When we rely on events to change things in our organisations – an executive residential, a training day on relationships, a session on ‘difficult conversations’ – we’re treating ourselves as if we’re machines. A new part, some oil in the right place, installing a patch to the operating system – that’ll do it.
When we imagine ourselves this way, we set ourselves up for such disappointment. We pour our hearts and our good intentions into the event, thinking that this time it will do the trick, this time the upgrade will work. And we wonder why things the next day seem pretty much the way they were before.
We’d be so much more effective, and so much kinder to ourselves, if we understood that we are living processes, shaped all the time by the practices we take up and by the relationships that surround us. We’d know then that events can help us, for sure, but that it’s not the events themselves that bring about the change we seek as much as our relationship to them. We’d see that unless we’re prepared to use events as an invitation to practice – with all of the uncertainty, all the learning that’s involved, all the letting go that practice entails, and all of the times that our practice goes awry and we have to commit to begin again once more – we can rightly expect our events to do very little at all.
And this point – that practice goes awry – is probably the most important. We know, intuitively, that a two-day event exploring the piano doesn’t make any of us a competent pianist. We’d expect to have many subsequent days of struggle and difficulty, with steps forward and setbacks, before we’d feel proficient. Before real music would be possible we’d expect days when our practice sounded disjointed or discordant, and to play many wrong notes from which we’d gradually learn the right ones. We’d expect to need help, and time to reflect on what’s happening. And we’d expect to experiment and practice again and again for many weeks.
It’s the same for the work of building trust between colleagues, for learning how to get out of our endless busyness and rushing so we can think, and for finding how to work together effectively, and skilfully, and joyfully.
If we understood this, I think we’d expect a lot less of events and see a lot more possibility in ourselves and in each other. And we’d know that our very difficulties are the path, not a reason to be discouraged, not proof that we’re getting it wrong, and certainly not a reason nor an excuse to avoid the difficult, life giving and essential work of practicing together what we say we most want to bring about.