Liberating Structures Liberating Structures
Principle make it possible to: make it possible to:
When Liberating START or AMPLIFY these STOP or REDUCE these
Structures are part practices that address
“autopilot” practices that
of everyday opportunities and challenges
are encouraged by
with much more input and
interactions, it is conventional
support:
possible to: microstructures:
1. Include and Invite everyone touched by a Separate deciders from doers.
Unleash challenge to share possible Appoint a few to design an
Everyone solutions or invent new “elegant solution” and then tell
approaches together. Actively all others to implement it after
reach across silos and levels, the fact. Force buy-in. Confront
beyond the usual suspects. resistance with hours of
PowerPoint presentations.
2. Practice Deep Engage the people doing the work Import best practices, drive buy-
Respect for and familiar with the local context. in, or assume people need more
People and Local Trust and unleash their collective training. Value experts and
Solutions expertise and inventiveness to computer systems over local
solve complex challenges. Let go of people and know-how.
the compulsion to control.
3. Never Start Dig deep for what is important and
Maintain ambiguity by using
Without a Clear meaningful to you and to others. jargon. Substitute a safe short-
Purpose Use Nine Whys routinely. Take term goal or cautious means-to-
time to include everyone in an-end statement for a deep need
crafting an unambiguous or a bold reason to exist. Impose
statement of the deepest need for your purpose on others.
your work.
4. Build Trust As Cultivate a trusting group climate Over-help or overcontrol the
You Go where speaking the truth is valued work of others. Respond to ideas
and shared ownership is the goal. from others with cynicism,
Sift ideas and make decisions using ridicule, criticism, or
input from everyone. Practice punishment. Praise and then just
“nothing about me without me.” Be pretend to follow the ideas of
a leader and a follower. others.
5. Learn by Failing Debrief every step. Make it safe to Focus on doing and deciding.
Forward speak up. Discover positive Avoid difficult conversations and
variation. Include and unleash gloss over failures. Punish risk-
everyone as you innovate, takers when unknowable
including clients, customers, and surprises pop up.
suppliers. Take risks safely.
6. Practice Self- Engage groups to the maximum Impose solutions from the top.
Discovery degree in discovering solutions on Let experts “educate” and tell
Within a their own. Increase diversity to people what to do. Assume that
spur creativity, broaden potential people resist change no matter
Group
solutions, and enrich peer-to-peer what. Substitute laminated signs
learning. Encourage experiments for conversation. Exclude
on multiple tracks. frontline people from innovating
and problem solving.
7. Amplify Specify minimum constraints and Allow people to work without
Freedom AND let go of overcontrol. Use the structure, such as a clear purpose
Responsibility power of invitation. Value fast or minimum specifications. Let
experiments over playing it safe. rules and procedures stifle
Track progress rigorously and feed initiative. Ignore the value of
back results to all. Expose and people’s understanding how their
celebrate mistakes as sources of work affects one another. Keep
progress. frontline staff in the dark about
performance data.
8. Emphasize Expose what is working well. Focus Focus on what’s wrong. Wait for
Possibilities: on what can be accomplished now all the barriers to come down or
Believe Before with the imagination and materials for ideal conditions to emerge.
at hand. Take the next steps that Work on changing the whole
You See
lead to creativity and renewal. system all at once.
9. Invite Creative Convene conversations about what Avoid or delay stopping the
Destruction to is keeping people from working on behaviors, practices, and policies
Enable the essence of their work. Remove that are revealed as barriers.
the barriers even when it feels like Assume obstacles don’t matter or
Innovation
heresy. Make it easy for people to can’t be removed.
deal with their fears.
10. Engage in Stir things up—with levity, Keep it simple by deciding in
Seriously paradoxical questions, and advance what the solutions
Playful Improv—to spark a deep should be. Control all
exploration of current practices conversations. Ask only closed
Curiosity
and latent innovations. Make yes or no questions. Make
working together both demanding working together feel like
and inviting. drudgery.
