Below is an emerging hypothesis about why Liberating Structures are spreading without very much formal support. This is a work in progress. 

• we focus the attention within a single unit or subsidiary, engaging simultaneously multiple levels from the front line to the senior leaders

 

• we start without pre-determined outcomes, letting applications emerge from individuals and small groups (self-discovery and self-organization is sacred)

 

• we invite people to bring their biggest challenges, both unexplored opportunities and entangled chronic problems (a fractal stew of short- and long-term efforts)

 

• we engage in experiential learning practices that draw on multiple senses and art forms (seeing, feeling, acting, analyzing, imagining, jesting!)

 

• the methods work well, are useful at the beginners level (and beyond), and are easily adapted to many internal and external situations

 

• the methods work at multiple scales and time frames – for individuals, teams, units, customer groups, community health issues, and organization-wide challenges

 

• when internalized and spread throughout a unit or organization, they are very hard to copy by competitors

 

• success stories are generated by people of all stripes without much more “expert assistance” than the workshop (we offer brief one-on-one coaching after the workshop and occasional phone coaching/consultation to get people started)

 

• for groups without prior experience, we have been inviting people with more experience from another location to present their work and provide consultation

 

• oh yeah, there has been great senior leader support and sponsorship for experimentation with Liberating Structures