There’s a common goal, in theory.
In reality, you are fragmented, siloed, and affiliated in ways that create tension with individual priorities and others' expectations.
Not to mention the constant scrutiny from peers and onlookers.
The information overload that may or may not be relevant, creating noise.
Let's Face It -
Leaving the stripes at the door isn’t a facilitator decision. It varies from person to person in how much they use their individual authority and to what degree they acquiesce to others, knowingly or not. Managing what's visible in the room doesn’t change the hidden dynamics within and between the participants. Definitely doesn't address the influence of those not in the room.
We've tried to force responsibility through rules.
They may be in the form of regulations, processes, expectations, or rulings. Yet rules will never instill responsibility. Maybe there will be compliance. Or rebellion and concealment. All would be natural adaptations.
Yet a healthy system, at any level and across multiple boundaries, depends on responsibility to make robust decisions, balanced across needs, short term and long term.
"Responsibility is developmental,
not procedural."
- Shel Melroe
Using the Humanistic Problem Resolution approach for cross-boundary collaboration, acknowledges and values the natural dynamics within and between participants.
Participants develop in humanistic leadership, serving as the backbone for the collaborative process AND new understanding of the problem being resolved.
By exploring your own dynamics, you'll appreciate the necessary growth dynamics relevant to the problem being solved. No more quick-fixes with delayed detriment!
Learn more about the Approach here.
"Information, no matter how abundant, is not knowledge. Knowledge takes context, relevance.
Knowledge is not the same as wisdom. Wisdom values unknowables, implications, and virtues.
Wisdom opens pathways invisible to information seekers and knowledge gatekeepers."
The Sequence of a Cross-Boundary Expedition
1
Define the Landscape
Expedition Host spearheads a coordination team. The landscape and boundaries of the effort are set, infusing Humanistic Leadership principles amongst the coordination team.
2
Collaborative Network
Stakeholders, Experts, and resource group identified wholistically, not conveniently.
Form relational foundation for collaboration beyond cooperation.
3
Adjust and Adapt
Coordination Team synthesizes initial input and co-creates the roadmap.
4
Map 'What Is'
Group synthesis of 'what is' and the dynamics that hold the status quo on the issue.
5
Authentic Alignment
Stakeholders surface real needs, real conflicts, and real limitations - with openness rather than protection.
6
Pathways to Resolution
Identify what becomes visible only when we move from information to knowledge to wisdom for short-term and long-term synergy.
