Group Facilitation Quotes

The first time the extent of this problem was obvious to me was when I was hanging out with a small group of people in which one unironically said, “I would not consider dating someone who was not regularly seeing a psychologist”—and others in the group agreed with them. It was at that point I realized that some psychologists were convincing their patients that no person could be mentally healthy without regularly visiting them. They had so thoroughly incepted a dependency in their patients that they had created a cultural identity around that dependency.

We’re not always selfish hypocrites. We also have the ability, under special circumstances, to shut down our petty selves and become like cells in a larger body, or like bees in a hive, working for the good of the group. These experiences are often among the most cherished of our lives, although our hivishness can blind us to other moral concerns. Our bee-like nature facilitates altruism, heroism, war, and genocide.

It’s often thought that the only function of pronunciation is to facilitate intelligibility; but it is also there to express personal or group identity.

If race disappears as a category of official division, as it has in most of the world, this will facilitate the emergence of a plural racial order where the groups exist in practice but are not official recognized - and anyone trying to address racial division is likely to be chided for racializing the population.

Game developers know better than anyone else how to inspire extreme effort and reward hard work. They know how to facilitate cooperation and collaboration at previously unimaginable scales. And they are continuously innovating new ways to motivate players to stick with harder challenges, for longer, and in much bigger groups. These crucial twenty-first-century skills can help all of us find new ways to make a deep and lasting impact on the world around us.

Your brain is run by information generated by nations, religions, ethnic groups, and other groups whose goals are perhaps not the same as yours. How long are you going to let this go on? You haven't signed a legally binding lease with any of these people or groups. You can recover your brain as soon as you decide to. Our brains are to be used by us, and only us, to facilitate the growth of our souls.

FACILITATORS EXPERIENCE mysterious emotions, fear, anger and numbness when working with groups and large organizations. That’s because group processes bring up abuse issues from the past. Understanding your own psychology better will make you a more effective facilitator by helping you (1) be sensitive to others, (2) remain centered and not go into shock when you are attacked, and (3) maintain equanimity and provide the group with a sense of safety when the group looks to you for protection in stormy times.

Crafting a business model is no different. Ideas placed in the Canvas trigger new ones. The Canvas becomes a tool for facilitating the idea dialogue—for individuals sketching out their ideas and for groups developing ideas together.

This is what one of the founding fathers of sociology, Emile Durkheim, meant when he wrote in 1895 that the establishment of a sense of community is facilitated by a class of actors who carry a stigma and sense of stigmatization and are termed 'deviant.' Unity is provided to any collectivity by uniting against those who are seen as a common threat to the social order and morality of a group. Consequently, the stigma and the stigmatization of some persons demarcates a boundary that reinforces the conduct of conformists. Therefore, a collective sense of morality is achieved by the creation of stigma and stigmatization and deviance.

Email did more than facilitate the exchange of messages between two computer users. It led to the creation of virtual communities, ones that, as predicted in 1968 by Licklider and Taylor, were “selected more by commonality of interests and goals than by accidents of proximity.

Most organised abuser groups call each particular training a “programme”, as if you were a computer. Many specific trained behaviours have “on” and “off” triggers or switches. Some personality systems are set up with an inner world full of wires or strings that connect switches to their effects. These can facilitate a series of actions by a series of insiders. For example, one part watches the person function in the outside world, and presses a button if he or she sees the person disobeying instructions. The button is connected to an internal wire, which rings a bell in the ear of another part. This part then engages in his or her trained behaviour, opening a door to release the pain of a rape, or cutting the person's arm in a certain pattern, or pushing out a child part. So the watcher has no idea of who the other part is or what she or he does. These events can be quite complicated.

Ask your friends what God has been teaching you about himself. Small groups can also be useful for facilitating these kinds of relationships.

Religion facilitates terrorists' goals by providing moral legitimacy to their cause, as well.

LISP, which was designed to facilitate artificial intelligence research.

.....while language facilitates communication within the group, it also crystallises cultural differences, and actually heightens the barriers between groups.

I define accountability as the willingness of team members to remind one another when they are not living up to the performance standards of the group.

the belief that a race-neutral society can produce procedural justice for all groups and that it will end prejudice and discrimination is not supported by research on color-blind racial ideology.

What's a City/NGO-sponsored Neighborhood Summit, you ask? It's a trumped-up group of hand-picked 'neighborhood leaders' who have been instructed in Asset Based Community Development and the Delphi Technique. Their goal? To create neighborhood associations that are managed and manipulated by facilitators who have learned 'consensus building' and are using it to further the (United Nations's Agenda 21) plans.

MULTI-SIDED PLATFORMS bring together two or more distinct but interdependent groups of customers. • Such platforms are of value to one group of customers only if the other groups of customers are also present. • The platform creates value by facilitating interactions between the different groups. • A multi-sided platform grows in value to the extent that it attracts more users, a phenomenon known as the network effect.

The blackest chapter in the history of this State will be the Indian guardianship over these estates,” an Osage leader said, adding, “There has been millions—not thousands—but millions of dollars of many of the Osages dissipated and spent by the guardians themselves.” This so-called Indian business, as White discovered, was an elaborate criminal operation, in which various sectors of society were complicit. The crooked guardians and administrators of Osage estates were typically among the most prominent white citizens: businessmen and ranchers and lawyers and politicians. So were the lawmen and prosecutors and judges who facilitated and concealed the swindling (and, sometimes, acted as guardians and administrators themselves). In 1924, the Indian Rights Association, which defended the interests of indigenous communities, conducted an investigation into what it described as “an orgy of graft and exploitation.” The group documented how rich Indians in Oklahoma were being “shamelessly and openly robbed in a scientific and ruthless manner” and how guardianships were “the plums to be distributed to the faithful friends of the judges as a reward for their support at the polls.” Judges were known to say to citizens, “You vote for me, and I will see that you get a good guardianship.” A white woman married to an Osage man described to a reporter how the locals would plot: “A group of traders and lawyers sprung up who selected certain Indians as their prey. They owned all the officials…. These men had an understanding with each other. They cold-bloodedly said, ‘You take So-and-So, So-and-So and So-and-So and I’ll take these.’ They selected Indians who had full headrights and large farms.

In perhaps the most revealing of all the health-related studies, a group of subjects who had contracted malignant melanoma received traditional treatment and then were divided into two groups. One group met weekly for only six weeks; the other did not. Facilitators taught the first group of recovering patients specific communication skills. (When it's your life that's at stake, could anything be more crucial?) After meeting only six times and then dispersing for five years, the subjects who learned how to express themselves effectively had a higher survival rate--only 9 percent succumbed as opposed to almost 30 percent in the untrained group.

Pure capitalism is great at rewarding the creative utilization of capital by one group of people in service to another according to present gross utility and refined use cases. But pure capitalism does not address the intentional placement of boundaries or the intentional facilitation of productive interactions accounting for net utility and holistic use cases. This is why pure capitalism at times is threatened by or presents threats to a variety of social and ecological ecosystems. And this is why permaculture economics is superior to pure capitalism, as it contains all of the benefits of capitalism plus some benefits that capitalism does not provide .

Osborn’s theory had great impact, and company leaders took up brainstorming with enthusiasm. To this day, it’s common for anyone who spends time in corporate America to find himself occasionally cooped up with colleagues in a room full of whiteboards, markers, and a preternaturally peppy facilitator encouraging everyone to free-associate. There’s only one problem with Osborn’s breakthrough idea: group brainstorming doesn’t actually work.

The New Groupthink is also practiced in our schools, via an increasingly popular method of instruction called “cooperative” or “small group” learning. In many elementary schools, the traditional rows of seats facing the teacher have been replaced with “pods” of four or more desks pushed together to facilitate countless group learning activities. Even subjects like math and creative writing, which would seem to depend on solo flights of thought, are often taught as group projects. In one fourth-grade classroom I visited, a big sign announced the “Rules for Group Work,” including, YOU CAN’T ASK A TEACHER FOR HELP UNLESS EVERYONE IN YOUR GROUP HAS THE SAME QUESTION.

Most of the successful innovators and entrepreneurs in this book had one thing in common: they were product people. They cared about, and deeply understood, the engineering and design. They were not primarily marketers or salesmen or financial types; when such folks took over companies, it was often to the detriment of sustained innovation. “When the sales guys run the company, the product guys don’t matter so much, and a lot of them just turn off,” Jobs said. Larry Page felt the same: “The best leaders are those with the deepest understanding of the engineering and product design.”34 Another lesson of the digital age is as old as Aristotle: “Man is a social animal.” What else could explain CB and ham radios or their successors, such as WhatsApp and Twitter? Almost every digital tool, whether designed for it or not, was commandeered by humans for a social purpose: to create communities, facilitate communication, collaborate on projects, and enable social networking. Even the personal computer, which was originally embraced as a tool for individual creativity, inevitably led to the rise of modems, online services, and eventually Facebook, Flickr, and Foursquare. Machines, by contrast, are not social animals. They don’t join Facebook of their own volition nor seek companionship for its own sake. When Alan Turing asserted that machines would someday behave like humans, his critics countered that they would never be able to show affection or crave intimacy. To indulge Turing, perhaps we could program a machine to feign affection and pretend to seek intimacy, just as humans sometimes do. But Turing, more than almost anyone, would probably know the difference. According to the second part of Aristotle’s quote, the nonsocial nature of computers suggests that they are “either a beast or a god.” Actually, they are neither. Despite all of the proclamations of artificial intelligence engineers and Internet sociologists, digital tools have no personalities, intentions, or desires. They are what we make of them.

The creativity of the Xerox PARC team combined with the design and marketing genius of Jobs would make the GUI the next great leap in facilitating the human-machine interaction that Bush, Licklider, and Engelbart had envisioned.

Information and Communication technologies have not so much changed cultural practices as reproduced and facilitated them. Groups and nations become networks, and in doing so, they reiterate their cultures and reforge their connections.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

Longino argues that in order to be able to distinguish rationality from irrationality we should take the social group as our basic unit. Science is rational to the extent that it chooses theories from a diverse pool of options reflecting different points of view, and makes its choice via a critical dialogue that reaches consensus without coercion. Diversity in the ideas in the pool is facilitated by diversity in the backgrounds of those participating in the discussion. Epistemology becomes a field that tries to distinguish good community-level procedures from bad ones.

Joseph Carl Robnett Licklider, born in 1915 and known to everyone as “Lick.” He pioneered the two most important concepts underlying the Internet: decentralized networks that would enable the distribution of information to and from anywhere, and interfaces that would facilitate human-machine interaction in real time.

In movement work, I have been facilitating groups to shift from a culture of strategic planning to one of strategic intentions—what are our intentions, informed by our vision? What do we need to be and do to bring our vision to pass? How do we bring those intentions to life throughout every change, in every aspect of our work?

Though a person might not realize it, groups have a very powerful and dramatic effect on human behavior. Everyone acts differently when they are around people versus than when they are alone. SOCIAL FACILITATION The most basic theory regarding social psychology is that when a person is alone, he or she is more relaxed and not concerned about the appearance of their behavior.

Not every investment requires money. As the girls in this book have shown, they want to know that people care about them and their well-being. They want to be seen and acknowledged for who they are and what they can contribute to the learning environment. Our collective community can respond to their needs by being there for them. But many schools around the country have also established girls’ groups as a way to provide encouragement for girls simply by convening them in regular conversation and sisterhood check-ins. These are good ways to facilitate conversation and to launch the next level of investment—one that does require financial resources. Join efforts to raise awareness about the conditions of Black girls in the racial justice movement.

Until today, Marcos has denied any connection to “trolls,”22 despite the data that we at Rappler exposed in a three-part Marcos propaganda series in 2019. Not so subtly, the messaging on his social media accounts began with changing the past. To begin with, he repeatedly lied about his education at Oxford University and Wharton. After being caught in the lie by a Rappler exclusive,23 his Senate office quietly changed his résumé on the Senate website, but he doubled down on the lie,24 a lesson many people, including Donald Trump and Mark Zuckerberg, have learned is easily facilitated by social media. His disinformation network also hijacked popular pages and news groups with copied-and-pasted comments that slowly chipped away at the legacy of the Aquino family, long seen as his family’s nemesis—all

Most cross-institutional change processes fail because they miss the starting point: co-sensing across boundaries. We need infrastructures to facilitate this process on a sustained level across systems. And because they don’t yet exist, organized interest groups go out and maximize their special interests against the whole, instead of engaging practitioners in the larger system in a process of sensing and innovating together. As

Through a process of social conditioning, however, White children are increasingly taught to associate only positive qualities with their own race and negative ones with other racial groups. The process of our cultural conditioning occurs through significant others (Sue, 2003), our educational curriculum (Minow, Shweder, & Markus, 2008), the mass media (Cortes, 2008), and institutions in society (APA Presidential Task Force, 2012; J. M. Jones, 1997).

Respecting individual and group autonomy means that we don't need a bunch of f*cking managers; it means that no matter how well positioned or knowledgeable you are, people can communicate and resolve conflicts best when speaking from their direct experiences and with genuine humility. Some of the first skills taught in conflict resolution, facilitation, and de-escalation trainings are how not to speak for others; you learn that you break trust when trying to represent others without their consent.

So how, you might ask, do I exclude generously? This issue comes up a lot when I’m organizing large, complicated meetings for clients. These are some of the questions I ask them: Who not only fits but also helps fulfill the gathering’s purpose? Who threatens the purpose? Who, despite being irrelevant to the purpose, do you feel obliged to invite? When my clients answer the first two questions, they begin to grasp their gathering’s true purpose. Obviously people who fit and fulfill your gathering’s purpose need to be there. And, though this one is harder, people who manifestly threaten the purpose are easy to justify excluding. (That doesn’t mean they always end up being excluded. Politeness and habit often defeat the facilitator. But the hosts still know deep down who shouldn’t be there.) It is the third question where purpose begins to be tested. Someone threatens a gathering’s purpose? You can see why to keep him out. But what’s wrong with someone who’s irrelevant to the purpose? What’s wrong with inviting Bob? Every gathering has its Bobs. Bob in marketing. Bob your friend’s girlfriend’s brother. Bob your visiting aunt. Bob is perfectly pleasant and doesn’t actively sabotage your gathering. Most Bobs are grateful to be included. They sometimes bring extra effort or an extra bottle of wine. You’ve probably been a Bob. I certainly have. The crux of excluding thoughtfully and intentionally is mustering the courage to keep away your Bobs. It is to shift your perception so that you understand that people who aren’t fulfilling the purpose of your gathering are detracting from it, even if they do nothing to detract from it. This is because once they are actually in your presence, you (and other considerate guests) will want to welcome and include them, which takes time and attention away from what (and who) you’re actually there for. Particularly in smaller gatherings, every single person affects the dynamics of a group. Excluding well and purposefully is reframing who and what you are being generous to—your guests and your purpose.

We can be inspired by leaders we’ve never met and devoted to organizations with no fixed membership, such as nations, churches, corporations, and schools. Jonathan Haidt has argued that this capacity for devotion to leaders, organizations, and more abstract ideals might have evolved to facilitate cooperation in large groups, just as romantic love evolved to facilitate cooperative parenting. This capacity may depend on our ability to experience awe—to be moved by, and devoted to, things larger than ourselves and our familiar social circles. WATCHFUL

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Other groups of color need to acknowledge the courage of Black America, and our indebtedness to them for what we have learned from their struggles. Although all groups can recount their own unique struggles for equal rights, African Americans have always been in the forefront in advocating for social justice. Many other groups of color (and other marginalized groups—women and LGBTQ [lesbian, gay, bisexual, transgender, and queer] individuals) have learned much from the Black movement, including the importance of group identity, and have profited from the work, struggle, and sacrifice of African American brothers and sisters.

spaces that at first may appear to reflect a simple condition are much more complex when the actions of individuals and groups are factored in. These unique patterns of movement through space can and should guide the architecture we build to serve them. For space only becomes truly public when people recognize it and utilize it as such. Great public space cannot be built as much as curated; it is architecture's responsibility to craft space in response to specific needs and unique practices. . . . it is not the space itself that is meaningful; it is the way space facilitates diversity, interaction, and new negotiations that makes it meaningful [David Adjaye, "Djemaa El-Fnaa, Marrakech: Engaging with Complexity and Diversity"].

I am well aware that certain exercises, tasks setup by the facilitator, can practically force the group to more of a here-and-now communication or more of a feeling level. There are leaders who do these very skillfully, and with good effect at the time. However, I am enough of a scientist-clinician to make many casual follow-up inquiries, and I know that frequently the lasting result of such procedures is not nearly as satisfying as the immediate effect. At it's best it may lead to discipleship (which I happen not to like): "What a marvelous leader he is to have made me open up when I had no intention of doing it!" It can also lead to a rejection of the whole experience. "Why did I do those silly things he asked me to?" At worst, it can make the person feel that his private self has been in some way violated, and he will be careful never to expose himself to a group again. From my experience I know that if I attempt to push a group to a deeper level it is not, in the long run, going to work.

The empowerment triangle turns drama upside-down, transforming the persecutor (or scapegoat) into a challenger, the rescuer into a coach, and the victim into a creator. The empowerment dynamic allows all the roles to be essential for growth. In the drama triangle, the persecutor works with issues of power, the rescuer works with issues of responsibility, and the victim works with area of vulnerability: The drama triangle is familiar to many of us. We all know this pattern inside ourselves. We get stuck in a situation that we want to escape, and it creates drama. By leaning into the dynamic and entering deeper into relationship, we can work the energy so that it becomes an enriching transformation. If you can work this in a group, then you’ve subdued the scapegoat archetype and turned it into something more life affirming. The most important thing about the drama triangle is to make people aware of it. When a group can understand and recognize how this is a kind of destructive pattern, it becomes empowered to change the pattern. Uncoupling drama from our organizational and personal lives is the key. The group as a whole can embody a role to create safety and make sense of the system. Transformation from the drama to the redeemed starts with a pause, then an inquiry of what’s happening here, then a recollection of the three roles and who is playing what role in this context. Once the system is self-aware, ask the questions: “what else is possible? How can I become so centered that something new can happen? How can a new perception take place?” With enough safety and connection, the group will be able to follow the healing energy into re-organization and re-integration of the parts. Claiming or remembering your own archetype can protect against falling into one.

An implicit assumption in many normative debates is that private solutions cannot be relied upon for complex problems. Can private governance facilitate cooperation in sophisticated transactions, in large groups, in heterogeneous populations, under conditions of anonymity, or across long distances? Or will problems such as free riding and prisoners’ dilemmas lead to market failure? All of these are empirical questions whose answers are usually assumed rather than investigated. Yet mechanisms of private governance are far more ubiquitous and far more powerful than commonly assumed. Mechanisms of private governance work in small and large groups, among friends and strangers, in ancient and modern societies, and for simple and extremely complex transactions. They often exist alongside, and in many cases in spite of, government legal efforts, and most of the time they are totally missed. The more that private governance solves problems behind the scenes, the more people overlook it and misattribute order to the state. Milton Friedman, for example, recognizes that private rule enforcement could work, but considers it rare: “I look over history, and outside of perhaps Iceland, where else can you find any historical examples of that kind of a system developing?” (Doherty and Friedman, 1995).3 After reading this book, I hope Friedman would answer instead that private order is all around us. Private governance is everywhere and responsible for creating order not just in basic markets but also in the world’s most sophisticated markets, including futures and advanced derivatives markets. If the success of private governance were limited to the examples in this book, the track record should be rated superb. Yet they are a fraction of what has worked and will work in the future. I hope this research inspires others to document some of the countless mechanisms that have made markets as robust as they are. Research in private governance not only

If Jim was back at the imaginary dinner party, trying to explain what he did for a living, he'd have tried to keep it simple: clearing involved everything that took place between the moment someone started at trade — buying or selling a stock, for instance — and the moment that trade was settled — meaning the stock had officially and legally changed hands. Most people who used online brokerages thought of that transaction as happening instantly; you wanted 10 shares of GME, you hit a button and bought 10 shares of GME, and suddenly 10 shares of GME were in your account. But that's not actually what happened. You hit the Buy button, and Robinhood might find you your shares immediately and put them into your account; but the actual trade took two days to complete, known, for that reason, in financial parlance as 'T+2 clearing.' By this point in the dinner conversation, Jim would have fully expected the other diners' eyes to glaze over; but he would only be just beginning. Once the trade was initiated — once you hit that Buy button on your phone — it was Jim's job to handle everything that happened in that in-between world. First, he had to facilitate finding the opposite partner for the trade — which was where payment for order flow came in, as Robinhood bundled its trades and 'sold' them to a market maker like Citadel. And next, it was the clearing brokerage's job to make sure that transaction was safe and secure. In practice, the way this worked was by 10:00 a.m. each market day, Robinhood had to insure its trade, by making a cash deposit to a federally regulated clearinghouse — something called the Depository Trust & Clearing Corporation, or DTCC. That deposit was based on the volume, type, risk profile, and value of the equities being traded. The riskier the equities — the more likely something might go wrong between the buy and the sell — the higher that deposit might be. Of course, most all of this took place via computers — in 2021, and especially at a place like Robinhood, it was an almost entirely automated system; when customers bought and sold stocks, Jim's computers gave him a recommendation of the sort of deposits he could expect to need to make based on the requirements set down by the SEC and the banking regulators — all simple and tidy, and at the push of a button.

recalled Stephen Crocker, a graduate student on the UCLA team who had driven up with his best friend and colleague, Vint Cerf. So they decided to meet regularly, rotating among their sites. The polite and deferential Crocker, with his big face and bigger smile, had just the right personality to be the coordinator of what became one of the digital age’s archetypical collaborative processes. Unlike Kleinrock, Crocker rarely used the pronoun I; he was more interested in distributing credit than claiming it. His sensitivity toward others gave him an intuitive feel for how to coordinate a group without trying to centralize control or authority, which was well suited to the network model they were trying to invent. Months passed, and the graduate students kept meeting and sharing ideas while they waited for some Powerful Official to descend upon them and give them marching orders. They assumed that at some point the authorities from the East Coast would appear with the rules and regulations and protocols engraved on tablets to be obeyed by the mere managers of the host computer sites. “We were nothing more than a self-appointed bunch of graduate students, and I was convinced that a corps of authority figures or grownups from Washington or Cambridge would descend at any moment and tell us what the rules were,” Crocker recalled. But this was a new age. The network was supposed to be distributed, and so was the authority over it. Its invention and rules would be user-generated. The process would be open. Though it was funded partly to facilitate military command and control, it would do so by being resistant to centralized command and control. The colonels had ceded authority to the hackers and academics. So after an especially fun gathering in Utah in early April 1967, this gaggle of graduate students, having named itself the Network Working Group, decided that it would be useful to write down some of what they had conjured up.95 And Crocker, who with his polite lack of pretense could charm a herd of hackers into consensus, was tapped for the task. He was anxious to find an approach that did not seem presumptuous. “I realized that the mere act of writing down what we were talking about could be seen as a presumption of authority and someone was going to come and yell at us—presumably some adult out of the east.

To wit, researchers recruited a large group of college students for a seven-day study. The participants were assigned to one of three experimental conditions. On day 1, all the participants learned a novel, artificial grammar, rather like learning a new computer coding language or a new form of algebra. It was just the type of memory task that REM sleep is known to promote. Everyone learned the new material to a high degree of proficiency on that first day—around 90 percent accuracy. Then, a week later, the participants were tested to see how much of that information had been solidified by the six nights of intervening sleep. What distinguished the three groups was the type of sleep they had. In the first group—the control condition—participants were allowed to sleep naturally and fully for all intervening nights. In the second group, the experimenters got the students a little drunk just before bed on the first night after daytime learning. They loaded up the participants with two to three shots of vodka mixed with orange juice, standardizing the specific blood alcohol amount on the basis of gender and body weight. In the third group, they allowed the participants to sleep naturally on the first and even the second night after learning, and then got them similarly drunk before bed on night 3. Note that all three groups learned the material on day 1 while sober, and were tested while sober on day 7. This way, any difference in memory among the three groups could not be explained by the direct effects of alcohol on memory formation or later recall, but must be due to the disruption of the memory facilitation that occurred in between. On day 7, participants in the control condition remembered everything they had originally learned, even showing an enhancement of abstraction and retention of knowledge relative to initial levels of learning, just as we’d expect from good sleep. In contrast, those who had their sleep laced with alcohol on the first night after learning suffered what can conservatively be described as partial amnesia seven days later, forgetting more than 50 percent of all that original knowledge. This fits well with evidence we discussed earlier: that of the brain’s non-negotiable requirement for sleep the first night after learning for the purposes of memory processing. The real surprise came in the results of the third group of participants. Despite getting two full nights of natural sleep after initial learning, having their sleep doused with alcohol on the third night still resulted in almost the same degree of amnesia—40 percent of the knowledge they had worked so hard to establish on day 1 was forgotten.

Every Day Take Your Daily Doses Black Cumin (Nigella sativa) (¼ tsp) As noted in the Appetite Suppression section, a systematic review and meta-analysis of randomized, controlled weight-loss trials found that about a quarter teaspoon of black cumin powder every day appears to reduce body mass index within a span of a couple of months. Note that black cumin is different from regular cumin, for which the dosing is different. (See below.) Garlic Powder (¼ tsp) Randomized, double-blind, placebo-controlled studies have found that as little as a daily quarter teaspoon of garlic powder can reduce body fat at a cost of perhaps two cents a day. Ground Ginger (1 tsp) or Cayenne Pepper (½ tsp) Randomized controlled trials have found that ¼ teaspoon to 1½ teaspoons a day of ground ginger significantly decreased body weight for just pennies a day. It can be as easy as stirring the ground spice into a cup of hot water. Note: Ginger may work better in the morning than evening. Chai tea is a tasty way to combine the green tea and ginger tweaks into a single beverage. Alternately, for BAT activation, you can add one raw jalapeño pepper or a half teaspoon of red pepper powder (or, presumably, crushed red pepper flakes) into your daily diet. To help beat the heat, you can very thinly slice or finely chop the jalapeño to reduce its bite to little prickles, or mix the red pepper into soup or the whole-food vegetable smoothie I featured in one of my cooking videos on NutritionFacts.org.4985 Nutritional Yeast (2 tsp) Two teaspoons of baker’s, brewer’s, or nutritional yeast contains roughly the amount of beta 1,3/1,6 glucans found in randomized, double-blind, placebo-controlled clinical trials to facilitate weight loss. Cumin (Cuminum cyminum) (½ tsp with lunch and dinner) Overweight women randomized to add a half teaspoon of cumin to their lunches and dinners beat out the control group by four more pounds and an extra inch off their waists. There is also evidence to support the use of the spice saffron, but a pinch a day would cost a dollar, whereas a teaspoon of cumin costs less than ten cents. Green Tea (3 cups) Drink three cups a day between meals (waiting at least an hour after a meal so as to not interfere with iron absorption). During meals, drink water, black coffee, or hibiscus tea mixed 6:1 with lemon verbena, but never exceed three cups of fluid an hour (important given my water preloading advice). Take advantage of the reinforcing effect of caffeine by drinking your green tea along with something healthy you wish you liked more, but don’t consume large amounts of caffeine within six hours of bedtime. Taking your tea without sweetener is best, but if you typically sweeten your tea with honey or sugar, try yacon syrup instead. Stay

A still more sobering social media example of a different kind, one so important that it could well have influenced the presidential election of 2016, was the cooperation between Cambridge Analytica and Facebook. Cambridge Analytica, a political data firm, was largely the creation of Steve Bannon and his billionaire sponsor, Robert Mercer. One former co-executive referred to Cambridge Analytica as “Bannon’s arsenal of weaponry to wage a culture war on America using military strategies.” Cambridge Analytica combined a particularly vicious version of traditional “dirty tricks” with cutting-edge social media savvy. The dirty tricks, according to its former CEO, Alexander Nix, included bribery, sting operations, the use of prostitutes, and “honey traps” (usually involving sexual behavior, sometimes even initiated for the purposes of obtaining compromising photographs) to discredit politicians on whom it conducted opposition research. The social media savvy included advanced methods developed by the Psychometrics Centre of Cambridge University. Aleksandr Kogan, a young Russian American psychologist working there, created an app that enabled him to gain access to elaborate private information on more than fifty million Facebook users, information specifically identifying personality traits that influenced behavior. Kogan had strong links to Facebook, which failed to block his harvesting of that massive data; he then passed the data along to Cambridge Analytica. Kogan also taught at the Saint Petersburg State University in Russia; and given the links between Cambridge Analytica and Russian groups, the material was undoubtedly made available to Russian intelligence. So extensive was Cambridge Analytica’s collection of data that Nix could boast, “Today in the United States we have somewhere close to 4 or 5 thousand data points on every individual…. So we model the personality of every adult across the United States, some 230 million people.” Whatever his exaggeration, he was describing a new means of milieu control that was invisible and potentially manipulable in the extreme. Beyond Cambridge Analytica or Kogan, Russian penetration of American social media has come to be recognized as a vast enterprise involving extensive falsification and across-the-board anti-Clinton messages, with special attention given to African American men in order to discourage them from voting. The Russians apparently reached millions of people and surely had a considerable influence on the outcome of the election. More generally, one can say that social media platforms can now create a totality of their own, and can make themselves available to would-be owners of reality by means of massive deception, distortion, and promulgation of falsehoods. The technology itself promotes mystification and becomes central to creating and sustaining cultism. Trump is the first president to have available to him these developments in social media. His stance toward the wild conspiracism I have mentioned is to stop short of total allegiance to them, but at the same time to facilitate them and call them forth in his tweets and harbor their followers at his rallies. All of this suggests not only that Trump and the new social media are made for each other, but also that the problem will long outlive Trump’s brief, but all too long, moment on the historical stage.

if you are consistently afraid of groups, perhaps you are either too ambitious and want to save everyone, or think that you must be managing the situations at hand. In this case, it may be helpful to remember that if you want to do too much, you will have to depend on using your own power, and that dependence will exhaust you and make you uncertain. We do not need leaders who can change the world because of their personal power, because change is inherent in people and nature. Our communities, however, need our essential selves and our awareness, not our power, to notice and track such changes. Our world needs our awareness of the roles, themes, and feelings we experience. Insecurity occurs if we push to succeed. Let nature help with the work. We do not need more of the standard kind of leaders, but instead are looking for sensitive facilitators with moment-to-moment awareness.

…American men actually engage most in hunting and fishing. The desire of men in wealthy societies to re-create the food-gathering conditions of very primitive people appears to be an appropriate comment on the power of the hunting drives discussed earlier. Not only is hunting expensive in many places – think of the European on safari in Africa – but it is also time-consuming, potentially dangerous, and frequently involves considerable personal discomfort. Men do it because it is ‘fun’. So they say, and so one must conclude from their persistent rendition of the old pattern. What is relevant from our point of view is that hunting, and frequently fishing, are group activities. A man will choose his co-hunters very carefully. Not only does the relative intimacy of the hunt demand some congeniality, but there is also danger in hunting with inept or irresponsible persons. It is a serious matter, and even class barriers which normally operate quite rigidly may be happily breached for the period of the hunt. Some research on hunters in British Columbia suggests the near-piety which accompanies the hunt; hunting is a singular and important activity. One particular group of males takes along bottles of costly Crown Royal whisky for the hunt; they drink only superior whisky on this poignant re-creation of an ancient manly skill. But when their wives join them for New Year's celebrations, they drink an ordinary whisky: the purely formal and social occasion does not, it seems, merit the symbolic tribute of outstanding whisky. Gambling is another behaviour which, like hunting and sport, provides an opportunity in countless cultures for the weaving of and participation in the web of male affiliation. Not the gambling of the London casino, where glamorous women serve drinks, or the complex hope, greed, fate-tempting ritual, and action of the shiny American palaces in Nevada, and not the hidden gambling run by racketeers. Rather, the card games in homes or small clubs, where men gather to play for manageable stakes on a friendly basis; perhaps – like Jiggs and his Maggie – to avoid their women, perhaps to seek some money, perhaps to buy the pleasant passage of time. But also to be with their friends and talk, and define, by the game, the confines of their intimate male society. Obviously females play too, both on their own and in mixed company. But there are differences which warrant investigation, in the same way that the drinking of men in groups appears to differ from heterosexual or all-female drinking; the separation of all-male bars and mixed ones is still maintained in many places despite the powerful cultural pressures against such flagrant sexual apartheid. Even in the Bowery, where disaffiliated outcast males live in ways only now becoming understood, it has been noted that, ‘There are strong indications that the heavy drinkers are more integrated and more sociable than the light. The analytical problem lies in determining whether socialization causes drinking or drinking results in sociability when there is no disapproval.’ In the gentleman's club in London, the informally segregated working man's pub in Yorkshire, the all-male taverns of Montreal, the palm-wine huts of west Africa, perhaps can be observed the enactment of a way of establishing maleness and maintaining bonds which is given an excuse and possibly facilitated by alcohol. Certainly, for what they are worth in revealing the nature of popular conception of the social role of drinking, advertisements stress the manly appeal of alcohol – particularly whisky – though it is also clear that there are ongoing changes in the socio-sexual implications of drinking. But perhaps it is hasty to regard the process of change as a process of female emancipation which will culminate in similarity of behaviour, status, and ideals of males and females. The changes are still too recent to warrant this. Also, they have been achieved under sufficiently self-conscious pressure...

Our liturgy, music, small groups and Bible studies, programming, fellowship, and leadership should facilitate true transformation in the way of Jesus and participation in God’s reign.

Norepinephrine: The Wake-Up Neurotransmitter One of norepinephrine’s effects on the brain is to sharpen attention. As we saw earlier, norepinephrine (aka noradrenaline) can function as both a neurotransmitter and a hormone. When we perceive stress and activate the fight-or-flight response, the brain produces bursts of norepinephrine, triggering anxiety. But sustained and moderate secretion can also produce a beneficial result in the form of heightened attention, even euphoria, and meditation has been shown to produce a rise in norepinephrine in the brain. A modest dose of norepinephrine is also associated with reduced beta brain waves. 5.11. Norepinephrine: your wake-up molecule. Notice the paradox here. Norepinephrine is associated with both anxiety and attentiveness. How do you get enough to be alert, but not so much you’re stressed? Surrender is the key. Steven Kotler, co-author of Stealing Fire, says that stress neurochemicals like norepinephrine actually prime the brain for flow states. At first, the meditator is frustrated by Monkey Mind. But if she surrenders, despite the perpetual self-chatter of the DMN, she enters the next phase of flow, which is focus. She has hacked her biology, using the negative experience of mind wandering as a springboard to flow. Norepinephrine’s molecular structure is similar to its cousin, epinephrine. While epinephrine works on a number of sites in the body, norepinephrine works exclusively on the arteries. When both dopamine and norepinephrine are present in the brain at the same time, they amplify focus. Attention becomes sharp, while perception is enhanced. Staying alert is a key function of the brain’s attention circuit, which keeps you focused on the object of your meditation and counteracts the wandering mind. It also stops you from becoming drowsy, an occupational hazard for meditators. That’s because pleasure neurotransmitters such as serotonin and melatonin (for which serotonin is the precursor) can put you to sleep if not balanced by alertness-producing norepinephrine. Again, the ratios are the key. Oxytocin: The Hug Drug 5.12. Oxytocin: your cuddle molecule. Oxytocin is produced by the hypothalamus, part of the brain’s limbic system. When activated, neurons in the hypothalamus stimulate the pituitary gland to release oxytocin into the bloodstream. So even though oxytocin is produced in the brain, it has effects on the body as well, giving it the status of a hormone. It is one of a group of small protein molecules called neuropeptides. A closely related neuropeptide is vasopressin. All mammals produce some variant of these neuropeptides. Oxytocin promotes bonding between humans. It is responsible for maternal feelings and physically prepares the female body for childbirth and nursing. It is generated through physical touch but also by emotional intimacy. Oxytocin also facilitates generosity and trust within a group. Oxytocin is the hormone associated with the long slow waves of delta. A researcher hooking subjects up to an EEG found that touch stimulated greater amounts of delta, with certain regions of the skin being more sensitive. The biggest effect was produced by tapping the cheek, as we do in EFT. It produced an 800% spike in delta.

Cosgrove advocates treating all plans, milestones, and schedules as tentative, so as to facilitate change. This goes much too far—the common failing of programming groups today is too little management control, not too much. Nevertheless, he offers a great insight. He observes that the reluctance to document designs is not due merely to laziness or time pressure. Instead it comes from the designer's reluctance to commit himself to the defense of decisions which he knows to be tentative. "By documenting a design, the designer exposes himself to the criticisms of everyone, and he must be able to defend everything he writes. If the organizational structure is threatening in any way, nothing is going to be documented until it is completely defensible." Structuring an organization for change is much harder than designing a system for change. Each man must be assigned to jobs that broaden him, so that the whole force is technically flexible. On a large project the manager needs to keep two or three top programmers as a technical cavalry that can gallop to the rescue wherever the battle is thickest. Management structures also need to be changed as the system changes. This means that the boss must give a great deal of attention to keeping his managers and his technical people as interchangeable as their talents allow.

The facilitator is an aware and conscious listener, and a clear communicator, who understands group dynamics and provides process expertise, usually in the form of questions and suggestions.

While doing the research for this book, I interviewed many people—seminar leaders, conversation facilitators, psychologists and focus group moderators, biographers and journalists—whose job it is to ask other people about their lives. I asked these experts how often somebody looks back at them and says, “None of your damn business.” Every expert I consulted had basically the same answer: “Almost never.” People are longing to be asked questions about who they are. “The human need to self-present is powerful,” notes the psychologist Ethan Kross. A 2012 study by Harvard neuroscientists found that people often took more pleasure from sharing information about themselves than from receiving money. The Belgian psychologist Bernard Rimé found that people feel especially compelled to talk about negative experiences. The more negative the experience was, the more they want to talk about it.

The God of Israel modeled for us how to embed something in the memory of a group or peoplehood. When God instructed Moses in matters pertaining to the ongoing tutelage of Israel, he tells Moses the reason for the great “Song of Moses” that will follow in Deuteronomy 32. This song proclaimed God’s ways, his honor, his judgment, and his salvation. God wanted Israel to take this to heart, to hear it, to internalize it. So, he says, “Now write down this song and teach it to the Israelites and have them sing it [‘by heart’ MSG], so that it may be a witness for me against them” (Deut 31:19 NIV). They were to learn the song by heart. So, the song of Moses is in memorable poetry and was to be formally articulated in ways to facilitate memorization by the community. It was to be sung, oralized. But we note also that it was to be written down.324 The textual version of the poem was necessary for maintaining its permanence from generation to generation, to check its accuracy. Here we see the dynamic dialectic between the written word and the oralized word—the oralized word can be ephemeral, so must be preserved in writing. The written word is enduring but must be oralized.325

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We might want to consider instead the new opportunities and affinities that are opened up through coming together to fight the environmental crisis. Ecological justice groups like Extinction Rebellion are calling for citizens’ assemblies—innovative institutions that can allow people, communities, even entire countries, to make important decisions in ways that may be more just and fairer than party politics. Similar to jury service, members are randomly selected from across the country. The process is designed to ensure that assemblies reflect the population in regard to characteristics like gender, age, ethnicity, education level, and geography. Assembly members hear from experts and those most affected by an issue. Members then come together in small groups with professional facilitators and together work through their differences and draft and vote on recommendations.69

Cult Criteria: charismatic leaders, mind-altering behaviors, sexual and financial exploitation, and us vs them mentality toward non-members and an "ends justify the means" philosophy. "Cult" has typically been applied to group who have some degree of supernatural beliefs, though that isn't always the case. Angels and Demons don't make their way into cosmetic pyramid schemes. The result is always the same. A power imbalance built on the member's devotion, hero-worship and absolute trust, which frequently facilitates abuse on the part of unaccountable leaders. The glue that keeps this trust in tact is members believe their leaders have a rare access to transcend wisdom, which allows them to exercise control over their systems of rewards and punishments, both here on earth and in the afterlife.

Scheduling The CMMS provides another benefit to the planning department with regard to manipulating scheduling information. An advance schedule should normally be a simple allocation of work and a daily schedule should involve the supervisors’ personal knowledge of crew individuals for best work assignments. Nevertheless, a CMMS might facilitate some of these efforts. In addition, the CMMS allows easy “what if” reviews of different alternatives. The CMMS also allows easy “publication” of the schedule to anyone interested. This promotes better craft coordination as well as coordination with the operations group for equipment clearances. Some commercial CMMS systems are weak in that they do not understand the wide variance of individual job time estimates (±100%) and think “a 5-hour job should last 5 hours.” Therefore, they guide the scheduler to drag and drop individual names and individual jobs throughout the entire next week to specific hour or even day time slots. Of course, the real-life incidence of wide job time variance plus the real-life intrusion of new, urgent operator requests make such overly detailed advance schedules of little value. In fact, many plants that use them find themselves in long daily meetings just to rearrange the schedule continuously.

The solfeggio is a six-note scale and is also nicknamed “the creational scale.” Traditional Indian music calls this scale the saptak, or seven steps, and relates each note to a chakra. These six frequencies, and their related effects, are as follows: Do 396 Hz Liberating guilt and fear Re 417 Hz Undoing situations and facilitating change Mi 528 Hz Transformation and miracles (DNA repair) Fa 639 Hz Connecting/relationships Sol 741 Hz Awakening intuition La 852 Hz Returning to spiritual order Mi has actually been used by molecular biologists to repair genetic defects.115 Some researchers believe that sound governs the growth of the body. As Dr. Michael Isaacson and Scott Klimek teach in a sound healing class at Normandale College in Minneapolis, Dr. Alfred Tomatis believes that the ear’s first in utero function is to establish the growth of the rest of the body. Sound apparently feeds the electrical impulses that charge the neocortex. High-frequency sounds energize the brain, creating what Tomatis calls “charging sounds.”116 Low-frequency sounds drain energy and high-frequency sounds attract energy. Throughout all of life, sound regulates the sending and receiving of energy—even to the point of creating problems. People with attention deficit hyperactivity disorder listen too much with their bodies, processing sound through bone conduction rather than the ears. They are literally too “high in sound.”117 Some scientists go a step further and suggest that sound not only affects the body but also the DNA, actually stimulating the DNA to create information signals that spread throughout the body. Harvard-trained Dr. Leonard Horowitz has actually demonstrated that DNA emits and receives phonons and photons, the electromagnetic waves of sound and light. As well, three Nobel laureates in medical research have asserted that the primary function of DNA is not to synthesize proteins, but to perform bioacoustic and bioelectrical signaling.118 While research such as that by Dr. Popp shows that DNA is a biophoton emitter, other research suggests that sound actually originates light. In a paper entitled “A Holographic Concept of Reality,” which was featured in Stanley Krippner’s book Psychoenergetic Systems, a team of researchers led by Richard Miller showed that superposed coherent waves in the cells interact and form patterns first through sound, and secondly through light.119 This idea dovetails with research by Russian scientists Peter Gariaev and Vladimir Poponin, whose work with torsion energies was covered in Chapter 25. They demonstrated that chromosomes work like holographic biocomputers, using the DNA’s own electromagnetic radiation to generate and interpret spiraling waves of sound and light that run up and down the DNA ladder. Gariaev and his group used language frequencies such as words (which are sounds) to repair chromosomes damaged by X-rays. Gariaev thus concludes that life is electromagnetic rather than chemical and that DNA can be activated with linguistic expressions—or sounds—like an antenna. In turn, this activation modifies the human bioenergy fields, which transmit radio and light waves to bodily structures.120

I’ve always passionately believed in the power of the state to improve lives. Before my career in AI, I worked in government and the nonprofit sector. I helped start a charity telephone counseling service when I was nineteen, worked for the mayor of London, and co-founded a conflict resolution firm focused on multi-stakeholder negotiation. Working with public servants—people stretched thin and bone-tired, but forever in demand and doing heroic work for those who need it—was enough to show me what a disaster it would be if the state failed. However, my experience with local government, UN negotiations, and nonprofits also gave me invaluable firsthand knowledge of their limitations. They are often chronically mismanaged, bloated, and slow to act. One project I facilitated in 2009 at the Copenhagen climate negotiations involved convening hundreds of NGOs and scientific experts to align their negotiating positions. The idea was to present a coherent position to 192 squabbling countries at the main summit. Except we couldn’t get consensus on anything. For starters, no one could agree on the science, or the reality of what was happening on the ground. Priorities were scattered. There was no consensus on what would be effective, affordable, or even practical. Could you raise $10 billion to turn the Amazon into a national park to absorb CO2? How are you going to deal with the militias and bribes? Or maybe the answer was to reforest Norway, not Brazil, or was the solution to grow giant kelp farms instead? As soon as proposals were voiced, someone spoke up to poke holes in them. Every suggestion was a problem. We ended up with maximum divergence on all possible things. It was, in other words, politics as usual. And this involved people notionally on the “same team.” We hadn’t even gotten to the main event and the real horse-trading. At the Copenhagen summit a morass of states all had their own competing positions. Now pile on the raw emotion. Negotiators were trying to make decisions with hundreds of people in the room arguing and shouting and breaking off into groups, all while the clock was ticking, on both the summit and the planet. I was there trying to help facilitate the process, perhaps the most complex, high-stakes multiparty negotiation in human history, but from the start it looked almost impossible. Observing this, I realized we weren’t going to make sufficient progress fast enough. The timeline was too tight. The issues were too complex. Our institutions for addressing massive global problems were not fit for purpose.

One of the most disturbing experiences I've had in my life has been to realize, again and again over the years, how impossible it is to speak to the heart, to the deep conscience of individuals who have exchanged their genuine personality for a group or ideological stereotype. [...] In the beginning, it's not really an exchange. The stereotype is adopted as a covering, a sign of identity, a password that facilitates the subject's integration into a social group and, by freeing them from their isolation, makes them feel even more human. Then the progressive identification with the group's values and objectives replaces direct perceptions and initial feelings with a schematic imitation of the group's behavior and mental traits, until concrete individuality, with all its irreducible mystery, disappears under the mask of collective identity. [...] The desensitization of the deep conscience corresponds, by contrast, to a hypersensitization of the surface, a fake susceptibility, a predisposition to feel offended or threatened by any little thing that opposes the will of the group.

Herbert Allen Jr. had convinced himself that appearances were important. Having calculated incorrectly around the first of the year that the press coverage would (as Ray Stark had put it) “blow over in two weeks,” Herbert and most of Columbia's boardroom directors (the majority who blindly aligned their interests behind Herbert's and Stark's; Resulting in facilitating their David Begelman debacle) eventually had seized upon a new and equally superficial appraisal of their dilemma: We have a PR problem. The solution? Obvious. Hire a public relations firm. Columbia Pictures already employed a capable public relations director, Jean Vagnini, whose work was considered excellent by objective observers outside the company, as well as many inside. The board of directors, however, had lost confidence in Vagnini's ability to handle the continuing media onslaught alone. They also suspected that Vagnini's loyalty, in the continuing animosity between Alan Hirschfield (Columbia's CEO), and the board, was to Hirschfield -- the lone voice of reason throughout the board's mishandling of Begeleman's check forgeries. Since she was young, relatively inexperienced, and female, she was a convenient target for a group of men who did not want to confront the true source of the "PR" problem—themselves and their own actions.

It takes courage to make the transition from our original conscience group. When this movement into guilt is facilitated with respect and acknowledgment for what was given and what was received it can bring profound growth and strength. Alastair Kidd

+   Small groups are not necessarily the most significant way to help people grow in relationship to God and to one another. +   People connect in all four spaces, not in just one or two. +   Community happens spontaneously. +   We can facilitate environments that help people connect.

Perhaps most centrally, the blockchain is an information technology. But blockchain technology is also many other things. The blockchain as decentralization is a revolutionary new computing paradigm. The blockchain is the embedded economic layer the Web never had. The blockchain is the coordination mechanism, the line-item attribution, credit, proof, and compensation rewards tracking schema to encourage trustless participation by any intelligent agent in any collaboration. The blockchain “is a decentralized trust network.”194 The blockchain is Hayek’s multiplicity of private complementary currencies for which there could be as many currencies as Twitter handles and blogs, all fully useful and accepted in their own hyperlocal contexts, and where Communitycoin issuance can improve the cohesion and actualization of any group. The blockchain is a cloud venue for transnational organizations. The blockchain is a means of offering personalized decentralized governance services, sponsoring literacy, and facilitating economic development. The blockchain is a tool that could prove the existence and exact contents of any document or other digital asset at a particular time. The blockchain is the integration and automation of human/machine interaction and the machine-to-machine (M2M) and Internet of Things (IoT) payment network for the machine economy. The blockchain and cryptocurrency is a payment mechanism and accounting system enabler for M2M communication. The blockchain is a worldwide decentralized public ledger for the registration, acknowledgment, and transfer of all assets and societal interactions, a society’s public records bank, an organizing mechanism to facilitate large-scale human progress in previously unimagined ways. The blockchain is the technology and the system that could enable the global-scale coordination of seven billion intelligent agents. The blockchain is a consensus model at scale, and possibly the mechanism we have been waiting for that could help to usher in an era of friendly machine intelligence.

Liberation is to life in all its fullness, meaning the fullest possible developments of people’s gifts and potentialities. Liberation is for enabling people to grow in their own wholeness but also become facilitators of wholeness in widening circles of outreach in a society suffering from multiple oppressions producing pandemic brokenness. Liberation is from the many forces in individuals, relationships, groups, and social institutions that foster brokenness and diminished wholeness for countless people.

The week before Notes Day, all facilitators attended a training session to help them keep each meeting on track and make sure that everyone—the outgoing, the laid-back, and everyone in between—was heard from. Then, to make sure something concrete emerged, the Working Group designed a set of “exit forms” to be filled out by each session’s participants. Red forms were for proposals, blue forms were for brainstorms, and yellow forms were for something we called “best practices”—ideas that were not action items per se but principles about how we should behave as a company. The forms were simple and specific: Each session got its own set, tailored specifically to the topic at hand, that asked a specific question. For example, the session called “Returning to a ‘Good Ideas Come from Anywhere’ Culture,” had blue exit forms topped with this header: Imagine it’s 2017. We’ve broken down barriers so that people feel safe to speak up. Senior employees are open to new processes. What did we do to achieve this success? Underneath that question were boxes in which attendees could pencil in three answers. Then, after they wrote a general description of each idea, they were asked to go a few steps further. What “Benefits to Pixar” would these ideas bring? And what should be the “Next Steps” to make them a reality? Finally, there was space provided to specify “Who is the best audience for this idea?” and “Who should pitch this idea?

• Launched Real Time Talent, one of the most innovative workforce development initiatives in the country. It links the curriculum and training for more than four hundred thousand postsecondary students with the skill requirements of employers in the state (RealTimeTalentMN.org). • Created the Business Bridge, which facilitates connections between the procurement functions of large corporations and smaller potential suppliers located in the region. As a result of this effort, participating businesses added more than $1 billion to their spending with local businesses in two years—a year ahead of their goal. • Helped to build the case for investing more aggressively in higher education. By strengthening relationships between business and higher education leaders, and using a fact-based set of findings to justify investing more than an incremental amount, a coalition organized by Itasca helped increase spending in the state by more than $250 million annually. That’s not bad for a group of people with no budget, no office, no charter, virtually no Internet presence, virtually no staff—but a huge abundance of trust.

Joseph Grinkorn is a founder of The Morris Group Companies who provides the help in social networking and robust applications, using his expertise to help facilitate some of the biggest deals on the private market.

In addressing a subcommittee of the National Science Board (it oversees the National Science Foundation) charged with reviewing “transformational” science, he remarked: My colleagues and I have studied approximately 175 research organizations on both sides of the Atlantic, and in many respects the Santa Fe Institute is the ideal type of organization which facilitates creative thinking. And here’s a quote from Wired magazine: Since its founding in 1984, the nonprofit research center has united top minds from diverse fields to study cellular biology, computer networks, and other systems that underlie our lives. The patterns they’ve discovered have illuminated some of the most pressing issues of our time and, along the way, served as the basis for what’s now called the science of complexity. The institute was originally conceived by a small group of distinguished scientists, including several Nobel laureates, most of whom had some association with Los Alamos National Laboratory. They were concerned that the academic landscape had become so dominated by disciplinary stovepiping and specialization that many of the big questions, and especially those that transcend disciplines or were perhaps of a societal nature, were being ignored. The reward system for obtaining an academic position, for gaining promotion or tenure, for securing grants from federal agencies or private foundations, and even for being elected to a national academy, was becoming more and more tied to demonstrating that you were the expert in some tiny corner of some narrow subdiscipline. The freedom to think or speculate about some of the bigger questions and broader issues, to take a risk or be a maverick, was not a luxury many could afford. It was not just “publish or perish,” but increasingly it was also becoming “bring in the big bucks or perish.

Note, however, that a community’s supply of social rewards is limited, so we’re often competing to show more loyalty than others—to engage in a “holier than thou” arms race. And this leads, predictably, to the kind of extreme displays and exaggerated features we find across the biological world. If the Hajj seems extravagant, remember the peacock’s tail or the towering redwoods. But note, crucially, that sacrifice isn’t a zero-sum game; there are big benefits that accrue to the entire community. All these sacrifices work to maintain high levels of commitment and trust among community members, which ultimately reduces the need to monitor everyone’s behavior.38 The net result is the ability to sustain cooperative groups at larger scales and over longer periods of time.39 Today, we facilitate trust between strangers using contracts, credit scores, and letters of reference. But before these institutions had been invented, weekly worship and other costly sacrifices were a vital social technology. In 1000 a.d., church attendance was a pretty good (though imperfect) way to gauge whether someone was trustworthy. You’d be understandably wary of your neighbors who didn’t come to church, for example, because they’re not “paying their dues” to the community. Society can’t trust you unless you put some skin in the game.

Chevron, for example, has a decision-analysis group whose members facilitate decision-framing workshops; coordinate data gathering for analysis; build and refine economic and analytical models; help project managers and decision makers interpret analyses; point out when additional information and analysis would improve a decision; conduct an assessment of decision quality; and coach decision makers.

You’ve begun to master several techniques for controlling your anxiety. You’re learning the finer points of interaction and studying ways to apply your interactive skills. The next step is to add community resources—relevant agencies, groups, and organizations—to your self-help program. As you consider your particular needs, look to your own community for ways to enhance your social system: Parks and recreation departments, churches and synagogues, singles groups, self-help groups, clubs, volunteer organizations, business associations—there is an infinite array of resources to choose from. Contact your local chamber of commerce, consult newspapers for upcoming activities, and even inquire at area shops about any clubs or groups that share an interest (for example, ask at a garden center about a garden club, at a bookstore about a book club, and so on). Working through the exercises in this book is merely one component of a total self-help program. To progress from background knowledge to practical application, you must venture beyond your home and workplace (and beyond the confines of a therapist’s office, if you are in counseling). For people with social anxiety an outside system of resources is the best place to work on interactive difficulties. Here are three excellent reasons to use community resources: 1. To facilitate self-help. Conquering social anxiety necessitates interaction and involvement within the community, which is your laboratory. Using community resources creates a practical means of refining your skills and so moving forward on your individual map for change. 2. To diminish loneliness. Becoming part of the community provides the opportunity to develop personal and professional contacts that can enhance your life in many ways. 3. To network. Community involvement will not only give you the chance to improve your interactive skills, but will allow you to promote your academic or work life as well as your social life. Building connections on different levels can be the key. Any setting can provide a good opportunity for networking. In fact, I met the writer who helped me with this book in a fairly unlikely place—on the basketball court! A mutual friend introduced us, and when the subject of our professional interests came up, we saw the opportunity to work together on this project. You never know!

There are two important lessons here. First, foreign aid is not a very effective means of dealing with the failure of nations around the world today. Far from it. Countries need inclusive economic and political institutions to break out of the cycle of poverty. Foreign aid can typically do little in this respect, and certainly not with the way that it is currently organized. Recognizing the roots of world inequality and poverty is important precisely so that we do not pin our hopes on false promises. As those roots lie in institutions, foreign aid, within the framework of given institutions in recipient nations, will do little to spur sustained growth. Second, since the development of inclusive economic and political institutions is key, using the existing flows of foreign aid at least in part to facilitate such development would be useful. As we saw, conditionality is not the answer here, as it requires existing rulers to make concessions. Instead, perhaps structuring foreign aid so that its use and administration bring groups and leaders otherwise excluded from power into the decision-making process and empowering a broad segment of population might be a better prospect.

5. Question Ball Give each person a full sheet of blank paper. Ask everyone to write a question that they have on the paper. Ask them to print their question so someone else can easily read it and to not sign their name. Have them ball up the paper. You can then collect the question balls in a bucket and redistribute them by throwing one to every person in the class. Or if the group needs a physical energizer, you can ask them to stand up and have a snowball fight with the question balls, seeing how many people they can hit in 30 seconds. Then, at a signal, ask everyone to pick up a ball, open it, and use any person or resource in the room to help answer the question on it. After a few minutes, ask everyone to read their question to the class and give its answer. The facilitator and the other learners can comment as necessary.

Secret #1 The Fundamental Secret of Facilitation You can achieve more effective results when solutions are created, understood, and accepted by the people impacted.

Three factors greatly facilitated the emergence of more inclusive political institutions following the Glorious Revolution and the French Revolution. The first was new merchants and businessmen wishing to unleash the power of creative destruction from which they themselves would benefit; these new men were among the key members of the revolutionary coalitions and did not wish to see the development of yet another set of extractive institutions that would again prey on them. The second was the nature of the broad coalition that had formed in both cases. For example, the Glorious Revolution wasn’t a coup by a narrow group or a specific narrow interest, but a movement backed by merchants, industrialists, the gentry, and diverse political groupings. The same was largely true for the French Revolution. The third factor relates to the history of English and French political institutions. They created a background against which new, more inclusive regimes could develop. In both countries there was a tradition of parliaments and power sharing going back to the Magna Carta in England and to the Assembly of Notables in France. Moreover, both revolutions happened in the midst of a process that had already weakened the grasp of the absolutist, or aspiring absolutist, regimes. In neither case would these political institutions make it easy for a new set of rulers or a narrow group to take control of the state and usurp existing economic wealth and build unchecked and durable political power.

Simply go to Google and click on the Google image tab. Once there, choose various words at random. We might put in “squid” and then look at all the pictures the word squid generates. Print out one or two images generated by the word squid. Then pick another word at random such as “architect.” Pick two images under the architect category and print them out as well. After you go through a series of ten random words and have printed pictures, these are used as a Random Stimulation exercise. Here’s how it would work in a group setting. We would say to the group, “We are currently trying to figure out a way of increasing sales and revenue” (from the bowling ball company example). Now we ask the group to set that problem aside and look at a stack of random images. When looking at the images the group members are only to say what those images remind them of, as a facilitator writes down the phrases and words they mention.

Managing the Neutral Zone: A Checklist Yes No   ___ ___ Have I done my best to normalize the neutral zone by explaining it as an uncomfortable time that (with careful attention) can be turned to everyone’s advantage? ___ ___ Have I redefined the neutral zone by choosing a new and more affirmative metaphor with which to describe it? ___ ___ Have I reinforced that metaphor with training programs, policy changes, and financial rewards for people to keep doing their jobs during the neutral zone? ___ ___ Am I protecting people adequately from inessential further changes? ___ ___ If I can’t protect them, am I clustering those changes meaningfully? ___ ___ Have I created the temporary policies and procedures that we need to get us through the neutral zone? ___ ___ Have I created the temporary roles, reporting relationships, and organizational groupings that we need to get us through the neutral zone? ___ ___ Have I set short-range goals and checkpoints? ___ ___ Have I set realistic output objectives? ___ ___ Have I found the special training programs we need to deal successfully with the neutral zone? ___ ___ Have I found ways to keep people feeling that they still belong to the organization and are valued by our part of it? And have I taken care that perks and other forms of “privilege” are not undermining the solidarity of the group? ___ ___ Have I set up one or more Transition Monitoring Teams to keep realistic feedback flowing upward during the time in the neutral zone? ___ ___ Are my people willing to experiment and take risks in intelligently conceived ventures—or are we punishing all failures? ___ ___ Have I stepped back and taken stock of how things are being done in my part of the organization? (This is worth doing both for its own sake and as a visible model for others’ similar efforts.) ___ ___ Have I provided others with opportunities to do the same thing? Have I provided them with the resources—facilitators, survey instruments, and so on—that will help them do that? ___ ___ Have I seen to it that people build their skills in creative thinking and innovation? ___ ___ Have I encouraged experimentation and seen to it that people are not punished for failing in intelligent efforts that do not pan out? ___ ___ Have I worked to transform the losses of our organization into opportunities to try doing things a new way? ___ ___ Have I set an example by brainstorming many answers to old problems—the ones that people say we just have to live with? Am I encouraging others to do the same? ___ ___ Am I regularly checking to see that I am not pushing for certainty and closure when it would be more conducive to creativity to live a little longer with uncertainty and questions? ___ ___ Am I using my time in the neutral zone as an opportunity to replace bucket brigades with integrated systems throughout the organization?

The Paradox of Pushing Too much force will backfire. Constant interventions and instigations will not make a good group. They will spoil a group. The best group process is delicate. It cannot be pushed around. It cannot be argued over or won in a fight. The leader who tries to control the group through force does not understand group process. Force will cost you the support of the members. Leaders who push think that they are facilitating process, when in fact they are blocking process. They think that they are building a good group field, when in fact they are destroying its coherence and creating factions. They think that their constant interventions are a measure of ability, when in fact such interventions are crude and inappropriate. They think that their leadership position gives them absolute authority, when in fact their behavior diminishes respect. The wise leader stays centered and grounded and uses the least force required to act effectively. The leader avoids egocentricity and emphasizes being rather than doing.

Harsh Interventions There are times when it seems as if one must intervene powerfully, suddenly, and even harshly. The wise leader does this only when all else fails. As a rule, the leader feels more wholesome when the group process is flowing freely and unfolding naturally, when delicate facilitations far outnumber harsh interventions. Harsh interventions are a warning that the leader may be uncentered or have an emotional attachment to whatever is happening. A special awareness is called for. Even if harsh interventions succeed brilliantly, there is no cause for celebration. There has been injury. Someone’s process has been violated. Later on, the person whose process has been violated may well become less open and more defended. There will be a deeper resistance and possibly even resentment. Making people do what you think they ought to do does not lead toward clarity and consciousness. While they may do what you tell them to do at the time, they will cringe inwardly, grow confused, and plot revenge. That is why your victory is actually a failure.

But perhaps most important of all, having too many people on a team makes team dynamics during meetings and other decision-making events almost impossible. That’s because a good team has to engage in two types of communication in order to optimize decision making, but only one of these is practical in a large group. According to Harvard’s Chris Argyris, those two types of communication are advocacy and inquiry. Basically, advocacy is the statement of ideas and opinions; inquiry is the asking of questions for clarity and understanding. When a group gets too large, people realize they are not going to get the floor back any time soon, so they resort almost exclusively to advocacy. It becomes like Congress (which is not designed to be a team) or the United Nations (ditto).

Teams that commit to decisions and standards do so because they know how to embrace two separate but related concepts: buy-in and clarity. Buy-in is the achievement of honest emotional support. Clarity is the removal of assumptions and ambiguity from a situation. Commitment is about a group of intelligent, driven individuals buying in to a decision precisely when they don’t naturally agree. In other words, it’s the ability to defy a lack of consensus.

The wise leader does not intervene unnecessarily. The leader’s presence is felt, but often the group runs itself. Lesser leaders do a lot, say a lot, have followers, and form cults. Even worse ones use fear to energize the group and force to overcome resistance. Only the most dreadful leaders have bad reputations. Remember that you are facilitating another person’s process. It is not your process. Do not intrude. Do not control. Do not force your own needs and insights into the foreground. If you do not trust a person’s process, that person will not trust you.

IF THEY CAN’T be their Monday-through-Saturday-self when they are with you in group, they will have a hard time applying their faith in everyday situations. IF THEY CAN’T share their doubts in community, they will dwell on them privately. IF THEY CAN’T ask you their questions, they are going to ask someone else. IF THEY DON’T admit their struggles to someone, they will never experience the power of bringing things to light in a way that facilitates freedom and forgiveness.

The session director is a facilitator, not a guide in the sense that the term has been used in this book up until now. To be credible and knowledgeable and capable of running a session, a facilitator may be a scientist or engineer, should have some general psychedelic experience, and have been a participant in one or more sessions devoted to creative problem solving. Everyone who will be a facilitator should also be at any pre-session meetings of the group. The facilitator’s responsibility is to keep the group focused. If during the morning, a participant is weeping or agitated, a facilitator may reassure the person by holding his or her hand, but should not discuss or interpret what is being experienced, if possible. The goal is to help the participant back into a state of attentive relaxation.

[T]he existing sovereign national states are mostly of such dimensions and composition to render possible agreement on an amount of state interference which they would not suffer if they were either much smaller or much larger. . .Planning, or central direction of economic activity, presupposes the existence of common ideals and common values; and the degree to which planning can be carried is limited by the extent to which agreement on such a common scale can be obtained or enforced. It is clear that such agreement will be limited in inverse proportion to the homogeneity and the similarity in outlook and tradition possessed by the inhabitants of an area. Although, in the national state, the submission to the will of a majority will be facilitated by the myth of nationality, it must be clear that people will be reluctant to submit to any interference in their daily affairs when the majority which directs the government is composed of people of different nationalities and different traditions. It is, after all, only common sense that the central government in a federation composed of many different people will have to be restricted in scope if it is to avoid meeting an increasing resistance on the part of the various groups which it includes. . .There seems to be little possible doubt that the scope for the regulation of economic life will be much narrower for the central government of a federation than for national states. (Hayek 1948: 264–5, footnote omitted)

WHILE I THINK the reasons for postmortems are compelling, I know that most people still resist them. So I want to share some techniques that can help managers get the most out of them. First of all, vary the way you conduct them. By definition, postmortems are supposed to be about lessons learned, so if you repeat the same format, you tend to uncover the same lessons, which isn’t much help to anyone. Even if you come up with a format that works well in one instance, people will know what to expect the next time, and they will game the process. I’ve noticed what might be called a “law of subverting successful approaches,” by which I mean once you’ve hit on something that works, don’t expect it to work again, because attendees will know how to manipulate it the second time around. So try “mid-mortems” or narrow the focus of your postmortem to special topics. At Pixar, we have had groups give courses to others on their approaches. We have occasionally formed task forces to address problems that span several films. Our first task force dramatically altered the way we thought about scheduling. The second one was an utter fiasco. The third one led to a profound change at Pixar, which I’ll discuss in the final chapter. Next, remain aware that, no matter how much you urge them otherwise, your people will be afraid to be critical in such an overt manner. One technique I’ve used to soften the process is to ask everyone in the room to make two lists: the top five things that they would do again and the top five things that they wouldn’t do again. People find it easier to be candid if they balance the negative with the positive, and a good facilitator can make it easier for that balance to be struck. Finally, make use of data. Because we’re a creative organization, people tend to assume that much of what we do can’t be measured or analyzed. That’s wrong. Many of our processes involve activities and deliverables that can be quantified. We keep track of the rates at which things happen, how often something has to be reworked, how long something actually took versus how long we estimated it would take, whether a piece of work was completely finished or not when it was sent to another department, and so on. I like data because it is neutral—there are no value judgments, only facts. That allows people to discuss the issues raised by data less emotionally than they might an anecdotal experience.

Being a Helper It is not good for the man to be alone. I will make a helper suitable for him. —GENESIS 2:18     One of the joys of being an older woman is helping teach the younger women how to be helpers for their husbands. Daughters and daughters-in-law need to hear your wisdom when it comes to marriage. Sharing your experience becomes a great reward of your station in life. When I make this suggestion to a group, many women who have adult children will quietly comment that they don’t have anything to teach anyone else. In fact, they are intimidated by the next generation and feel insecure about their experience. This is the perfect reason to begin mentoring another woman. You’ll both discover the depth and breadth of your wisdom as wives and mothers. As a mature adult, you can be the one who encourages your daughters and daughters-in-law in how to be helpers to their mates, one of the great principles of marriage. What a difference it would make if more women would uphold their husbands as they attempt to rise above the pull of the world and toward God’s purposes. You can be the facilitator who will help women to understand and implement Paul’s teaching in Titus 2:3-5: “Teach the older women to be reverent in the way they live…. Then they can train the younger women to love their husbands and children, to be self-controlled and pure, to be busy at home, to be kind, and to be subject to their husbands, so that no one will malign the word of God.” As a grandparent, the easiest way to teach is by example. Often married children are not eager to ask their parents about marriage, but they cannot deny your living and modeling Scripture. Be available to help when it is requested. We must be sensitive that we don’t barge unannounced into their lives, but be prepared when the time comes. Prayer: Father God, as a mature woman of God, I want to be used to encourage other women how to be makers of their homes. Give me the perfect timing to be available. In the meantime I will demonstrate Your Word by my life. Amen.  

Fun With all the pedagogical goals involved in a course, it’s easy to forget that the class can still be fun. On the first day of class, Bill states, as an explicit goal, that he wants everyone to look forward to coming to class each week. Well-facilitated case discussions are engaging and often punctuated by humor. Even if your personal style is on the somber side, you can still encourage participants to enjoy coming to class and emphasize that you personally look forward to class, too. If you tend to be unexpressive when you speak, then say in words how excited you are to be in this class with this group.

Recommended Reading Lyssa Adkins in her book Coaching Agile Teams describes the responsibilities and working methods for the agile coach. She provides details on the skills, techniques, and methods an agile coach can use to develop into a seasoned mentor and coach. Jean Tabaka in her book Collaboration Explained describes the content, structure, techniques, and tools for executing collaborative events. Kaner et al. offer practical advice on facilitating decision-making in their book the Dynamics of Group Decision-Making.

Ritualistic abuse refers to organised abuse that is structured in a ceremonial fashion, often incorporating religious or mythological iconography (McFadyen et al. 1993). The ritualistic activity is typically structured by 'deviant scriptualism', in which abusive groups parody traditional religious symbols and ritual practices (Kent 1993a, 1993b). The majority of cases of ritualistic abuse involve female victims and facilitation by parents (Creighton 1993, Gallagher et al. 1996), although early research on sexual abuse in child-care arrangements emphasised the presence of ritualistic abuse in some cases (Finkelhor and Williams 1988, Waterman et al. 1993).

Falwell, Robertson, Dobson, and others would later use their power in ways that would have made my father throw up. Dad could hardly have imagined how they would help facilitate the instantly corrupted power-crazy new generation of evangelical public figures like Ralph Reed, who took money from the casino industry while allegedly playing both sides against the middle in events related to the Abramoff Washington lobbyist scandal. And after 9/11, the public got a glimpse of the anti-American self-righteous venom that was always just under the surface of the evangelical right. Pat Robertson, Jerry Falwell, and others declared that the attack on America was a punishment from God. And after the war in Iraq began, some loony group of fundamentalists started picketing the funerals of killed soldiers and screaming at bereaved fathers and mothers that God was punishing “faggot America.” What they shouted openly was what the leaders of the religious right were usually too smart to state so bluntly, but it is what they had often said in private. What

When Sony was introducing the boom box, the company gathered a group of potential customers and held a focus group on what colour the new product should be: black or yellow. After some discussion among the group of likely buyers, everyone agreed that consumers would better respond to yellow. After the session, the facilitator thanked the group, and then mentioned that, as a bonus, they were welcome to take a free boom box on the way out. There were two piles of boom boxes: yellow and black. Every person took a black boom box.’5 Clearly what people say isn’t always a true reflection of what they think, so we need a way of getting into these shadowy issues and seeing how they affect the customer’s goals.

Tactical decision games are situational exercises on paper representing a snap shot in time. A scenario is handed out that describes a problem related to your profession (law enforcement, security, military, business, etc). The facilitator sets a short time limit for you to come up with a solution to the problem presented. The TDGs can be conducted individually or in a group setting. As soon as time is up, with the facilitator using “time hacks”, an individual or group is told to present their course of action to the rest of the group. What you did and why? Justifying your actions to everyone else! It is important that individuals or groups working together are candid and honest in their responses. You’re only fooling yourself to do otherwise. The lesson learned from the TDGs can make you more effective and safe in the performance of your job. The time to develop the strength of character and the courage to make decisions comes here, in the training environment. Mistakes can be made here that do not cost a life and valuable lessons are learned.

Vaccine trials in general, and childhood vaccine trials specifically, are purposely designed to obscure the true incidence of adverse events of the vaccine being tested. How do they do this? By using a two-step scheme: First, a new vaccine (one which does not have a predecessor), is always tested in a Phase 3 RCT in which the control group receives another vaccine (or a compound very similar to the experimental vaccine, see explanation below). A new pediatric vaccine is never tested during its formal approval process against a neutral solution (placebo). Comparing a trial group to a control group that was given a compound that is likely to cause a similar rate of adverse events facilitates the formation of a false safety profile.