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Archive for: Public administration

Invitation to a Triple Personal Leadership Training February 2019

13 November 2018/0 Comments/in apprentissage tout au long de la vie Facilitation graphique, Learning Design, Self-management, Visual Thinking Co-operation, Commoning, Community organisation, Professional, Public administration, Self-management, Social economy, Work and Employment /by Samantha Slade

Percolab Canada invite you to 3 complementary experiential personal leadership events to help us create the world we want to live in. Come to one, come to all!

Community Flow Games

10th 2019 Montreal, Canada

9h30-13h

Contact paul@percolab.com

Find our more

Going Horizontal Training

Feb 12-14th, 2019 Montreal, Canada

Residential (at the Biology Field Station, University of Montreal)

Registration opens mid November.

Find out more

Practicing for Peace – A Dojo for Warriors of the Heart

Feb 15-17 2019 Montreal, Canada

Residential (at the Biology Field Station, University of Montreal)

Registration opens mid November

Find out more

Flow Game Discovery Workshop

Feb. 10th 2019 Montreal, Canada 9:30-13h

The Flow Game is a unique opportunity to give and receive wisdom on questions that are important to us.

It takes place in supportive environment. Its purpose is to ground, strengthen and bring clarity to your flow of life, your leadership and actions.

You will have the chance to explore a question that has meaning to you in your life or work right now, in a collective Community Flow Game. The game hosts will be newly trained hosts guided by experienced Flow Game hosts.

We invite you to come and spend the morning and play the Flow Game with us!

It’s a fun way to dive deep around a topic that you seldom take the time to reflect upon by yourself. And you will experience how the collective support brings us much further than what we can achieve by ourselves.

The Flow Games will take place at ECTO – co working space – 936 av. Mont-Royal Est, 2e étage, Montreal.

on Sunday 10 February 2019 from 9.30 am to 13 pm.

Registration

Or contact paul@percolab.com

Preparation: To participate, we ask that you bring a clear intention or question to the Flow Game. During the game, we’ll jointly reflect and share knowledge related to your question or intention. We will play multiple games in parallel, each in small groups of 5–7. If you come as a pair you will have the choice if you wish to play in the same game or seperate games.

Contribution: We would be happy to accept voluntary contributions of between $20-$40 per person. Donations will go to the Youth Leadership Program at Kufunda Village in Zimbabwe: http://www.kufunda.org If you are not contributing in this way, you are still very welcome

Going Horizontal Training

Feb 12-14th, 2019 Montreal, Canada

Residential (at the Biology Field Station, University of Montreal)

More information and Registration

BUSINESS AS USUAL IS NOT AN OPTION ANYMORE.

Discover Going Horizontal
What if organizations were equally skilled at caring for humans and doing good business ? What if horizontal ways of working was the key to unlock our organizational potential ?

This training is for you if you want to clarify and strengthen the way you bring more horizontal practices into your organizations and groups.

  • Your role or position you occupy makes no difference, everyone has personal leadership.
  • Join a growing international community engaging in changing the modus operandi of our organizations.
  • Meet your allies in this work, the people and organizations who are committed like you to work and live non-hierarchically.

Practicing for Peace – a Dojo for Warriors of the Heart

Feb 15-17 2019 Montreal, Canada

Residential (at the Biology Field Station, University of Montreal)

Registration opens mid November

CULTIVATE INNER CLARITY, BALANCE AND STRENGTH

More Information and Registration
‘How do I strengthen my practice of peace to respond to uncertain and fragile times in our ever changing world?’

This DOJO is for if you want to explore your personal leadership and inner strength for wiser action. 

  • How can I nourish and strengthen myself so that I can continue to work for a more peaceful and sustainable world? 
  • How can I use my power consciously for wiser action? 
  • How can we restore balance and centre to act courageously for the world? 

You are invited to a workshop – a dojo – meaning a place to practice for your life. 

Domains:
Segments: public-administrationCo-operation | Commoning | Community organisation | Professional | Public administration | Self-management | Social economy | Work and Employment
Methodologies and tools: Facilitation graphique | Learning Design | Self-management | Visual Thinking

Going Horizontal: How do you really want to work?

24 September 2018/0 Comments/in apprentissage tout au long de la vie, Competences, Invitation workshop, leadership, Workshop Appreciative inquiry, Collective decision-making, Conversation, Design thinking, Self-management, Self-organisation, Visual Thinking Co-operation, Community organisation, Cooperative, Culture, Education, Entrepreneurship, Finance, Health, Housing, Industry, Professional, Public administration, Social economy, Work and Employment Spain /by Samantha Slade

Curiosity and excitement about horizontal organizations coexist with concerns and cynicism. Most of today’s work force is disengaged and the current ways of working won’t be able to take us into our future. Even if we know all this, we still struggle to figure out what to do come Monday morning.

What if we stepped back to reexamine how we really want to be working?

For over 10 years I have been using our company, Percolab, as a lab of  how an organization can function. With clients, colleagues and international friends, we try things out and sense make, in a never ending learning process. In 2016 I began offering workshops on the topic: Demystifying Self-Management. They helped people connect with the notion and explore some basic elements. In 2017, at SXSW in the USA, with Edwin Jansen, we gave a panel on Growing a Company without Bosses. It was a provocation and we were stunned by the response.

Weeks later I signed a book contract with my favorite publisher, Berrett-Koehler: Going Horizontal: Creating a Non-hierarchical Organization, One Practice at a Time. It is a practical book. It builds on the fabulous work in the field of new ways of working, such as Frederic Laloux’s Reinventing Organizations. Going Horizontal is all about the practice. It offers seven domains of practice to help anchor new habits and mindset as they develop. But Going Horizontal is more than a book, it is also a community and a series of practical trainings.

A conversation on the Future of Organizations with Frederic Laloux at the annual conference of the Quebec society of HR professionals

Who shows up at a Going Horizontal training?

In Antwerp, Belgium, six countries were in the room. Some people had specific questions while others wanted to make sense of their own experimentations. In Quebec City, Canada, workers from a pulp and paper factory joined Lawyers without Borders, an IT professional (recovering from a less than satisfactory foray into self-management), and consultants and students. Going Horizontal connects across domains and job titles.

A deep dive in Spain

The next stop is in Spain the 11-14th October, 2018 for a four day residential training in a castle in the middle of a 200 hectare forest outside of Barcelona. Beyond the enchanting venue, will be a unique learning experience. This training is offered by a powerful international team:

  • Dr. Salvador García, professor in Personal Development, Entrepreneurship and Social Innovation at the University of Barcelona,  Founder of Imagine Lab, Author of “Management by Values” and “Values Intelligence” and one of the top business speakers in Spain.
  • Carolina Escobar Mejía, Agile coach and Founder of the horizontal organization Somos Mas
  • Phoebe Tickell, Learning innovator and Social entrepreneur with Enspiral NZ & Schumacher College UK.
  • Nil Roda-Naccari Noguera from Percolab Spain and yours truly from Percolab Quebec

The day to day challenges of participants will be the basis of the program. The seven domains of practice of the Going Horizontal framework will help to grow our strengths and overcome our blind spots. Together we are exploring the new rich and yet unexplored territory of all that Going Horizontal can be.  Via each training the community grows as participants can become champions of horizontal practices in their local context.

If this speaks to you, please join us in Spain! If you know someone who should be there, please let them know.

Either way you can pre-order the book Going Horizontal now via Amazon.

If you would like to collaborate to offer a Going Horizontal training or virtual book club in your area, please contact info@percolab.com

Domains:

Segments: public-administrationCo-operation | Commoning | Community organisation | Professional | Public administration | Self-management | Social economy | Work and Employment
Co-operation | Community organisation | Cooperative | Culture | Education | Entrepreneurship | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Methodologies and tools: Facilitation graphique | Learning Design | Self-management | Visual Thinking
Appreciative inquiry | Collective decision-making | Conversation | Design thinking | Self-management | Self-organisation | Visual Thinking

Principles and processes for co-designing self-organizing events

2 November 2017/0 Comments/in Art of Hosting, Event, Non classé Self-organisation Co-operation, Community organisation, Culture, Education, Finance, Health, Housing, Industry, Professional, Public administration, Social economy, Work and Employment /by Samantha Slade

It’s easier than it sounds. If you organize events, this is for you.

The international Art of Hosting community has developed a different way to design gatherings. There is an underlying pattern that has been fine-tuned and experimented around the world for over 20 years. No matter what the convening topic, from collaboration methods to water management, to financial matters, it is possible to design, organize and meet with the flavour and feel of life, because they are the result of an underlying pattern.

Participants and conveners do not necessarily get to see this backstage, (how the hosting team works together through the design/preparation day and onwards) though everyone is sensing its existence. Over and over, it has laid the conditions for groups to experience a functional self-organizing operating system, live an enlivening experience, access deep co-learning, and do good work. A friend with decades of event organisation explains it as an update of the system software we have been working with for a long time; a 2.0 version, if you will. This is my attempt to share the pattern in a practical and helpful way, without reducing it to a simple recipe to follow. The pattern holds deep consciousness and wisdom, and I hope I am honouring it well. It begins with three principles.

It is wise that a facilitation team spends some time together just prior to a convening. The length of time will depend on elements such as the duration of the convening, the familiarity between the team members, the challenges and risks. Typically, for a three-day event, the hosting team will spend one or two days together prior to the event. For a very short meeting, the hosts will spend a shorter time.


Principle 1: Responsive design — Wait until as close to the gathering/training as possible to design the program

Certain aspects related to organizing a gathering/training can and should be done well in advance of the event, such as the venue, food, decorations, lodging, budget, registration, communication. What the team also does upfront is getting to know the context more, and getting to know each other a better, so they become a real team. As for the design of the actual program, if we want it to be acutely responsive to the context and needs that connect to the convening, to the tiny changes, local and beyond, that are forever taking place right up to the first day of the convening, then it makes sense to leave the programming to just prior to the event.

Friendly warning: We have become so accustomed to developing our event programs months in advance of an event, that waiting until just prior to the event may generate a certain level of anxiety.

Principle 2: A strong container — Give importance to the invisible field that holds a meeting

If we want power, depth and flow in our gatherings then we will need to accord time and space to build what we call, for lack of a better word, “a relationship field” or a “strong container”. This is the invisible field that holds the potential of a group. It is the collective presence and the quality of the relationships between the team members that make up the quality of this field. If this is strong and healthy, it can facilitate generative conversations, paradigm shifts and deep connections. With it, the event team will stay in healthy collaboration even if the event brings stormy weather. This can mean taking time to be together, play, sing, cook, share silence, whatever flows. This is how friendship and familiarity grows. Being in good relationship with yourself and with others helps to enjoy and benefit from the diversity of others.

Friendly warning: We have become so accustomed to time management for performance that giving time and spaciousness to being together may cause some anxiety.

Principle 3: — Learning edges, self-organisation and community of practice — Practice our own medicine

Every work session in the preparation is a micro-example of what is being created. How you are imagining the event should be showing up during this preparation time. If you want participants to harvest online, the team should start during the design days. Be in this practice with the team before the event and you will be practicing well at the event. The practice contributes to the container. If we want the event participants to experience deep learning, then the team should share their learning edges with each other. If the team is trusting and trying something new during the convening, beyond our fears, with the support of each other, then we are modelling that for the whole event. There is life in the trembling and this is being in a community of practice.

Friendly warning: We have become so accustomed to showing up with our expertise that it can be uncomfortable to reveal our learning edges.

How do we design together?

When we finally get to design the actual event our reflex is to jump in directly. Go slow and begin with the following. By doing these steps, the design that is needed will reveal itself. Embody the principles described above in the actual design time.

Need, purpose and participants

Take time to strengthen the connection to the need underlying the event and then to the purpose. Since the purpose is the invisible leader it needs to be held clearly by the whole team. The original call for the event began with this and so should the design. It is the centre of the work.

Team learnings

What is the intention or learning edges of each person in the team? If we want to facilitate learning we need to be in learning ourselves. If we embody the work we strengthen it.

Sensing in

Take time to understand the context, the people who will be coming, what is going on around to be more in tune and responsive to what is needed. Listen with all your senses, on all kind of levels.

Outputs — Acting more wisely for the world

Good work should always yields real results. The Hopi Indians say: “Will it grown corn for the people?”. What is the convening going to create that will be useful for the world?

The venue

The venue can support the quality of the convening. When it is possible spend some time at the venue? Connect and feel the flow in the space. How can the event make use of it? Are there any outdoor possibilities? Imagine the space and beauty unfolding. Embrace the constraints that come with it.

Friendly reminder: It is not either or, you need the analytical and planning capacities together with many soft skills.

How do we design for self-organization?

When the time comes to actual designing the event, the same principles apply.

  1. Clarify responsibilities/teams

If the event goes over a few days, create sub-teams. One way to approach this is a team for each day, a team for space and beauty and a team for documenting (harvesting). It can be helpful to identify how many spots there are in each team; then it is clear if people are in a single team or multiple teams. When it is time to decide who is in which team, in a self-organizing framework it is important that each person choses for herself. It can be useful to invite people to think about their offering and their learning edges before and then place pens on the table and in silence everyone writes their name where they are feeling they should be. It is important to note that the sub-team have a role of stewarding the tasks, not of executing all the activities and work of the day.

2) Clarify the flow and structure

Each team spends time designing a flow of activities for their area of responsibility. It is NOT yet time to dig into the design, only identifying the flow of activities (ex. team hosts, team coaches, participants) and the number of each. Then, to ensure that all the parts work together, the teams share their flow and activities and receive comments. Friction points and blind spots will be revealed. The teams then have a bit of time to produce a second version of their flow and activities if necessary. The group then comes back together to agree on the design. In this way everyone is aware and in support of the total design.

3) Activity designing

Only now each person identifies the activities/roles they will be responsible for, individually or in teams. Now each activity can be designed in detail. Those for day one will take priority. Some will be done prior to the event and some will be designed during the event with (some of) the participants (during breaks or evening).

4) Inviting in

During the first morning of the event, participants are invited to step in with their own activities or proposals within the scaffolding structure set up by the team. This structure holds the space so that the facilitation/hosting and documenting/harvesting can be done with the ample participation of all, in an open and flexible way. When the preparation work has been done – attending to all the details with care — the principles described above allow the loose structure to be held with quality and rigour. It can appear chaotic but the freedom is held by a container that supports coherence, alignment and freedom. It allows us to open up to what is possible and alive. This is how we organise amongst ourselves.

The Art of Hosting way creates a self-organizing operating system, an edginess of possibility, a depth of learning and a quality in human connection that often eludes us in other types of gatherings and meetings. Events all over the world are organized in this manner with great success, from the European Institutions, to local neighbourhoods, from businesses to professional networks.


Learn more about Art of Hosting and upcoming trainings.

Thank you to Ria Baeck for contribution and support in writing this article.

Domains:


Segments: public-administrationCo-operation | Commoning | Community organisation | Professional | Public administration | Self-management | Social economy | Work and Employment
Co-operation | Community organisation | Cooperative | Culture | Education | Entrepreneurship | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Co-operation | Community organisation | Culture | Education | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Methodologies and tools: Facilitation graphique | Learning Design | Self-management | Visual Thinking
Appreciative inquiry | Collective decision-making | Conversation | Design thinking | Self-management | Self-organisation | Visual Thinking
Self-organisation

Self-management and public administrations are not a match you say?

16 July 2017/0 Comments/in Non classé Self-management, Self-organisation Public administration /by Samantha Slade

I met Bernd Reichert at a training I offered in Brussels on Self-management. During introductions everyone was surprised that we had amongst us a Head of Unit from a European Union Agency that supports small and medium enterprises to bring disruptive innovations to market. Even more surprising was that he was already implementing self-management since 2014 and was there to fine tune his practices and reflect on how he was doing it! It’s not evident how to implement self-management within a larger hierarchical organization; the story of Bernd is helpful if that is your situation and to learn that it is actually possible! After the training I interviewed Bernd to learn a bit more about his amazing story. Here it is.


How did you come to being a ‘director’ of a self-managing unit at a European Union Agency?

I participated in an Art of Hosting training with some colleagues; in the European institutions it is named Participatory Leadership. At that training I was given the book Reinventing Organizations by Frederic Laloux by one of the team. This gave words to the ways I was thinking and working and supported my shift to deliberately develop my unit with self-organization, wholeness and evolutionary purpose (the three main elements described in the book).

However, I was challenged because in the book Laloux states that if you are in a bigger organization and you are not at the top, or the people at the top are not supporting working like this, then forget it. Later on Laloux did change this story though, stating the job of the manager is to hold what he calls, the “shit umbrella”. That’s to say, make sure people can do their work in a self-organized way and also take care of the people who don’t understand this way of working.

How is your unit set up?

We are currently 60 people and still growing. We are organized as per our business processes into three strands of about 20 persons each: i) Evaluation of proposals; ii) Contract management; iii) Business acceleration. Each sector has a ‘head’ of sector who acts as team coach and helps the sector find its way of what they are doing. Each sector is organized into teams of 5–6 people. There are no orders.

How is a self-managing unit perceived within your European Agency?

If you deliver, people leave in you peace. They might think you are crazy, but they leave you in peace. When I first let my colleagues attend a meeting between business units on my behalf their was an uproar. Then over time it became normal.

What is a challenge you still have to figure out?

Performance assessment and promotions. There is an invitation now to do performance assessment as conversations in groups. But we work with people who do expect the organization to work in a certain way and “does” the assessment to them. This is a major issue right now.

What does your recruitment process look like?

The important part of the recruitment process is being able to get a sense if the person applying has a belief that self-management is possible. That’s basically all we are looking for. They don’t need to know ‘how’ to do it, but at least believe in the possibility.

What have you had to unlearn?

1. I am able to decide by myself. It’s a deeply rooted belief that there has to be a hierarchy.

2. You are allowed to make errors. We very much come from a blame culture. So that is huge.

3. Work can be fun. There is an ingrained belief that if you get paid for doing this work it must be serious and hard.

What impact is this having on other units? If any?

Here are two self-managing practices that are being picked up by other units:

1. Freedom — you are the best positioned to know the best place where you need to be during a work day and how you track your hours. Everyone has flex time and telework as they wish. The priority is more on delivering on the work rather than having to know where a person is.

2. Personal development. Training is free and you can take trainings on whatever you want. The priority is people developing themselves rather than having to take trainings related to their job.

What is your advice for other leaders in large hierarchical organizations contemplating a shift to self-organization?

Just let go. You cannot know what will happen until you do it. It’s like everyone is standing around a swimming pool and now everyone is allowed to go in. There is no real danger because the swimming pool is shallow. You can stand up at any time.

Thank you Bernd for sharing.
Domains:



Segments: public-administrationCo-operation | Commoning | Community organisation | Professional | Public administration | Self-management | Social economy | Work and Employment
Co-operation | Community organisation | Cooperative | Culture | Education | Entrepreneurship | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Co-operation | Community organisation | Culture | Education | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Public administration
Methodologies and tools: Facilitation graphique | Learning Design | Self-management | Visual Thinking
Appreciative inquiry | Collective decision-making | Conversation | Design thinking | Self-management | Self-organisation | Visual Thinking
Self-organisation
Self-management | Self-organisation

Collective sense-making as practice

13 July 2017/0 Comments/in apprentissage tout au long de la vie, Event Art of Hosting, collective sense-making, Emergence, Self-organisation Co-operation, Commoning, Community organisation, Public administration /by Samantha Slade

Semi-structured co-learning across projects, domains, territories

Collective sense making is not evaluation nor debate. Very simply it requires some common themes which serve as common language or filters through which to think together about work that is very different. The common filters honor what is specific of what is happening in each place or domain and invite in a common language and thinking angle.

Recently I joined the European university of public sector territorial innovation for a 3 day adventure with over 200 people structured around 16 real projects from multiple countries. I was invited as an external witness, a healthy innovation practice, and was invited to intervene at the closing session. My task was to bridge between the event itself and the future via my external observations and insights. It was an invitation to work in emergence, with no possibility to plan ahead; this is the zone in which I thrive.

 At the end of the three days, I spoke to the group on the importance of prototyping as a rapid learning process, imperfect doing in order to gain information and insights. I reminded us all that co-creation requires being explicit with ourselves and the group on our commitment and contribution level. It is ok to be involved intensely and then step out, as long as it is made known. And then I finished on the topic of collective sense-making as a key process to help see more systemically. It is this point I wish to share in more detail.

I invited participants to identify some themes that could be interesting for us all. I do love how I can trust human beings and their intelligence and natural care. The themes that emerged were:

#citizeninvolvement

#coherence

#interdisciplinarity

There was no need to modify or improve upon these themes. They came straight from those who had lived the three days together. They would serve us for our collective sense making. We needed only to trust that that they were helpful themes for us.

I invited everyone to spend 5 minutes in silence to write whatever came up for them around these themes and our last three days of exploration around public sector innovation via the projects. Just a raw 5 minute writing time to prepare us for our collective sense-making.

Then it was time to step into conversations in pairs. Again, I reminded everyone to help each other not fall into debate or evaluation culture and to find someone who they had not met and who had worked on a different project than them. We had 15 minutes together in co-learning around our agreed themes.

There was some hesitation and then the entire room delved into deep conversation. Afterwards we had a share back and people spoke to how this had brought forward insights, anchored learning and made connections. People spoke of the delight to be in this type of flowing conversation with depth. The process was received as a gift. Some even used the term “soothing”. It does feel good to step back from our daily work, and converse with someone we don’t even know. Having a light “container” of shared themes and a little bit of solo time helps us access the deeper learnings that are ready to surface. It is about the sweet spot between chaos and order that allows generative emergence.

Domains:




Segments: public-administrationCo-operation | Commoning | Community organisation | Professional | Public administration | Self-management | Social economy | Work and Employment
Co-operation | Community organisation | Cooperative | Culture | Education | Entrepreneurship | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Co-operation | Community organisation | Culture | Education | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Public administration
Co-operation | Commoning | Community organisation | Public administration
Methodologies and tools: Facilitation graphique | Learning Design | Self-management | Visual Thinking
Appreciative inquiry | Collective decision-making | Conversation | Design thinking | Self-management | Self-organisation | Visual Thinking
Self-organisation
Self-management | Self-organisation
Art of Hosting | collective sense-making | Emergence | Self-organisation

Art of Asking for Help

23 April 2017/0 Comments/in Non classé Self-management, Self-organisation Co-operation, Community organisation, Culture, Education, Entrepreneurship, Finance, Health, Professional, Public administration, Social economy, Work and Employment /by Samantha Slade

How comfortable are you at asking for help? How clear are your requests for help?

Have you ever thought that we can improve our asking for help skills and even approach asking for help as a practice? Our awareness of the specific type of help we are asking for and the words we use to ask for help can be fine-tuned. Indeed, the more our request for help is precise the higher our chances of obtaining the help we actually want and avoid frustrations on both sides (feelings of not being heard or not being appreciated).

At percolab we have developed a simple tool to support the development of our asking for help culture. We have seen how it can open up space and deconstruct preset minds. We have noticed that it can work with everyone.

Before you dive into the typology, think of a moment when you offered help recently and think of a moment when you asked for help recently.

Jot down your examples and then read through the typology and see where they fit. If your examples are not in the typology, let me know so the typology can evolve and strengthen with our collective intelligence.

1. Ask me questions (coaching)

2. Show me how to . . . (demonstrate)

3. Tell me information or perspective (local knowledge/experience based)

4. Give me expert advice (expertise based)

5. Think creatively with me (idea generation)

6. Give me feedback on my idea, model etc. (enriching)

7. Be my audience/participant (practice)

8. Provide me moral support (emotion)

9. Give me a hand… (physical, action help)

10. Loan/give me something (material support)

11. Protect and care for me (abuse support)

12. Make sense with me (intellectual/intuitive)

13. Motivate me (kick in the butt)

14. Step in with/for me (solidarity)

15. Can you listen to me (attention)

Now, write down two requests for help using the typology. Go and ask someone for help. If the person can’t answer the first request, try the second one. How was that? Did you notice a difference?

As collaboration and participatory leadership are on the rise, our capacity to excel at asking for help is becoming all the more important. The time of the hero leader who could figure everything out on his or her own is over.

“It is kind to ask for help. Do not trust someone who cannot ask for help”.

Note: Feel free to adapt and adjust this typology. Think of it as a commons. I invite you share how you are using it and how it is evolving with your usage. here or email sam@percolab.com

Domains:





Segments: public-administrationCo-operation | Commoning | Community organisation | Professional | Public administration | Self-management | Social economy | Work and Employment
Co-operation | Community organisation | Cooperative | Culture | Education | Entrepreneurship | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Co-operation | Community organisation | Culture | Education | Finance | Health | Housing | Industry | Professional | Public administration | Social economy | Work and Employment
Public administration
Co-operation | Commoning | Community organisation | Public administration
Co-operation | Community organisation | Culture | Education | Entrepreneurship | Finance | Health | Professional | Public administration | Social economy | Work and Employment
Methodologies and tools: Facilitation graphique | Learning Design | Self-management | Visual Thinking
Appreciative inquiry | Collective decision-making | Conversation | Design thinking | Self-management | Self-organisation | Visual Thinking
Self-organisation
Self-management | Self-organisation
Art of Hosting | collective sense-making | Emergence | Self-organisation
Self-management | Self-organisation
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Location

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Office in Montreal :

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936, ave. Mont-Royal Est, 2nd floor
Montréal, Québec
H2J 1X2

Our initiatives

  • The Art of (Inter)action – Art of Hosting Montreal22 October 2013 - 0 h 43 min
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  • ECTO Cooperative coworking space1 June 2009 - 22 h 25 min
  • International forum: Conversation on competences1 September 2008 - 1 h 59 min

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