The Circle Way: A Leader in Every Chair

Citation

McVanel, S. (2011), "The Circle Way: A Leader in Every Chair", Leadership & Organization Development Journal, Vol. 32 No. 2, pp. 218-220. https://doi.org/10.1108/01437731111113042

As organizations grow, evolve and recreate themselves at an ever‐increasing pace, new vehicles for insight are often needed to create leverage; various paradigms and methods are utilized by OD practitioners to assist organizations to get there (e.g., Appreciative Inquiry, Open Space). In The Circle Way: A Leader in Every Chair, Baldwin and Linnea provide a context to understand why and how such conduits are necessary.

In the first of four sections of the book, The Circle Way, we understand the underpinnings of the circle concept. Chapter 1 provides space for the authors illustrate the historical, social and psychological underpinnings of the circle (collaborative) versus triangle (hierarchal) concepts. The reader is struck by the potency of the triangle concept in everyday work culture – from organizational charts to lecture‐style meetings – which the authors argue reduces our ability to work collaboratively, dialogue openly, think creatively, and share accomplishments freely. In essence, we must fight against our well‐established, long‐held organizational structures at a time when versatility and flexibility are needed to survive and thrive.

In chapter 2, we learn how to successfully build a circle structure into conversation. A model, outlining the components of the circle, is discussed and described in a clear, fluid way that any experienced OD practionner could apply. Without explicitly trying, the authors create space for the reader to connect how their current process does or does not fit with this structure. For example, do we create “circle agreements” based on such probes as “what agreements do we need to have in place to be able to fulfill our intent?” (p. 24) or do we create “ground rules” (a triangle concept); how deeply do ground rules get us to the understanding needed for people to be listened to with curiosity and compassion, with confidence and without judgment?

In section two of this book, “Circles in the world of work”, the reader begins to see the application of the circle concept and process through a professional lens, while also maintaining a call to see the application to the private realm as well. In chapter 3, the authors acknowledge the learning curve in “leading from the edge”, and therefore, encourage readers to find applications of the circle leadership concept in professional and personal arenas; success in one will provide the necessary practice ground and a reaffirmed commitment to the circle way. Core elements include full participation, listening, and consensus decision making.

In chapter 4, we begin to stretch our understanding of the role of the “leader” in group process and envision how circle process takes place; key roles of host (versus “facilitator”), guardian, and scribe, and the logistics of hosting a circle process (e.g. agenda), are described. In chapter 5, the authors provide guidance as to how to build accountability through the use of two types of circle (Peer and Wisdom) “agreements”, core practices (active listening, intentional speaking, attending to the well‐being of the group), and the application of the three core principles: rotating leadership, shared responsibly, and reliance on wholeness (i.e. the circle holds the collective intention of the group so all must hold her or his place on the rim of the circle to contain the wisdom). Chapter 6 provides further step‐by‐step instruction on circle process.

“The art and presence in circle” is the third section of this book. “The story is a map of human experience” (p. 95) and therefore must be “caught” in the circle. Chapter 7 explores the potency of stories, which has been reinforced by countless other influential texts (e.g. best‐selling Influencer: The Power to Change Anything; acclaimed On Dialogue). The authors illustrate how stories creates context, strengthens relationships, facilitates vicarious learning, yields cohesive action, and expands consciousness.

Facilitators will find concepts related to “containment” in Chapter 8 extremely helpful; circles are the container that intensities participants' intention. It is for these reasons that the experience is more potent and powerful, and therefore, can also be a source of discomfort of some (a “physical” container and an “energy” container). Preparing for and understanding the energy of the circle is the groundwork for channeling the energy in conflict resolution; “The core practice of conflict resolution in circle is our ability to anchor our individual reactions in our personal hoops and anchor our intentions to the center” (p. 116).

Chapter 9 draws on what we know from the coaching world to be essential in productive work with a client; identifying, acknowledging, and exploring what is being avoided, and holding individuals in unconditional positive regard. Any effective facilitator listens to what is not being said as much as what is said, placing such topics the group space as necessary. All facilitators, especially those who tend to avoid difficult group dialogue will benefit from the questions outlined on page 119. Such skills are necessary given issues that arise in today's professional and community environments; Chapter 10 supports the reader to understand how to facilitate healing in a range of difficult but relevant topics including race issues, family lineage, violence, and war.

Chapter 11, within the fourth section “Circle as a paradigm shift”, moves into the realm of circle governance, providing organizations with an innovative approach to system change with specific examples of private and public sector organizations who have used circle governance to reshape and re‐evaluate how they do, plan and think about their work. Chapter 12 brings the circle way into the personal realm with guidelines for couples, families, and communities. The authors argue that the circle can be a way of life, resulting in changes in mindset and behavior. Increased awareness of the circle way emerges because it is:

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  Relational – a social space for compassion and curiosity.

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  Inclusive and adaptable – all people find belonging and meaningful ways to contribute.

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  A synthesis of our human journey – the interconnectedness of the world is seen by understanding the full story of our origins and history.

The Circle Way: A Leader in Every Chair stretches the leaders and OD practitioners to think beyond the traditional parameters of leadership and group dynamics, fostering creativity and a renewed energy.