The Kiva Method for Inclusive Decision-Making
The tribal elders of the Hopi nation knew a thing or two about inclusive decision-making. They originated a decision-making process that is all but forgotten but is poised for a comeback.
The so-called Kiva Method, drawn from the structures in which the decisions were made and devised generations ago, allows minor voices to influence more experienced views.
The process begins with three circles of decision-makers in a bullseye setup. The most experienced and senior leaders form the center circle, followed by their key reports in the next circle. The last circle is reserved for those with the least experience, status, and seniority.
The most inner circle begins to debate and discuss the issue in question without any input from those in the two outer circles. Their role is to watch and listen only.
After a robust exchange, the most experienced leaders form a position or initial decision about the issue, problem, or opportunity in question. They end their session by stating this proposed decision to the larger group.
Now they move to the most outer circle and the key reports head to the inner circle. Having heard where the “elders” landed, this group discusses how they see the issue, the proposed decision, and how they would change or influence the path forward.
After an allotted time, they conclude and the process starts again, with the least experienced leaders at the center. With each new discussion at the center, the outer rings only listen and learn, refraining from offering any input.
Lastly, the most senior group returns to the center and revisits everything they have heard, what insights they have gathered, and how they have or haven’t been influenced in the process. They then begin anew to either validate their previous decision, or alter it given the influence the subsequent conversations have had on their thinking.
The Kiva method can involve and include as many as 36 leaders (12 in each circle) in a process that allows for multiple layers and levels in the organization to influence the ultimate decision. The power of this method revolves around its ability to create an inclusive discussion without having too many voices and viewpoints on the table at the same time. While the circle discussion takes significant time to complete, the end result is a decision with shared understanding and increased buy-in.
Today’s leaders would be wise to consider employing the Kiva Method for those major decisions with the potential to alter the trajectory of the organization. By tapping into the collective wisdom of the organization’s leaders, perhaps no other method is equal to it. Together, with an innovative process, teams can gather and act on wisdom in a way no individual or small group could ever compete with.
Really interesting method to get different perspectives. I recall a field note that recommended the most junior person(s) go first to avoid bias from more senior folks (helps prevent groupthink). Perhaps that idea could lead to a slight modification of the Kiva process. At the start, the senior people (inner ring) frame the problem, but do not offer solution. Then the outer ring (junior folks) discusses and proposes solution, followed by the middle, and ends with the senior people. A slight change in the order to incorporate the “most junior person goes first” idea. Given me a lot to think about how to improve group decision making!
This is very interesting and seems to have affinity with action learning sets.
I'm interested in inclusive decision making as it came up in my research as a potential mitigator against strategic level disconnect, which was viewed as a gaping chasm between senior decisions and operational level implementation. Thanks for this share. I feel like inclusive decision making is an issue that I'm constantly meeting, moreso as we move into the knowledge based era and away from the industrial paradigm......