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Liberating Structures: New Patterns of Interaction for Organizations - Plexus Institute
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This program is an on-demand recorded webcast, available for access any time.
Like Internet entrepreneurs and political strategists, organizational leaders can unleash decentralized, self-organized action to get results better-than-expected-or-imagined.
In this 90 minute webinar, the presenters will share their experience introducing a large array of self-organizing change methods — which they call Liberating Structures (LS) — to organizations looking for new ways for people to work together. LS generate novel patterns of interactions that can transform leaders and stimulate innovation and productivity organization-wide.
Organizations operate mostly top-down and this is reflected in the way “working together” is usually organized. Participation in meetings is restricted and often standardized; agendas and discussions are controlled by a few; meeting formats and designs tend to be nearly always the same (sometimes for decades), dominated by PowerPoint presentations followed by some form of managed discussion. Decisions thus made by a few then depend for their implementation on the “vast majority” that wasn’t included in the decision-making process.
Liberating Structures [LS] are twenty-five (and growing) easy-to-learn, adaptable methods that make it quick and simple for groups of people of any size to radically change how they interact and work together, and thus how they address issues, solve problems and develop opportunities. These methods are easy to learn, spread quickly peer-to-peer, and require minimal coaching. Liberating Structures have received the same positive response in a wide range of cultural environments in Latin America, Europe and the US. Some of the methods will be very familiar to many practitioners - such as Open Space and Appreciative Interviews. Others, like Positive Deviance and TRIZ, may be new to you.
The presenters will share their experience introducing LS in Latin America and, more recently, in Europe and the US. Organizational settings have included multi-national business, hospitals, government and non-profit organizations. Participants will have the opportunity to consider whether and how LS might be applied in organizations with which they work.
Henri Lipmanowicz recently retired from a distinguished career at Merck. He was president of the Merck Intercontinental and Japan Division, and a member of the Management Committee. He became interested in complexity when he recognized that many of the strategies that just seemed to “work” for him as a leader were well aligned with principles from the complexity framework. Henri is Chairman of Plexus Institute, a nonprofit dedicated to applying ideas from the new science of complexity to social and organizational problems.
Keith McCandless, principal of the Social Invention Group, is a highly regarded consultant with expertise in strategic planning, leadership, and organizational development. He has been instrumental in the growth of the Conversation Café movement, which began in Seattle and is spreading internationally as a means of stimulating wide-ranging communication about socially vital issues. Keith helps organizations move forward through uncertainty with innovative approaches including scenario planning, generative dialogue, Chaordic design, communities-of-practice, appreciative inquiry, open space technology, positive deviance, graphic facilitation, and rapid prototyping. Keith is a member of the Plexus Institute Advisory Council.
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Presented By:
Plexus Institute
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Program Fee:
Free
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System Requirements:
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