality

renovations

Environmental

regulations will

increase costs and

sink huge numbers

of farms

Farmers must

unite to defeat

environmental

regulations.

Farms produce

most non-point

source pollution

Farmers must

change their

practices

Farmers must

insure they are

not polluting

Require three test

wells on each farm

Converging narratives

Farmers can‘t afford

expensive water

quality renovations

Environmental

regulations will

increase costs and

sink huge numbers

of farms

Farmers must

unite to defeat

environmental

regulations.

Farms produce

most non-point

source

pollution

Farmers must

change their

practices

Farmers must

insure they are

not polluting

Require three test

wells on each farm

Family farms and

clean water are

both valuable

resources

Farmers who

willfully

pollute, and

will not

change, do not

deserve the

support of

other farmers.

Farmers can

help design

more practical

ways of

increasing

water quality

State authority

established where

farmers and

environmentalists

jointly establish

water quality regs

Limiting assumption:

Bioethanol is the wave of the future.

Only Goal: Develop Bioethanol

business.

More basic assumption permitting innovation.

Bioethanol should be alternative for farmers.

Goal: Government support for ethanol.

Then: develop ethanol business.

Limiting assumption:There‘s nothing wrong with GMOs, barriers to

GMOs should be broken down

More basic assumption permitting innovation:

Just sell ‗em what they want.

Assumption:

farmers are

producers of raw

commoditiesConsultants

provide more

personal and

specialized

production

support

Extension

assumes it

should

provide

technical

assistance in

productionRaw commodities

lose value farmers

need more

personal attention

rely more on

consultants

Conflicting

responsibilities

of Extension

limits level of

personal

attention

Larger farmers

see less value

in Extension

assistance

Extension

staff in

Can‘t

provide

needed

help

Diverging narratives

―The test of a first-rate

intelligence is the ability to

hold two opposed ideas in

the mind at the same time

and still retain the ability to

function.‖


innovation

Thesis-antithesis

-->synthesis,

complementarity

Soft sytsems,

critical

systems

Rapid

prototyping

TQM,

creative

destructio

n

Creativity

cycle,

narrative

analysis

Futures

studies

Genetics of stress tells us:

maternal supportrelaxed

confidence

Almost every cell in body has same genes and chromosomes.

As humans and animals grow some genes are activated and others deactivated. So we get fingers where fingers should be and eyes where eyes should be.

If an infant gets the right sort of attention and support (being near mother and licking in rats) in early life, genes causing anxiety in fearful situations are deactivated. Genes which help the infant better handle stress are activated.

Faced with challenges later in life, those receiving normal maternal attention tend to be more confident and less fearful.

In perilous times, mothers increase the stress reactivity of their offspring by licking less. Offspring are less confident and more fearful later in life.

Genetics of stress tells us:

maternal supportrelaxed

confidence

This relaxed confidence is a quality of

good facilitator. The opposite is

concerned, anxious, purposive action.

Western culture since Socrates has

valued this kind of attitude.

Often useful, but can be a mistake. It

says: "You‘re wasting time playing"

One of best ways to defeat creativity.

Many quality ideas result from "play"

time, since a person‘s mind is free of

its natural defenses during that time

and mental locks are less likely to

occur.

Ways to stop creativity

1. You‘re wasting time playing.

2. Looking for the one right answer. Why also find lost item in last place

you looked?

3. That‘s not logical.

4. Be practical.

5. Avoid ambiguity.

6. That‘s not my area.

7. Don‘t be foolish.

8. Follow the rules.

9. I‘m not creative

Embrace paradox

A paradox makes no sense according to the prevailing mental models.

Stimulate creativity by asking paradoxical questions:

How can we give direction without giving directives?

How can we lead by serving?

How can we maintain authority without having control?

How can we set direction when we don‘t know the future?

How can we oppose change by accepting it? How can we accept change by opposing it?

How can we be both a system and many independent parts?

Can you think of others that are relevant to your context?

Successful groups are

purpose-driven at times

and playful and creative at

other times

Groups need to take six different attitudes depending on what the group needs to accomplish.

Call these the six hats.

Some facilitators say: OK, let‘s put on the green hat now, we need to be creative. Or, let‘s put on the black hat now, we need to ruthlessly logical.

GO Green --creativity, alternatives,

proposals, what is interesting, and

changes.

GO Black -- is the cold-hearted,

logical judge. It is a crucial impulse

to employ at the right time, but often

over-used.

GO White --Ignore arguments and

proposals. Just look at the facts,

figures and information.‖

GO Red --feelings, hunches,

intuition. Put forward an intuition

without any need to justify it

GO Yellow --logical optimism.

How can we make this work?

GO Blue --process control. It looks

not at the subject itself but at the

'thinking' about the subject.



Motivatingteams






Skills for facilitators III:

learning systems, systems learning

Learning styles Kolb

cognitive styles Miller

Personality, emotion Rogers, Schachter

Attention, perception,

cybernetics Weiner

Game theory von Neumann

Learning and organizing Friere, Horton

Soft systems Checkland, Bawden

Systems thinking Rapaport, Senge

Self-organizing systems Prigogine, Jantsch

Action research Zuber-Skerritt, Whyte

Holistic thinking Mu

The words we use make up

as little as 5% of what we

communicate. When you say

even the simplest word or

statement, the meaning can

be reversed depending on

the tone of voice you use.

People trust the

nonverbal over

the verbal.

Communication

beyond words

Members of your group

will have different

learning and thinking

styles

No one style is better than

others; all are needed for

the group to succeed.

Learning styles

How do members

of your team learn

best?

One dimension:

Reflection------Action

Groups learn best through:

Feeling, thinking, experiencing,

creating, acting, designing or

experimenting.

Another dimension:

Concrete ---------------- Abstract

Four stages of learning: the concrete experience, the reflective observation, the abstract conceptualization, and the active experimentation.

Example: concrete experience: burn hand on stove sometimes not others

Reflective obs: stove on--burn hand

Abstract concept: energy running through makes hot

Active experiment: turn on light, see if gets hot

Sometimes yes, sometimes no? Back to concrete experience

Four stages of learning: the

concrete experience, the

reflective observation, the

abstract conceptualization, and

the active experimentation.

Over time individuals develop

preferences for specific

dimension based on their

personal experiences,

personality differences,

environmental factors and prior

educational factors.

There are also learning modality

preferences such as auditory,

visual, or tactile/kinesthetic.

Learning and personality

Attention, processing and acting

are all influenced by our

personality, some total of

experiences and predispositions

we were born with

Knowing your personality to

make it work for you. Routes to

business success, route you take

depends on your personality

Most personality researchers

agree personality can be

described in 4 dimension or 16

types.

Introvert-----Extrovert

Introverts think best by themselves

by processing ideas in their own minds. They can be tired out by too much contact with other people. Extroverts, on the other hand, are

usually energized by being with other people and often think best if they can discuss their ideas.

Sensing-----Intuition

Sensing thinkers take in information

sequentially through their senses and are most interested in the concrete and the here-and-now. Intuitive thinkers

are interested in theories and possibilities and often make good guesses without going through sequential steps.

Thinking---Feeling

People with a Thinking preference

tend to make decisions objectively in a logical and impartial way. People

with a Feeling preference tend to

make decisions subjectively on the

basis of their feelings and perceived

effects on other people.

Judging---Perceiving

People with a Judging preference

like things to be clear and settled and strive for closure. People with a

Perceiving preference like things to

be open-ended as long as possible.

UCLA MBA: No 1 best way

4 perspectives on reality

each requires and adopts a

different management style

Systems thinking

Linear cause-effect thinking

Complex adaptive systems. Systems which make changes in themselves to adapt to environment. All living systems.

Most scientific analytic techniques have us break a system into smaller bits, study the bits, and, when we believe that we understand the bits, put them all back together again and draw some conclusions about the whole.

Most traditional organizational theory leads us to view organizations as machine-like with replaceable parts, and if each part is doing its job, the organization will run smoothly. These theories assume that stability is the natural state of an organization,

If an organization consists of functions and roles that are carried out by people who are replaceable with little damage to operations and in which results are predicable and replicable, then we do have a machine.

Managing a machine or

managing chaos?

Machine or Military metaphor

or Complex Adaptive System

The basic problem with machine and military metaphors is that they ignore the individuality of agents and the effects of interaction among agents.

Or worse, they simply assume that all this can be tightly controlled through better (read: more) specification.

While there are many situations for which the machine and military metaphors might be useful – for example, routine surgical processes – there are also many situations for which these metaphors are grossly inadequate.

Skills for facilitators IV:

holistic decision making

Holistic Resource Management Savory

Property Management Planning Dept of Primary Industries

Futureprofit Queensland

Farm$mart Victoria

Farming for the Future New South Wales

Farmwi$e Tasmania

Managing chaos Ditto, Schaffer, Westman

Fastthinking, narrative analysis Roe

Agroecosystems analysis Conway

Participatory rural appraisal Chambers

Farming systems research Simmons

Rapid Rural Appraisal Rhoades

Most people don't spend a lot of time thinking about how they make decisions

they simply make their decisions the way humans have since the Stone Age:

based on expert opinion, past experience, research results, peer pressure, intuition, common sense, cost-effectiveness, profitability, laws and regulations, compromise, sustainability, etc.

And it is this process that is largely responsible for the state of the world in which we now live.

Some 20-odd past civilizations have failed, and the only thing these civilizations had in common was the way humans made decisions.

Disciplinary blinders Disciplines are sets of solutions

agreed to by people who have similar jobs. They received their positions because these solutions worked in some arena in the past.

These solutions have no necessary link to any crucial current problem.

Dedication to these solutions means members of disciplines redefine any problem so that their solutions can solve it.

To a boy with a hammer, every problem is a nail and he has the solution. For a boy with scissors, cutting solves all problems.

We have solutions in search of problems.

Disciplinary Tribalism

I am an economist, I do

economics.

I am an agronomist, I

do agronomy

Much more effective:

dedication to a region,

a community.,

Master disciplines

Become transdisciplinary

Lower left: logical decisions

Upper left: anarchy

Middle: edge of chaos need to adapt system

Goal: get from 4 to 5

Recognize new patterns

Find non-limiting assumptions/beliefs

Discover deeper causes

Holistic Decision-

Making

if you were to learn everything there is to know about oxygen and hydrogen, you would still have no idea of the properties of water

Likewise, we rarely think of a person as a mass of interconnecting parts (arms, legs, organs, etc.) but rather as a whole human being.

This same human can exist within another whole: a family; and this whole exists within another whole: a community; and so on.

Rarely would we refer to a community as a group of "interconnecting parts."

To begin practicing holistic

decision-making, however, we need

to begin thinking holistically

recognizing that the world only

functions in wholes, and that all our

decisions impact the ecosystem upon

which our very existence depends.

Since land and/or resources cannot

be managed in isolation from the

humans tied to (and dependent on)

these resources,

in holistic management we only

manage in "whole" situations (whole

farms, whole firms, whole

communities, etc.)

which includes the people, their

values and desires, the resource base,

and the wealth that can be generated

from this resource base.

In any group we see regularities

From these we see a pattern

Feedback to the group

Group adapts and becomes

better.

Zimbabwe farm given to drop-outs

My task, make it successful

I saw it was managed by people with good technical skills but no experience in managing a farm. Hired by non-farm people.

I recommended change to experienced managers

First response: very negative since people who I told this to had hired these bad ones.

Finally they did hire new ones and success.

•Bureaucrats and entrepreneurs

mix like oil and water.

•The entrepreneurial mindset:

innovative, intuitive, quick

decisions, accept damage

(can‘t make an omelet without

breaking eggs)

•Bureaucratic minset: careful,

logical, change slowly, make

sure you protect your position,

very worried about slight

negative perceptions.

•So negative response for

Zimbabwe from bureaucrats.

Entrepreneurs, not

government programs,

are the heart of

economic development.

But government or other

bureaucracy often has resources

or permits you need.

So facilitator must see both

perspectives and help group see

perspective of other.

Final proof: path

synthesis or integration

Open stance

(Conceptual

pluralism)

Systems

thinking

Common

assumptions

Adopt outcome

frame instead of

problem-directed

Integrators

emerge and

are valued

Synthesize

new paths

Transformation of

Australian Ag Policy

1981: systems agriculture

facilitation training begins at

University of Western Sydney-Hawkesbury

Other Australian universities see successful graduates and create

facilitation training programs and graduates spread through

government, non-profits and industry

1988-1990: commodity supports eliminated.

Replacement programs created with

group facilitation as key component

National

Landcare

Property Management

Planning Marketing Skills

Program (DPIE)

Research and

Development Centres

Environment, Extension, Economic Development, Research

www.deltanetwork.org

Marketing as part of

Holistic Decision-Making

for new Enterprises

1. Marketing Feasibility

Analysis

2. Marketing Trends:

Normal

3. Marketing Trends:

Disruptive

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