Liberating Structures

Liberating Structures introduce tiny shifts in the way we meet, plan, decide and relate to one another. They put the innovative and faciliative power once reserved for experts only in ...

Like Wikipedia, LS create simple rules to guide and liberate everyone’s contributions. Wikipedia’s must-dos and must-not dos specify how anyone can write articles, edit content, reach consensus about the facts, and ...

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 ...

Two implicit assumptions underpin top down traditions: the “vast majority” have little or nothing to contribute that could make a significant difference (i.e. bottom-up is useless); ...

Including and unleashing nearly everyone with LS: improves decisions; boosts innovation; accelerates and improves the quality of implementation; and, enables rapid adjustments to change. LS answer the question “how can we ...

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. Each LS has a microstructural ...

The structure side of LS 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 ...

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 ...

Users report that LS are complementary to technical, expert-centered methods. LS do not replace these approaches. They are appropriate for use by everyone, especially non-experts. LS are very ...

A 2-3 day immersion workshop followed by brief one-on-one coaching sessions is the most effective approach. In very rapid cycles, a “do one, do another one” learning method is employed.  ...

A diverse mix of leaders, managers and front line colleagues from the same organization or with shared interests. Up to 180 participants can learn the approaches together. LS are about working ...

Complex issues involve multiple functions, levels, & disciplines. Adopting new methods of working together requires the involvement of multiple layers, engaging all relevant stakeholders regardless of their formal position. Learning together ...

A three-day immersion workshop features strategic themes and a progression of LS. Each session is co-designed with clients and customized to address specific innovation opportunities and shared challenges. Below is one ...

We design many LS experiences in a rapid sequence to: provoke a discovery that LS are useful for a very wide range of challenges  ...

The contagion starts with the initial LS workshop where participants invariably have a lot of fun experiencing the various microstructures. This has been the case in all countries and settings regardless ...

The challenges presented to us by workshop participants during the 1-on-1 consulting sessions have ranged from strategic to one-to-one issues. Examples include: re-making mundane-yet-boring meetings; introducing a new product or service; ...

Self-organizing attributes help make solutions that emerge from using Liberating Structures sustainable and self-spreading. People learn and implement best when they discover solutions themselves, among peers in their local context. Resistance ...

LS stimulate innovation and productivity at all levels. For a large class of management challenges, too few people are included in planning and coordinating a response. Engaging more people at multiple ...

Using LS the first time can be unnerving for leaders. LS require leaders to willingly let go of control. Fortunately benefits become quickly visible (as early as during a workshop), providing ...

Building on a few methods introduced in EdgeWare in 1998, LS draw from emerging insights from complexity science, organizational development, improvisational arts, and user experience. Keith McCandless and Henri Lipmanowicz have ...

LS employ micro-structural design elements that distribute participation, engaging everyone in shaping their future. These novel structures guide new behavior. LS are more unit-based and local, with solutions ...

Starting in 2003, LS was first developed and tested in Latin America. Workshops and action research projects have been conducted in Europe, Canada and the US. Organizational settings include: multi-national business, ...

LS make it possible to live by the following principles : include and unleash everyone; practice deep respect for people and local solutions; build trust as you go; learn by failing ...

Unique synergies arise from combining the following elements: A large collection of simple and practical self-organizing microstructures An immersive 3-day workshop design ...