4. SETTING CONTEXT

Communicating the form, function, and purpose of our engagement

WHY SET CONTEXT?

When we optimally prepare people for the form, function, and purpose of our gathering, they will be present in a way that greatly improves the chances of our purpose being actualized. Authentic engagement is more likely when we all have the same historical context or history of “how we’ve gotten to where we are.”

When we assume too much about what others know, the result can be confusion and lack of purpose. We can greatly improve the chances of all participants’ understanding the context of our gathering if we practice articulating it by writing it down and checking it out ourselves or with others.

WHAT’S THIS GATHERING ABOUT?

Having determined our purpose and clear intent, and offered a genuine, sincere invitation, we’re now fully invested in our engagement. When we’ve done our inner homework, we embody a noticeable quality of confidence and inner commitment. We now need to tell everyone what this gathering is all about.

If the context of our meeting is to make decisions about an organization’s future, our participants will naturally put themselves in a state of mind, heart, and spirit required for that type of meeting. That state may be quite different than it would be if the purpose of the gathering were to focus on reporting the progress of an ongoing project or to plan a birthday celebration.

CHALLENGE

Assumption

The Challenge we face and address in this Aspect is Assumption. When we assume that others already know what we know, we begin to skip explanations and put the purpose for our gathering squarely into the unknown. To move through this challenge, we need to accurately communicate, verbally or visually, the purpose of our gathering without ambiguity.

ASSUME AND DOOM

We’ve all arrived at a meeting or conversation with someone only to realize early in the session that we didn’t get “the memo” or that the communication we did get was not clear. Once things get started, we find ourselves having to guess, reframe, or give up. Blank stares and deafening silence may be the telltale signs. No matter how important, or minor, the meeting’s topic—it is risky and can be time wasting to assume that the purpose, meaning, and needed framing have been fully absorbed and understood by everyone in advance.

PRINCIPLE

The clear articulation of purpose and intent allows the highest potential for the actualization of that purpose. (Tattoo this principle on your brain.)

Setting Context is the Aspect in which we bring form and function together with purpose and meaning in a clearly articulated statement that informs everyone why we are gathering. When compelling intent is matched with clearly articulated form (external invitation and stated context), we’ve prepared the ground for the participants to create something new and unique. Imagine your role as articulator and catalyst for this distinct possibility.

Behind each well-conceived invitation is the challenge to live up to its promise.

Imagine the situation described earlier, but this time the Convener opens the meeting or conversation by restating the purpose and intent as articulated in the Invitation (and agenda), along with the desired goals and outcomes. We then have an opportunity to be united in purpose and prepared to offer the gift that is called for. Taking time at the outset of any gathering to seek clarity pays off in this fast-paced world where multitasking rules the day and distraction is a threat to understanding.

If we are to realize the highest potential of the gathering, we need to make it possible for everyone to be working on all cylinders. Clearly Setting Context harnesses not only the brain, but also the heart and spirit of the convened. Being transparent about our agenda, about the potential for our discourse and our intent, goes a long way toward creating the kind of trust that makes authentic engagement, the precursor to the success of our gathering, possible.

ESSENTIAL QUESTIONS

What is this gathering about?

What do the participants need to know to show up ready to fully participate?

What is our individual and collective purpose for this engagement, and for the sake of what do we do this work?

These Essential Questions require that we take the time, once again, to reflect deeply in order to articulate the answers with precision and grace. Our commitment must be to offer participants as clear and compelling a vision, based on the value and potential for our time together, as we possibly can. When we extend the Invitation, we are saying, “You matter.” When we are Setting Context, we are saying, “What we are to do together matters.” The journaling questions at the end of the chapter will help you to imagine and practice doing this for a potential gathering.

MAKING IT REAL

At our staff meetings—or any meeting, for that matter—the first thing we do (after a hearty welcome, of course) as Conveners is to set the context for our time together so that all of the participants hear and understand why they have been invited and what the gathering is for and about. The participants can then choose to place themselves in the best state of mind, heart, and being to engage in this particular context. This articulation also allows the rational mind (the part of us that is alert for stability and security) to feel safe enough to enter into the unknown part of our gathering—the relationship with others—to create something new.

One helpful practice for accurate context setting is to write down the desired purpose for the gathering in no more than three sentences and then read it out loud either alone or to a partner. Listen for clarity. If there is a way in which the context could be misunderstood, or is misinterpreted by a partner, we make revisions until it seems as clear as possible.

Here’s a variation on the same theme: Write down or record yourself (audio or video) explaining the context (reason) for a meeting or gathering. Is it clear? Check it out by having someone else listen, view, read. Notice what might be missing or where misunderstandings might appear.

This small thing, done thoughtfully, can prime our meeting or gathering for great success. Done badly or not at all, it greatly reduces the potential for actualizing our purpose.

HISTORICAL CONTEXT SETTING, OR THE GENESIS STORY

While a clear statement of purpose, or agenda, may be sufficient for some gatherings, others require further context—especially when participants do not have relevant shared historical knowledge. We call this kind of context setting the genesis story. It is important to know the origins and history of the people, place, and context of our gathering so that the shared knowledge of this story connects us to each other. As Conveners, we remember that people want to know how they fit into a situation. Telling and retelling the genesis story of how we all came to be at this gathering can powerfully and efficiently achieve this connection.

We’ve hosted Thought Leader Gatherings each month for the past 12 years. Every session, we briefly tell the genesis story of how we began—the founding premise, and who has been involved, and why. We make the connection between our origins, why we are here today, and what we will do. We describe the thread that has bound us together all these years. This is Setting Context that brings people into what is commonly known as the culture of the community or organization, and also invites new people to imagine themselves as part of the whole, or continuum.

Effectively executing Setting Context before a meeting or gathering enables participants to show up in the best frame of mind to actualize the purpose. Effectively communicating Setting Context at the start of the gathering reinforces this frame and begins to connect the group. When people understand that their personal success is interdependent with that of the group and vice versa, they have the opportunity to move forward to the next level of trust, respect, and authentic engagement.

THE RISK OF NOT SETTING CONTEXT

We’ve addressed the virtues of clear communication and how purpose and intent in alignment with fully articulated context sets the stage for the next Aspect on the Convening Wheel, Creating the Container. What happens if the context is not set or the setting is done poorly? What are the risks? In most cases, when people don’t see themselves in a connected movement toward a goal or outcome together, there is hesitation, doubt, and, potentially, withholding of vital energy—or even rejection.

Indications of resistance to moving forward include multitasking, background talking, palpable levels of energetic stress in the room, and blank stares. Optimally, people feel safe enough to stand and be vocally challenging if there are questions to be asked or comments to be made. It’s important not to feel or act annoyed or threatened, but rather to welcome discourse. At least now we have something concrete to work with. All of these are just opportunities to clarify. Once these obstacles are seen, we take the opportunity to reset.

What if it’s clear that we don’t have agreement for going forward after Setting Context? Take a quick “time in” to recalibrate the purpose and intent of the meeting; then reframe the context, if necessary. Good facilitation skills may come in handy now. Sense, listen, and ask. Well-placed questions are an effective tool in this recalibration. Before moving on, we may ask, “Does the context of this meeting make sense to you?” “Are there any questions before we move on?” “Would someone like to mirror back to me what I’ve just said?” or “What have you heard is the context of this meeting?”

Once again, we state our intent and purpose clearly, and ask for reflections or feedback. As we practice our convening, we become more tuned in to the nuances and subtleties of the mood, body language, and what we call “people sense” in the room. Then, when resistance is experienced within the group, we are ready and grounded in our response.

TRANSITIONS

Another way to recalibrate and bring the group into a thoughtful presence is to utilize a Transition Exercise. Transitions are an important and often-neglected aspect of any gathering. Whether at the beginning, as people settle into their chairs, or with a change from process to process, transitions are “the spaces in-between” and another opportunity to keep participants present to themselves.

Like cleansing the palate between courses, a Transition Exercise, whether it is a poem, a meditation, a visualization, stretching of arms or legs, or just a brief breathing exercise, helps people to re-center and recalibrate, to be fully present for what comes next.

For the Convener to be aware and fully present to each transition is a constant practice. There are many ways to create this awareness.

Pay attention to when topics change or the group is to move on to a different part of the agenda. Keeping a flow that is consistent with the understood context of our gathering is important. Exercise 2 at the end of the chapter offers an example of a Transition Exercise that is used consistently in Heartland gatherings and meetings.

WHERE WE ARE ON THE CONVENING WHEEL

1. At the Heart of the Matter—We have explored who we are and how we will be in relationship with others.

2. Clarifying Intent—We have identified an intention consistent with At the Heart of the Matter that has substance and is acted upon.

3. The Invitation—We have extended a sincere invitation with genuine hospitality, generosity, and conviction.

4. Setting Context—We have clearly communicated the form, function, and purpose of our gathering.

Setting Context has prepared the minds, hearts, and spirit of the Convener and participants for what will come later in the engagement. Now we move on to prepare the external and internal boundaries and space of our engagement by Creating the Container.

Things to Remember

Challenge: Assumption

Principle: Clear articulation of purpose and intent allows the highest potential for the actualization of that purpose.

Essential Questions:

• What is this gathering about?

• What do the participants need to know to show up and fully participate?

• What is our individual and collective purpose for this engagement, and for the sake of what do we do this work?

Aspect-Strengthening Exercises

Checklist for the Gathering at Hand

• Have I clearly articulated to everyone the form, function, and purpose of this gathering?

• Have I verified the clarity of my communication with at least one other person?

EXERCISE 1: DEVELOPING THE CONTEXT “MUSCLE”

Write it!

Find a quiet time and place to write for at least 20 minutes. Write down the context (reason, form, and function) for a specific meeting or gathering. Go through the thought process just as you would want someone to articulate the context of the gathering to you.

Make sure you have answered the following questions:

• What is the genesis story of this engagement?

• What is this gathering about?

• What do the participants need to know to show up and fully participate?

• What is our individual and collective purpose for this engagement, and for the sake of what do we do this work?

• Who will we be together?

• What will a successful meeting look like?

Speak it!

Speak it out loud to yourself, or, better yet, to another or into an audio/video recorder. The point here is to practice out loud just the way others will hear you. It’s not enough to think it—speak it.

Repeat it!

Ask for honest reflection from others. Adapt, revise, and modify based on what you hear. Same with audio/video. It is hard to hear and see yourself, however, it’s what others will see and hear; why not know how others will experience you?

EXERCISE 2: TRANSITIONS

The following is a Transition Exercise you may wish to consider using in your engagements. We use this to prepare for a meeting, or to pause and recalibrate during a meeting. We may choose to introduce it to the group at the meeting outset or during a time of transition during the meeting. Its beauty is in its efficiency: normally we allow one to three minutes to complete; however, it can be modified to less than 30 seconds with good results.

Transition Exercise³

1. Find a comfortable place to sit with your feet on the floor and your hands free if possible.

2. If you’re comfortable to do so, close your eyes and notice your breathing. Otherwise, just soften your gaze, looking forward at a fixed object.

3. Shift your focus away from your mind to the area around your heart.

4. Imagine yourself breathing through your heart. It may help to put your hand on your heart.

5. Keep your focus there for 10 seconds or more.

6. Now, recall a time in which you felt appreciation or gratitude for someone or something, and attempt to reexperience it.

7. Notice the feeling.

8. When you’re ready, open your eyes or refocus your gaze to be present.

Journaling Questions

Imagine a meeting or gathering you may have in the future.

1. How would you articulate the form, function, purpose, and desired outcomes for your engagement?

2. How would your articulation be received?

3. How would it affect the nature of the engagement?

4. What difference can you imagine between doing this and not setting context—or giving it less attention?