Liberating Strucures: A New Pattern Language for Engagement

Liberating Structures FAQ

What are Liberating Structures [LS]?

Thirty (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.

Why Liberating Structures?

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 made by a few depend for their implementation on the "vast

majority" that wasn't included in the decision-making process.

What traditional top-down assumptions do Liberating Structures challenge?

Two implicit assumptions, which we all know are not valid, underpin these top down

traditions: the "vast majority" have nothing to contribute that could make a significant difference (bottom-up is useless); the "vast majority" will be willing and capable of rapidly and effectively implement decisions from which it was excluded (with no resistance to change). Therefore, huge

opportunities exist for organizations if ways can be found to effectively and authentically

engage their "vast majority" (including in many cases customers). Frequently, formal leaders

are relieved, delighted and surprised by the opportunities that open up with LS use.

What happens when Liberating Structures are put into action?

Including and unleashing nearly everyone with bottom-up LS approaches: improves decisions;

boosts innovation; accelerates and improves the quality of implementation; and, enables rapid

adjustments to change. LS answer the question: how can we engage the "vast majority"

practically and cost-effectively? Clearly this calls for new ways of working together.

What keeps Liberation from turning into chaos?

Liberating Structures literally liberate groups and their energy, and this freedom combined with

appropriate structures, allows them to tap into their collective intelligence and creativity. The

"Structure" prescribes in detail how group interaction will be structured in the steps of a LS

process. For instance, one structured step could be as simple as "spend fifteen minutes in

groups of five developing a list of all the activities required for doing a XYZ". While the

"Structures" impose constraints that focus group attention and purpose, their other main role is

to enable all participants who are affected by an issue to engage in conversation. This creates

real possibilities for developing bottom-up proposals and action. Enabling and constraining are

complementary.

How does more Structure Liberate?

The Structure side of LS is that they make it easy -- and safe -- for all participants to express

their views freely and fully. There is no control on the content of group conversations. Instead

results emerge bottom-up from the whole set of interactions "liberated" by LS. A minimum

structure liberates the maximum freedom to explore solutions.

Are Liberating Structures difficult to learn?

NO! However they need to be experienced at least once to understand and believe what they

can achieve. LS are as subtle and simple as they are powerful. They are also counterintuitive in

a culture dominated by the logic of top-down organizing and control. Fortunately a practical

understanding of most individual LS methods can be developed in less than one hour, enough

to go out and try them without much risk. Workshop participants act their way into new

thinking rather than thinking their way into new acting. In the end, of course, deeper learning

has to come from practice.

What is the impact of using Liberating Structures?

LS stimulate and unleash innovation and productivity at all levels. Across diverse roles and

disciplines, participants use LS to invent creative ways of working together with colleagues and

customers. Professors discover more effective approaches to interact with their students and

promote learning. Leaders experience a transformation of their role.

How are LS different than other management approaches?

LS are not best practices imposed on a whole organization; they do not rely on expensive and

lengthy efforts to train people in an attempt to change their behaviors. They are instead a set

of simple methods from which individuals/groups can choose what suits their likes and dislikes

then mix and match them flexibly to address their challenges.

What is the best way to learn to use LS?

A 2-3 day immersion workshop followed

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