{"id":1567,"date":"2013-09-05T04:03:10","date_gmt":"2013-09-05T08:03:10","guid":{"rendered":"http:\/\/facilitativeleadership.wordpress.com\/?p=1567"},"modified":"2026-04-21T13:59:19","modified_gmt":"2026-04-21T17:59:19","slug":"holarchy","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/holarchy\/","title":{"rendered":"Holarchy: The Discipline of Structured Facilitation Contrasted to Kum-Ba-Yah"},"content":{"rendered":"

The discipline of structured facilitation differs from what we respectfully refer to as \u201cKum Ba Yah<\/em>\u201d or \u201cwarm and fuzzy\u201d facilitation which frequently begins by co-creating ground rules.<\/h2>\n

Most corporate environments simply do not afford enough time to follow the slow but sure path of building trust and camaraderie among participants. The holarchy provides a good reason why structured facilitation accelerates faster.<\/span><\/p>\n

\"Holarchy:<\/a>

Structured Facilitation Begins with Your Holarchy<\/strong><\/span><\/p><\/div>\n

<\/h3>\n

Enterprise Alignment<\/span><\/h3>\n

Typical meetings involve report-outs and updates such as staff meetings (typically, loosely structured). Structured facilitation supports workshops and non-staff meetings that occur when report-outs and updates are complete. Frequently structured facilitation supports a specific scope of work we refer to as a \u201cproject.\u201d\u00a0 The difference between a project and the program it supports is the same difference one finds between a process and an activity. Both an activity and a project have a discrete starting and stopping time. Programs and processes, however, are typically ongoing or sustaining. We could calculate how much time you invest per year in the activity of \u201cpaying bills\u201d. Yet, the process of \u201caccounts payable\u201d never stops.<\/span><\/p>\n

Why is this important? When active listening fails to reconcile different viewpoints, structured facilitation through a disciplined facilitator takes the team back to the project objectives or the reason for the meeting in the first place. Next, we can view the program goals to improve consensual understanding as to why the project was approved. Finally, we can appeal to the business unit and\/ or enterprise objectives to see which argument best supports or aligns with our primary objectives, mission, and vision.<\/span><\/p>\n

Appealing to Objectives<\/span><\/h3>\n

Appealing to the objectives to reconcile arguments underlies structured facilitation that is missing from many Kum Bah Yah<\/em> settings. Notice, for example, to stimulate peace in the Middle East, the structured facilitation approach suggests reconciling arguments first with active listening and then by appealing to the objectives in the holarchy, shown in the diagram below. However, when there are no SHARED purpose, scope, and objectives, there is no ultimate appeal for resolving arguments.<\/span><\/p>\n

In corporate environments, all arguments are best answered by which position most strongly supports the corporate objectives. With Kum Bah Yah<\/em>, the objectives may be competing. Therefore we rely on a different tool set, than pure decision-making science. Both structured facilitation and unstructured facilitation have their time and place but do not confuse one for the other. No corporate culture can invest two or three hours to build ground rules at the start of meetings and workshops. We do need a clear line of sight, however, to the project, program, business unit, and enterprise objectives that our meeting supports.<\/span><\/p>\n

______<\/strong><\/span><\/h4>\n

In a world where everyone can engage in decisions that affect them<\/span><\/strong><\/span><\/p>\n

______<\/b><\/span><\/p>\n

Lead the Change\u2014One Meeting at a Time<\/b><\/b><\/span><\/h3>\n

Are you ready to transform how decisions are made, problems are solved, and alignment is built in your organization?<\/span><\/p>\n

True meeting leadership goes beyond setting an agenda.<\/b> It requires a facilitator who can navigate complexity, balance voices, and drive toward outcomes with clarity and consensus. Our Professional Meeting Leadership Workshop<\/b><\/a> and facilitation training equips you to do just that\u2014blending human-centric methods<\/b> with structured analytical tools<\/b> to foster rigor, inclusivity, and results that stick.<\/span><\/p>\n