Our most common way of solving problems-at home, at work, in our communities, in national and international affairs-is to use our expertise and authority to apply piece-by-piece, tried-and-true "best practices." This works for simple, familiar, uncontentious problems. But it doesn't work for the complex, unfamiliar, conflictual problems that we all increasingly face. When we try to solve these complex problems using our common way, the problems end up either getting stuck or getting unstuck only by force. We all need to learn another, uncommon way.

Adam Kahane has worked on some of the toughest problems in the world. He started out as an expert analyst and adviser to corporations and governments, convinced of the need to calculate "the one right answer." Then, through an unexpected experience in South Africa during the transition away from apartheid, he got involved in facilitating a series of extraordinary, high-conflict, high-stakes problem solving efforts: in Colombia during the civil war, in Argentina during the collapse, in Guatemala after the genocide, in Israel, Northern Ireland, Cyprus, and the Basque Country, Through these experiences, he learned how to create environments that enable creative new ideas and solutions to emerge even in the most stuck and challenging contexts. Here Kahane tells his stories and distils from them a "simple but not easy" approach all of us can use to solve our own toughest problems.

Using examples from families, corporations, governments, and nonprofits, Kahane explores the connection between individual and systemic transformation, and shows how to move beyond politeness and formal statements, beyond routine debate and defensiveness, towards deeper and more productive dialogue and action. Engaging and inspiring, personal and practical, this book offers us a down-to-earth and hopeful way forward: a way of "open-minded, open-hearted, open-willed talking and listening" vital for creating profound and lasting change.

The World Cafe: Shaping Our Futures Through Conversations That Matter by Brown, Juanita
Presence: An Exploration of Profound Change in People, Organizations, and Society by Senge, Peter
Dialogue and the Art of Thinking Together: A Pioneering Approach to Communicating in Business and in Life by Senge, Peter

He Certainly Makes His Point
He provides an eye-opening definition of real collaboration, with many examples. He certainly proves the real power of open dialogue and sincere listening, as well as showing the inevitable failure when we do not truly yield ourselves to a sincere dialogue. "Collaboration" and "Dialogue" are certainly buzzwords these days, and there is much form in that regard, but not as much substance as we need. That is, there is much pretending in the way of "collaboration" and "listening" to the opinions of others, but in reality the "listening" is a show. His discussion of "listening" throughout this book, what it is and what it is not, is the bright spot in my opinion. There is a false way of listening that may appear as sincere as the real, but it's not, and it's not helpful. I also really like his statement that "The root of not listening is knowing.", or thinking you know. I can't count the number of times I have seen this happen, and how many times I have been guilty of it myself. When you think you know, you stop seeking and you are incapable of seeing the truth, even when it is right in front of you. It is self-deception of the highest order. "Being and expert is a severe impediment to listening and learning." He shows the prerequisites for a successful collaboration and the astounding results that can be achieved. He advocates convincingly for a new approach to the toughest problems we face. I have been seeing this approach emphasized in other items I have been reading as well. It was not his purpose, but I can't help but wish he would given us more technical details on his scenario building work, as well as more details on how to structure and facilitate the "dialogue" meetings he advocates. Don't let the use of the phrase "new realities" make you pause, it is not an expression of naive idealism, rather, it is his way of saying what can be achieved versus the ineveitable failure we have and will experience if we keep using the same failed approaches we have always used. You can't accuse him of being naive and unrealistic when everything he discusses is documented reality and in which he was a direct participant. As I said, he accomplished his purpose with flying colors, I just wish his purpose was a little broader.