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You can find out more at www.conferencesthatwork.com, which offers five free chapters, a condensed introduction to peer conferences, a blog, and free downloads of many supporting resources.

Check it out, Adrian loves to get feedback!

For more information … Loot at Agile Tour Bordeaux!

Lots of people have told me how they hate meetings, interruptions and administrative overhead at work. And on the internet you don’t really have to search long to find excellent blog articles like meetings and why I hate them. Not only the time and energy spent in meetings that do not seem to produce value, the time required for all the context switches is often not taken into account as “work time”. We will only get paid for spending time on actually producing value as “agreed upon with our managers”.

And the better we are at doing “multiple things at the same time”, the more that loss of time and energy is considered a part of the “free economy”. We may actually be asked to spend 50% of our time on a “trouble shooting or problem solving” for that yearly goal setting form, but without taking into account the necessary “context switches”. Encapsulation attempts?

Goal setting form??? Yes, that form that assumes a stable year, and has just stolen a weekend of our time because we know it will come back to haunt us during a performance review. Filling in that form is also not considered “work time” …

The stolen time and energy in filling in forms, meetings, and loss of time and energy due to “context switches” and “power plays” is one of the things most organisations have “tacitly agreed not to talk about”.

Focused on actual response-ability and excellent product manifestation as we creative problem solvers can be, we do not want to loose even more time and energy on fighting the legacy system, and we kinda leave it at that. Kinda, because it makes us hate those meetings, forms, and procedures, and eventually our work.

Trouble shooters’ and problem solvers’ time and energy are taken for granted, become hidden factors, simply because an organisation and management process in general does not desire to find “trouble”, “problems” and “mistakes”. Especially executives do not want to know. We must all just be more positive, n’est ce pas, and success will manifest itself, so “the illusionary top” can get those fat bonuses, and “give” us a “free” lunch?

The Love

Focused on maturity of excellence, we can land ourselves in a position where we get encapsulated by the system because we keep solving the “wrong problem”. The real problem here is the above multiple bind the most creative problem solvers can be in. Solving these system problems requires courage of the problem solver/change artist/foreign element to

• raise awareness on these issues.
• gather multiple viewing points even when “everybody knows that …”
• use excellent communication.
• break any co-dependency dance and attachment with named system so encapsulation can’t work.
• anticipate aggression from the system, even when we would like to believe we are already working in a more fully humane context.

Balancing Our Act

From the Satir Change Model (our experiences as change artists):

In an organizational context, a foreign element can be generated internally, inspired by the desire to improve. This desire can come from management or from participants on the operational level; the change can be mandated or voluntary. How such desires are substantiated by which stakeholder will greatly affect the reaction to the foreign element. In both cases they are reactions. In the case of an unwanted, unexpected or mandated change the people within the organisation (system) may try a number of strategies to neutralize the impact of the alien element. The system may reject and expel the foreign element; people may ignore it, use delaying tactics, or may try to encapsulate the foreign element within the “normal” ways of handling things, or they may try to find a scapegoat to attack and blame.

When mandated sequences of events are experienced a couple of times on the operational level, trust levels of operational people in management being able to lead, goes down quickly. People will anticipate more on potential future management blaming than by management desired changes. Whatever happens, people do learn to anticipate effectively!

And a healthy balanced system accepts and investigates the foreign element mirrors received with care in mind, and integrates what is (re)useful.

People going incongruent in meetings, thereby making the meetings “unfocused” and “unproductive” are a sure signal there is something “hidden” or “blind” in an organisation that needs attention. We can’t simply fill in that “it’s for attention” and ignore the signal. We can ignore it after investigating if and when we so choose. When people want our attention it may be for a reason. Maybe there is some information that may shatter our belief the system is in excellent condition, but if that is the case and if we haven’t chased away all our creative problem solvers yet, the gains are just around the corner and can outweigh the loss of our personal shattered belief by a tenfold, minimally. How interactions and stances can affect a system?

The Challenge

It is what it is. And if people have no desire for “excellence”, for whatever “reason”, so be it.

Any effort to control the nature of things is ultimately useless. One who knows this, however, is free to continue to insist on trying.

Are we actually on the lookout for such signals too, and investigating the system if and when we hear people complain about “unproductive meetings”? Besides meaningful measurables on that beautiful porsche type dashboard, do we also track significant observables? Are we seeing, guiding and steering towards a more fully humane system or routinely looking at an illusionary black box?

Do we really wish for maturity of excellence in our organisations?

1. Put profit over value. In the ever faster running war-work-western-culture-machine, your customers value their (recreation) time the most. You can use this to gain profit. For example, if your complaints department only opens in one location, and only between 10 and 11 am on monday – to allow people to fill in the complaint forms required for making an appointment to actually launch their complaint – your business is probably doing great.
2. Value meaning over significance. Your idea for an item, system or information is brilliant. You do not need marketing research, and no compelling story to sell it – your idea is so brilliant, it will sell itself. This is, of course, because you are absolutely right. And branding is for unthoughtful simpletons and evil businesses.
3. Don’t ever be unconventional. The conventional patterns are good enough for others, hence good enough for you and your business. They’ve served mankind so well for so many millenia now. People everywhere really enjoy the familiar and hate change. Besides, because we’re going for a single “bottom line” approach (see pattern 1), we can use that “built up over millenia recognition factor” to our benefit.
4. Go absolutely unconventional. No plan or recipe required.
5. Don’t ever verify or validate anything. And don’t cross train and gain with your colleagues.
6. If you are starting an international business (or aggregate), do it in the 7 most widely used languages, right from the beginning. Chinese, Italian, French, Spanish, Japanese, German and English. Have ‘em all. We did this for an open space aggregate. Really, it’s a definite killer.
7. If you are starting an international business (or aggregate), forget about other cultures entirely when choosing your business name. The truth is that no business name — regardless of how memorable or even how well-established — is critical to success. For all intents and purposes, “Triad” is a fantastic name. So is “Butt Sweets”.
8. Never ever link a product that satisfies a need that hasn’t been catered to sufficiently (yet), to an ongoing development. For example, do not link your business to the free/open source economy. And never link controlled folly fun to Satir Workshops.
9. …

Wear an outfit that makes you feel uncomfortable. As I personally don’t care too much about clothes, I needed a trick here. The best way I have found is to wear clothes that are totally inappropriate for the occasion. Like wearing black punky clothes with army boots to a business meeting. It was the first meeting with this potential ally, so it made me feel very “out of place” indeed.

Since then I have gotten really creative in this folly, like wearing pumps – I absolutely don’t know how to do that elegantly, I can barely keep my balance without even making a single move. Any confidence walks out the door with that tactic. If you’re male it’s probably hilarious.

Here are some more suggestions that worked for me, and some more ideas. Try what works for you. Let us know, so we can cross train and gain.

In general, pay careful attention to details. No removal of facial hair. Especially nose hairs sticking out to form a hitler type of moustache will work wonders. If you use makeup then overdo it, and/or make colors not match. Get creative! O, and have dirt under your nails. Believe me, everyone will take notice, yet not overtly, for many reasons. For example, there’s often a social taboo on public displays of feeling disgusted. So you have to pay attention to covert responses. Mind you, make sure they don’t see you are observing them back. Best way is to have a co-conspirator, another oberver, so you can focus on being convincing enough in your part.

Before walking into the room, breathe shallow for awhile. At the first signs of dizziness stop. This is just enough.

Make sure that your coping stance is incongruent. Take your pick for the occasion:

• superrational – overdo standing up straight with your shoulders back,
• placating – bend your shoulders, pretend to carry the world like Atlas,
• irrelevance – flap those floppy limbs,
• or blaming – imagine it’s all their fault, and keep your body on the edge. Don’t go pointing at perpetrators (yet) but imagine that your job will be to stick out your nose and chin at them with angry and accusing eyes whenever someone else is “incorrect”.

In all cases, tense the muscles in your face. It will make you look tense and tired. Consciously repeat now and then. Especially mind that your forehead is regularly furrowed with tension. And mind that you do not display any smiles on your face at any point in time. Or, if you must, try a Cheshire cat grin and keep it on your face for too long. That produces insecurity by the loads.

Survey the room. When you walk into the room and you have chosen blaming (you eager fool!), now is the time to actually point that chin and nose. If you chose placating or irrelevance, make sure you do not look anybody in the eyes. In the first case keep looking at the floor, in the second have ‘em swerve and glance at “irrelevant objects”. That fly on the wall, an empty coffee cup, the lights on the ceiling (whether turned on or off doesn’t matter) … it’s all very important. You will make lots of people feel unimportant because you have not acknowledged them when coming onto the scene.

There’s lots more that you can experiment with on meetings and social occasions, but this is a fairly good start. Some people will already have their neck hairs standing up. A great context setting for more folly!

And making such an entrance makes tongues wag after you have left. That observer that remained behind captures the gossip and rumors for you. A real treasure trove that will definitely bring a better understanding of the effects of your controlled folly behaviors on others, in that particular context.

1. Mask yer captainliness: Ignore an event or a key, then freeze bein’ absolutely surprised when its effects upset yer life, then blame th’ energy.

2. Do nay confore: Expect energy, wait fer ‘t, surrender yersef t’ ‘t, then keel haul others, or desert. Don’t forget t’ mention afterwards “I told ye so”.

3. Do nay deal wi’ reality as ’tis: instead, question yer skills, knowledge, an’ abilities. Throw lots o’ doubt in th’ water, an’ only pay attention t’ what reality ortin’ ta be like.

4. Push th’ energy: make ‘t harder, nay easier. After all, ‘t can only be worth somin’ if ye be havin’ t’ swashbuckle fer ‘t. Enjoy battle, nay life! At least ’tis nay borin’ me ‘earties …

5. Accept challenges in th’ flow: Use th’ above foolishness consciously fer (in)congruence on the good Ship of Fools.

… and there is no such thing as a free lunch!

I knew it! There’s a catch!

In nearly all instances, sculpting and simulations evoke powerful feelings of dismay when participants see the representation of what they are dealing with. After all, that is why the agreement to not talk about it existed in the first place.

What may be revealed are perceptions on functioning of others and yourself.

• While you believe you are perceptive and surfing chaos to find what’s mired in the muck (because the demand isn’t clear while clearly, there is a demand), others may perceive you as chaotic, maybe even irrelevant.
• While you believe you are focused and determined, others may perceive you as draconian, maybe even irresponsibly harsh.
• While you believe you are respectfully providing others with data to make up their own minds with, others may perceive you as incompetent, unbalanced or not centered.

Q: “Why don’t you summarise it for me?”
A: “I don’t spoon-feed mature others with pre-chewed food. I believe you to be quite competent in making meaning and assigning significance for yourself.”

Everything doubtful can come up when suddenly a group gets a handle on just how bad the situation really is. Non-confrontational confused responses, victim type tune outs, procrastination, emotional freezes, and total panic responses are not uncommon.

If, as a consultant, you are not willing and prepared to help the group work through its feelings and identify positive actions or sculpt a positive resolution of the situation, don’t do it.

If, as an organisation or individual participant, you believe in free lunches, and are not willing to challenge yourself and surface some of the real problems, don’t do it.

Consultant and organisation must be prepared for receiving critical feedback, before they take this road less traveled by. That makes all the difference.

The workshop serves between 8 and 16 people, and is facilitated by 2 facilitators, plus a local consultant or facilitator. After the workshop, the local facilitator or consultant is required to address specific organisational problems and for working on manifesting solutions. This may require following up on controlled folly with problem solving workshops on priority areas, and choosing early projects where success can come quickly and visibly.

Rates

20.000 euro facilitator fee total, plus expenses (travel and stay) if a local organisation organises the workshop.
Or else, if we have to organise location and catering, participants pay euro 4000 each for the workshop, and all income minus operational costs is split between the facilitators/organisers.

Run up and context setting

This is some of the meditative music we used.

Sculpt The sailmaker was made to walk the plank so the cap’n could buy time. This would have caused a mutiny later, had we not stopped the sculpt, having gathered more than enough information, and getting tired. Back stabbing of the cap'n by the first mate Turning the outlook to take a starboard view does not make the ship turn

Reflections More communication between cap’n and first mate Clarification about job descriptions More time to observe the system in order to make informed decisions Swabbies are fine More background Find allies for a mutiny more quickly More time for preparation Ah, and when do we have all of these In Real Life? We don’t. But in general we can ease communication between roles and do more asking instead of assuming. Who to ask, and how, in order to not lose perceived authority or face? Ask those around you that you have a lot of credibility with, and build up just walking around the company. Likely people will desensitize after a while, and not find it odd at all that you appear regularly. It may be appreciated and that brings down the risk of disrupting the system by your appearance in other than positive ways. And, as a Cap’n you can always play around with the Byzantine Generals problem.

Improvements for sculpt

1. Have a catching and compelling story to set the stage.

2. More of a note: A version with a simulation will require a whole day, with reflections and tie-in on the day after. Another workshop that is. But, clearly, this sculpt can easily be turned into a simulation.

3. Change the ship pastor’s role to fool, now that it turns out to be a Pirate Ship. Every community has one, even Pirates. Besides, not many people know that Pirates are of the Church of the Flying Spaghetti Monster faith. We believe that Pirates will evolve into more fully humane beings, regardless of others knowing about our faith.

4. Business model

Additional resources for sculpt

• Helm
• Eye patches
• Shark
• Cutlasses, knives, swords
• Pirate’s flag
• Swabs
• Plank

Appreciations

Thank ye Mona, Henrik, Otto, Marco, Bent, Cor, an’ Graham. This makes fer a grounded an’ powerful kick-start t’ get Ship o’ Fools goin’. An’ ’tis extremely important how we kick start, fer any imbalance in that, can come aft t’ haunt us later, an’ probably fairly smartly at that.

Let us know if an’ when ye (co-)facilitate an instance o’ ‘t, or if ye wish t’ work together on an instance? We be eager t’ know what happens, an’ excited about further facilitation an’ development o’ congruent memes!

What else ye got? An’ be quick about it, I be shippin’ out soon! Ya horn swogglin’ landlubbers!

Inspiration is not born in a vacuum; excellent ideas are seeded by other excellent ideas and fertilized by still more excellent ideas.

Controlled folly was originally re-designed from the balancing act, to support consultants coaching executive teams and managers. The demand was taken from the AIM UAW alliance executive coaching webpage, and from exchanges with Peter Schoonens, a local consultant.

Inspiration for the Ship of Fools sculpt idea came when listening to Reinhard Mey – Das Narrenschiff (live) — the lyrics in German and English are included below as pdf’s. Thank you Reinhard.

The concepts used are Satir organisational sculpting (pdf) concepts, and a run up for being able to take in such critical feedback as a sculpt delivers, also uses Satir concepts: coping stances (pdf), ingredients of an interaction (pdf), and temperature reading (pdf).