Core Principles of Waldorf Education from the PSC, 2014

Core Principles of Waldorf Education

By Pedagogical Section Council of N. America (Amended August '14)

 

Waldorf education can be characterized as having seven core principles. Each one of them can be the subject of a life-long study. Nevertheless, they can be summarized in the following manner:

 

  1. Image of the Human Being: The human being in its essence is a being of Spirit, soul, and body. Childhood and adolescence, from birth to twenty-one, are the periods during which the Spirit/soul gradually takes hold of the physical instrument that is our body. The Self is the irreducible spiritual individuality within each one of us, which continues its human journey through successive incarnations.

 

  1. Phases of Child Development: This process of embodiment has an archetypal sequence of approximately seven-year phases, and each child’s development is an individual expression of the archetype. Each phase has unique and characteristic physical, emotional and cognitive dimensions.

 

  1. Developmental Curriculum: The curriculum is created to meet and support the phase of development of the individual and the class. From birth to age 7 the guiding principle is that of imitation; from 7 to 14 the guiding principle is that of following the teacher’s guidance; during the high school years the guiding principle is idealism and the development of independent judgment.

 

  1. Freedom in Teaching: Rudolf Steiner gave indications for the development of a new pedagogical art, with the expectation that “the teacher must invent this art at every moment.”Out of the understanding of child development and Waldorf pedagogy, the Waldorf teacher is expected to meet the needs of the children in the class out of his/her insights and the circumstances of the school. Interferences with the freedom of the teacher by the school, parents, standardized testing regimen, or the government, while they may be necessary in a specific circumstance (for safety or legal reasons, for example), are nonetheless compromises.[i]

 

  1. Methodology of Teaching: there are a few key methodological guidelines for the grade school and high school teachers. Early Childhood teachers work with these principles appropriate to the way in which the child before the age of seven learns, out of imitation rather than direct instruction:

~Artistic metamorphosis: the teacher should understand, internalize, and then present the topic in an artistic form.[ii]

~From experience to concept: the direction of the learning process should proceed from the students’ soul activities of willing, through feeling to thinking. In the high school the context of the experience is provided at the outset. [iii]

~Holistic process: proceeding from the whole to the parts and back again, and addressing the whole human being.

~Use of rhythm and repetition.[iv]

 

  1. Relationships: Enduring human relationships between students and their teachers are essential and irreplaceable.  The task of all teachers is to work with the developing individuality of each student and with each class as a whole. Truly human pedagogical relationships gain in depth and stability when they are cultivated over many years. They cannot be replaced by instructions utilizing computers or other electronic means. Healthy working relationships with parents and colleagues are also essential to the wellbeing of the class community and the school.

 

  1. Spiritual Orientation: In order to cultivate the imaginations, inspirations, and intuitions needed for their work, Rudolf Steiner gave the teachers an abundance of guidance for developing an inner, meditative life. This guidance includes individual professional meditations and an imagination of the circle of teachers forming an organ of spiritual perception. Faculty and individual study, artistic activity, and research form additional facets of ongoing professional development.

 

[i] A note about school governance: while not directly a pedagogical matter, school governance can be an essential aspect of freedom in teaching. Just as a developmental curriculum should support the phases of child development, school governance should support the teachers’pedagogical freedom (while maintaining the school's responsibilities towards society). 

[ii]  The term “artistic”does not necessarily mean the traditional arts (singing, drawing, sculpting, etc.), but rather that, like those arts, the perceptually manifest reveals something invisible through utilizing perceptible media. Thus a math problem or science project can be just as artistic as storytelling or painting.

[iii] This mirrors the development of human cognition, which is at first active in the limbs and only later in the head.

[iv] There are four basic rhythms with which the Waldorf teacher works. The most basic of those is the day-night (or two-day) rhythm. Material that is presented on a given day is allowed to “go to sleep”before it is reviewed and brought to conceptual clarity on the following day. A second rhythm is that of the week. It is “the interest rhythm”and teachers strive to complete an engagement with a topic within a week of working on it. A paper that is returned to the student after more than a week will no longer be interesting to the student. The only interesting thing will be the teacher’s comments, but the topic itself is already past the “interest window.”A third rhythm is that of four weeks. A block, or unit of instruction, is usually best covered in four-week periods. This life-rhythm can be understood in contemplation of feminine reproductive cycles, for example, and can be said to bring a topic to a temporary level of maturity. The last of the pedagogical rhythms is that of a year. This is the time it can take for a new concept to be mastered to the degree that it can be used as a capacity. Thus a mathematical concept introduced early in third grade should be mastered sufficiently to be assumed as a capacity for work at the beginning of fourth grade.

 

[1] A note about school governance: while not directly a pedagogical matter, school governance can be an essential aspect of freedom in teaching. Just as a developmental curriculum should support the phases of child development, school governance should support the teachers’pedagogical freedom (while maintaining the school's responsibilities towards society). 

[1]  The term “artistic”does not necessarily mean the traditional arts (singing, drawing, sculpting, etc.), but rather that, like those arts, the perceptually manifest reveals something invisible through utilizing perceptible media. Thus a math problem or science project can be just as artistic as storytelling or painting.

[1] This mirrors the development of human cognition, which is at first active in the limbs and only later in the head.

[1] There are four basic rhythms with which the Waldorf teacher works. The most basic of those is the day-night (or two-day) rhythm. Material that is presented on a given day is allowed to “go to sleep”before it is reviewed and brought to conceptual clarity on the following day. A second rhythm is that of the week. It is “the interest rhythm”and teachers strive to complete an engagement with a topic within a week of working on it. A paper that is returned to the student after more than a week will no longer be interesting to the student. The only interesting thing will be the teacher’s comments, but the topic itself is already past the “interest window.”A third rhythm is that of four weeks. A block, or unit of instruction, is usually best covered in four-week periods. This life-rhythm can be understood in contemplation of feminine reproductive cycles, for example, and can be said to bring a topic to a temporary level of maturity. The last of the pedagogical rhythms is that of a year. This is the time it can take for a new concept to be mastered to the degree that it can be used as a capacity. Thus a mathematical concept introduced early in third grade should be mastered sufficiently to be assumed as a capacity for work at the beginning of fourth grade.

Highlights: an Introduction Aug 18, 2014

Dear Colleagues,

We are celebrating our fifth month of LeadTogether and appreciate the positive responses we have had so far. We will be introducing a new feature this month called, Highlights, a short update of new postings, resources, training opportunities and news from organizations and schools around the world related to collaboration, leadership and organizational development. Highlights will be sent to your email address and will provide links to the LeadTogether site as well as be posted on the website.

And whether the name reminds you of the streaks in your friend’s hairdo, the many things you have marked that you thought important in books you have read, or the children’s magazine we used to read when we were young, it is really much the same – small illuminated aspects of the human experience.

We hope you find it a useful tool.

In service,

Michael Soule

LeadTogether

Sustainability: Associative Economics

1. Associative Economics

 The idea behind associative economics arose from the work and insights of Rudolf Steiner in 1922 through his work with the first Waldorf School, and in a series of lectures on economics. Steiner’s visionary capacity brought to light a new imagination about economic life and money; that consciousness applied to the nature of transactions in the conduct of financial life would allow us to transform our relationships with each other and with money and provide a new basis for transforming the entire economic system. Understanding this is essential in the development of a school. In the attached articles by Warren Ashe, Siegfried Finser and Werner Glas, authors share important insights on the effect on school finances of seeing tuition in a new light.  Going further, John Bloom in an interview segment from the film The Challenge of Rudolf Steiner, and in his book The Genius of Money, offers insights into the realm of social finance and Steiner’s ideas. Christopher Houghton Budd has numerous publications and research on Associative Economics on his website that goes even deeper into the realm of Associative Economics. And lastly, Gary Lamb offers in his book on Associative Economics, an excellent treatment of the background, history, details and practical applications of Associative Economic thinking for schools. To be familiar with this book and these ideas will help every school leader work with financial matters in a new way.

Resources

EconomicExplorations-Ch 2- Three Kinds of Money - W Ashe

EconomicExplorations-CH 1- Underlying Themes - W Glas

Associative Economics Gary Lamb, AWSNA

Center for Associative Economics Website

The Genius of Money, John Bloom

 Interview with John Bloom and Martin Large in The Challenge of Rudolf Steiner

From Co-Creation to Association by John Bloom

This is a continuation from the article Seven Keys to Sustainability in the April 2014 LeadTogether Newsletter.

The Basics of Consensus Decision-Making by Tim Hartnett, PhD

The Basics of Consensus Decision-Making
by Tim Hartnett, PhD
http://www.GroupFacilitation.net

The Principles of Consensus Decision Making
Consensus decision making is a process used by groups seeking to generate widespread levels of participation and agreement. There are variations among different groups regarding the degree of agreement necessary to finalize a group decision. The process of group deliberation, however, has many common elements that are definitive of consensus decision making. These include:

  • Inclusive: As many stakeholders as possible are involved in group discussions.

 

  • Participatory: All participants are allowed a chance to contribute to the discussion.

 

  • Collaborative: The group constructs proposals with input from all interested group members. Any individual authorship of a proposal is subsumed as the group modifies it to include the concerns of all group members.

 

  • Agreement Seeking: The goal is to generate as much agreement as possible. Regardless of how much agreement is required to finalize a decision, a group using a consensus process makes a concerted attempt to reach full agreement.

 

  • Cooperative: Participants are encouraged to keep the good of the whole group in mind. Each individual’s preferences should be voiced so that the group can incorporate all concerns into an emerging proposal. Individual preferences should not, however, obstructively impede the progress of the group.

An Alternative to Common Decision Making Practices
Consensus decision making is an alternative to commonly practiced non-collaborative decision making processes. Robert’s Rule of Order, for instance, is a process used by many organizations. The goal of Robert’s Rules is to structure the debate and passage of proposals that win approval through majority vote. This process does not emphasize the goal of full agreement. Nor does it foster whole group collaboration and the inclusion of minority concerns in resulting proposals. Critics of Robert’s Rules believe that the process can involve adversarial debate and the formation of competing factions. These dynamics may harm group member relationships and undermine the ability of a group to cooperatively implement a contentious decision.

Consensus decision making is also an alternative to “top-down” decision making, commonly practiced in hierarchical groups. Top-down decision making occurs when leaders of a group make decisions in a way does not include the participation of all interested stakeholders. The leaders may (or may not) gather input, but they do not open the deliberation process to the whole group. Proposals are not collaboratively developed, and full agreement is not a primary objective. Critics of top-down decision making believe the process fosters incidence of either complacency or rebellion among disempowered group members. Additionally, the resulting decisions may overlook important concerns of those directly affected. Poor group relationship dynamics and decision implementation problems may result.

Consensus decision making addresses the problems of both Robert’s Rules of Order and top-down models. The goals of the consensus process include:

  • Better Decisions: Through including the input of all stakeholders the resulting proposals can best address all potential concerns.

 

  • Better Implementation: A process that includes and respects all parties, and generates as much agreement as possible sets the stage for greater cooperation in implementing the resulting decisions.

 

  • Better Group Relationships: A cooperative, collaborative group atmosphere fosters greater group cohesion and interpersonal connection.

The Process of Consensus Decision Making 
There are multiple stepwise models of how to make decisions by consensus. They vary in the amount of detail the steps describe. They also vary depending on how decisions are finalized. The basic model involves collaboratively generating a proposal, identifying unsatisfied concerns, and then modifying the proposal to generate as much agreement as possible.

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Discussion Identify Emerging Proposal Identify Any Unsatisfied Conserns Collaboratively Modify the Proposal Assess the Degree of Support Finalize the DecisionORCircle Back to Step 1 or 3

Finalizing a Decision
The level of agreement necessary to finalize a decision is known as a decision rule. The range of possible decision rules varies within the following range:

  • Unanimous agreement
  • Unanimity minus one vote
  • Unanimity minus two votes
  • Super majority thresholds (90%, 80%, 75%, two-thirds, and 60% are common).
  • Simple majority
  • Executive committee decides
  • Person-in-charge decides

Some groups require unanimous consent (unanimity) to approve group decisions. If any participant objects, he can block consensus according to the guidelines described below. These groups use the term consensus to denote both the discussion process and the decision rule. Other groups use a consensus process to generate as much agreement as possible, but allow decisions to be finalized with a decision rule that does not require unanimity.

Consensus Blocking
Groups that require unanimity allow individual participants the option of blocking a group decision. This provision motivates a group to make sure that all group members consent to any new proposal before it is adopted. Proper guidelines for the use of this option, however, are important. The ethics of consensus decision making encourage participants to place the good of the whole group above their own individual preferences. When there is potential for a group decision to be blocked, both the group and any dissenters in the group are encouraged to collaborate until agreement can be reached. Simply vetoing a decision is not considered a responsible use of consensus blocking. Some common guidelines for the use of consensus blocking include:

  • Limiting the option to block consensus to issues that are fundamental to the group’s mission or potentially disastrous to the group.
  • Providing an option for those who do not support a proposal to “stand aside” rather than block.
  • Requiring two or more people to block for a proposal to be put aside.
  • Require the blocking party to supply an alternative proposal or a process for generating one.
  • Limiting each person’s option to block consensus to a handful of times in one’s life.

A basic outline of consensus decision making that allows consensus blocking is outlined in this flow chart from wikipedia: Consensus Decision-making.

Agreement vs. Consent
Unanimity is achieved when the full group consents to a decision. Giving consent does not necessarily mean that the proposal being considered is one’s first choice. Group members can vote their consent to a proposal because they choose to cooperate with the direction of the group, rather than insist on their personal preference. Sometimes the vote on a proposal is framed, “Is this proposal something you can live with?” This relaxed threshold for a yes vote can help make unanimity more easily achievable. Alternatively, a group member can choose to stand aside. Standing aside communicates that while a participant does not necessarily support a group decision, he does not wish to block it.

Debate Over Decision Rules
Critics of consensus blocking object to empowering individuals to block otherwise popular proposals. They believe this can result in a group experience of widespread disagreement, the opposite of a consensus process’s primary goal. Further, they believe group decision making may become stagnated by the high threshold of unanimity. Important decisions may take too long to make, or the status quo may become virtually impossible to change. The resulting tension may undermine group functionality and harm relationships between group members.

Defenders of consensus blocking believe that decision rules short of unanimity do not ensure a rigorous search for full agreement before finalizing decisions. They value the commitment to reaching unanimity and the full collaborative effort this goal requires. They believe that under the right conditions unanimous consent is achievable and the process of getting there strengthens group relationships.

Conditions that Favor Unanimity
The goals of requiring unanimity are only fully realized when a group is successful in reaching it. Thus, it is important to consider what conditions make full agreement more likely. Here are some of the most important factors that improve the chances of successfully reaching unanimity:

  • Small group size
  • Clear common purpose
  • High levels of trust
  • Participants well trained in consensus process
  • Participants willing to put the best interest of the group before their own
  • Participants willing to spend sufficient time in meetings
  • Skillful facilitation and agenda preparation

Using Other Decisions Rules with a Consensus Process
Many groups use a consensus decision making process with non-unanimous decision rules. The consensus process can help prevent problems associated with Robert’s Rules of Order or top-down decision making. This allows majority rule or hierarchical organizations to benefit from the collaborative efforts of the whole group and the resulting joint ownership of final proposals. For instance, a small business owner may convene a consensus decision making discussion among her staff to generate a proposal for changes to the business. After the proposal is developed, however, the business owner may retain the authority to accept or reject it.

The benefits of consensus decision making are lost, however, if the final decision is made without regard to the efforts of the whole group. When group leaders or majority factions reject proposals that have been developed with widespread agreement of a group, the goals of consensus decision making will not be realized.

More Elaborate Models of Consensus Decision Making
As the field of group facilitation has evolved, more detailed models of consensus decision making have been developed. One example is the CODM model (consensus-oriented decision making). Newer models focus on the process of group collaboration, increasing understanding within the field of how collaboration can be best fostered and what facilitation techniques can promote it.

 

Creating Effective Board Agendas by Judith Lindenau, JWL Associates

TIPS FOR CREATING EFFECTIVE AGENDAS

1. At least a week before the meeting, list the topics which must to be on the agenda.
Those items may include old and new business, recommendations for action,
adoption of new policies. Staff and the President should set the agenda, making sure that all items are appropriate Board of Directors concerns.
a. Refer items appropriate to a committee before it comes to the Directors

b. Avoid placing administrative and management items on the agenda as
business. The Directors should act on policy matters and matters of strategy.
(Staff should be empowered to make operational decisions guided by the budget, business plans, and adopted policies.)

c. Let board members know how and when they can add items to the agenda.

d. Add “Acceptance of the Agenda” as the first motion of a Board meeting. This will be the last call for new items.

e. Adopt a polity that in most cases, newly added topics may be discussed but not acted on without further study.

2. Together with the staff, assemble the agenda.

a. Research items and include supporting data, committee findings, options and recommendations for actions.

b. When appropriate, include wording for a proposed motion or resolution.

3. Don’t include agenda items which are not ready to be acted on. If a committee has not completed it’s recommendation on an item, don’t include it as business. A staff person may want to update the Board on progress, but to discuss it would be counter- productive.
4. Consider using a consent agenda and vote on routine matters and committee reports without explanation or discussion. Group these items together at the beginning of the meeting. Any director may request removal an item from the consent calendar
for separate discussion later in the agenda. There will then be one motion to approve all items on the consent agenda.

a. Note: If the Board is empowered by its bylaws to take votes when not in meetings, those votes should be included in the consent calendar for ratification and inclusion in the written minutes of the Board.

5. In dealing with agenda items requiring action, allow sufficient time for discussion to encourage opposing points of view, clarification of ideas and expression of personal viewpoints. It is good practice to have a specific motion in front of everyone before discussion begins.
6. If an item needs energy and creativity, put it near the beginning of the agenda.
7. Use a timed agenda. The chairman will then have a pattern for controlling debate. A timed agenda gives participants in the meeting a concept of the relative weight of various items of business, and helps avoid prolonged discussion on trivial matters.

8. Minimize oral reports. Require written reports from committees and staff. These reports are informational and do not require discussion or action. The should be included in the meeting packet.
9. If you avoid the micromanagement issues by careful agenda construction, you will
have time to do the work of a Board, which is to be strategic. A part of each agenda might be a few minutes of guided discussion on, say, the association’s community image.
10. Place ‘hot’ is sues on the agenda carefully, following them with less controversial issues so that the group ends a meeting on a note of teamwork. Also, consider establishing a directors’ list serve to hold prolonged examination of issues prior to the meeting itself. And if an issue is really controversial and needs prolonged examination, schedule a study session either in person or by teleconference. Do not vote on the issue during the study session, but let the intended action ‘season’ before a final vote in accordance with the bylaws.

11. Urgent items precede more trivial ones. The agenda should reflect this value.

12. On the agenda, list the name of the person responsible for presenting each item, and indicate the action required.

13. Present the agenda to the Directors in a packet, complete with supporting items, several days before the meeting…Five days is a good number. Organize the packet so that it is easy to follow, perhaps with tabs or numbered appendices

14. It’s a good idea to place your organizational mission statement at the top of each agenda.

15. Avoid anti-trust issues. It is up to the Chairman to immediately stop such
discussions and, if necessary, adjourn the meeting if the y continue. It may be wise to
keep an antitrust avoidance statement easily visible to the participants.

16. It is the Chairman’s job to lead the meeting plan as set by the motion at the beginning of the meeting to accept the agenda, and to adjourn the meeting in a timely
manner.

Prepared by Judith Lindenau, CAE, RCE JWL Associates

Meeting

Meeting

...there is what happens to the speaker when he is fortunate to be listened to perceptively.  Another kind of miracle takes place in him, perhaps best described as a springtime burgeoning.  Before his idea was expressed to a listener, it lived in his soul as potential only; it resembles a seed force lying fallow in the winter earth.  To be listened to with real interest acts upon this seed like sun and warmth and rain and other cosmic elements that provide growth-impetus; the soul ground in which the idea is embedded comes magically alive.   - Marjorie Spock

Working Together to Improve Meetings

Creating Effective Meetings – Results of a group exploration of how to make better meetings. This chart was developed years ago by a group of colleagues working on the question of how to become more conscious of the dynamics of their meetings. The process of discussing these aspects of meetings and identifying some agreements helped the group work in a more healthy way. Here is the chart they developed. - MS

View the chart here: Working Together to Improve Meetings

The Art of Planning and Preparing for Meetings

The Art of Planning and Preparing for Meetings

There are three kinds of meetings – social encounters, meetings to study and learn something, and meetings where people come together to accomplish a task. Each of these kinds of meetings has its own character, but some of the dynamics of each are present in every meeting. Meetings are an essential part of our life in organizations and especially important in the practice of collaboration.

At the end of a meeting we know how successful the meeting was by how we feel. Meetings that flow well, where there are healthy interactions and in which we touch on something important tend to leave us more energized than when we started the meeting. Meetings that are poorly planned, are not well facilitated and where something important isn’t touched on tend to leave us feeling exhausted or frustrated.

While spontaneous meetings can be exhilarating, meetings that are consciously and artfully planned and executed have the possibility of leaving us much more empowered and strengthened. The keys, therefore, to creating more empowering meetings lie in how we go about planning, facilitating and following up. In this newsletter, we explore the art of how to plan and prepare for meetings.

An agenda can be a powerful tool. When the purpose, the process, the content, the flow and the possible outcomes are well thought out beforehand, it is more likely that the meeting will be effective and empowering. Groups waste inordinate amounts of time and energy in underprepared meetings. Does everyone know what the meeting is about, what is going to happen, what is expected of them and what it is hoped the group will accomplish? Are the people leading sections of the meeting prepared? Have materials that participants need to read ahead of time been sent out in time for them to be read?

The three articles in this newsletter and a number of the related resources explore more in depth the dynamics of healthy meetings and the preparation of effective agendas.

This month, we have chosen accompanying images of hands involved in creating baskets - weaving things together to create a useful and beautiful space much like creating an agenda.

The Art of Creating an Agenda is an article that outlines some key elements to consider in planning a meeting.

In the article Working Together from his book Paths to Partnership, Chris Schafer illuminates the dynamics of a meeting, the importance of the various roles in the meeting, and ways that groups can reflect on their meeting practice regularly – all are valuable to continually improving meetings.

In the article Making Space for Spirit, Holly Koteen sheds light on ways that leaders can create space in meetings to allow for the highest in each person and in the group to shine through.

 

The Artistic Meeting: Creating Space for Spirit

The Artistic Meeting:  Creating Space for Spirit

When Rudolf Steiner brought together the individuals who would become the teachers of the first Waldorf School, he asked them to work in a new way, not only with the children, but also with one another.  He asked them to work together in such as way as to invite the interest and guidance of spiritual beings into their endeavor.

The challenge of creating and maintaining a connection with the spiritual world, as difficult as it was then, may be even more intense in the present time.  Materialism has grown considerably stronger in the 21st century, and with it has come an increasing need to bring a balancing, healing, and renewing element to daily life.

The Waldorf classroom is a place where this renewing spiritual element can be found.  It arises from the children themselves and from how we work with them.  It can also be found in the meeting life of the school, in how the teachers and other adults work together.  There are many resources available today on conducting effective meetings in the workplace.  This article will focus on how we can create a space for spirit in meetings, and how this endeavor can support us in our individual development, in our encounters with colleagues, and in strengthening our groups and communities.

Meetings as artistic activity will be a second focus.  Understanding meetings as an art form and using an artistic approach in planning and carrying out a meeting will more likely allow participants to be refreshed and inspired at the meeting’s conclusion.  While including an artistic activity in the agenda can be helpful, it is more critical that the meeting itself be artistic and display the wholeness, drama, and dynamics of any other artistic creation.  Artistic activity can often be a doorway to the recognition of spiritual archetypes and the building of spiritual understanding.   A meeting that is conducted as a form of art greatly enhances this possibility for the participants.

Meetings as Spiritual Practice

Waking up in the Other

Near the end of his life, after the burning of the first Goetheanum and during a period of upheaval within the Anthroposophical Society, Rudolf Steiner began to speak urgently about the need to build communities based on a shared spiritual purpose that extends beyond our cultural or hereditary ties.  He described physical waking as a response to the stimuli of the natural world in our surroundings.  Our waking up at a higher level happens when we encounter the soul-spirit of other human beings.  He went so far as to say:

We are also unable to understand the spiritual world, no matter how many beautiful ideas we may have garnered from anthroposophy or how much we may have grasped theoretically about such matters as etheric and astral bodies.  We begin to develop an understanding for the spiritual world only when we wake up in the encounter with the soul-spiritual in our fellowmen. 1

On other occasions, Steiner also spoke about a need in our age (the 5th Post-Atlantean epoch) that can only be fulfilled in groups.  He referred specifically to the spirit of brother/sisterhood hovering above us in the realm of the higher hierarchies, which needs to be consciously cultivated so that it can flow into human souls in the future. These statements constitute a strong call for us to create opportunities for more, rather than fewer, encounters with our colleagues, despite the inevitable challenges with which we are all familiar. 

The Reverse Ritual

In considering meetings as spiritual practice, it may be helpful to recall our understanding from anthroposophy that at a certain point in the course of the evolution of the cosmos and humanity, the higher creative beings drew back from the sphere of the earth.  This withdrawal was necessary in order for human beings to develop in freedom.  As a result, the physical earth is in the process of dying.  The human being, having been given freedom and the possibility of spiritual consciousness, has become an increasingly decisive factor in the future of the earth.

One of our tasks is to help re-enliven the earth. We do that with the substance of our human thinking—not our ordinary thoughts and reflections, but spiritual thoughts arising from creative Imaginations, Inspirations, and Intuitions.  These creative thoughts represented for Steiner a new spiritual form of communion for humanity.  He gave many indications for how both individuals and groups could work with creative, enlivening thoughts for their own benefit and for humanity as a whole.

It was Steiner’s deep conviction that the appropriate form for community-building in our time is what he called the reverse ritual.  He distinguished this ritual from a traditional religious ritual in which a mediator is charged with drawing the spiritual hierarchies down to a particular place.  “The anthroposophical community seeks to lift up the human souls into supersensible worlds so that they may enter into the company of angels.” 2

“We must do more than talk about spiritual beings; we must look for opportunities nearest at hand to enter their company.  The work of an anthroposophical group does not consist in a number of people merely discussing anthroposophical ideas.  Its members should feel so linked with one another that human soul wakes up in the encounter with human soul and all are lifted up into the spiritual world, into the company of spiritual beings, though it need not be a question of beholding them.  We do not have to see them to have this experience.” 3

The “College Imagination” or the “Teacher’s Imagination” that Steiner gave to the first group of teachers is an example of such a reverse ritual, in which a group working with a common meditative picture creates the possibility of connecting with specific spiritual beings and bringing back creative impulses for their earthly work. 4

If Waldorf teachers wish to work with these ideas and with the example of the “Teacher’s Imagination,” how can we form and conduct faculty and college meetings in this light?  How can our meeting life be spiritually sustaining for individuals and build a vital sense of community in our schools?

Space for Spirit

We know what it feels like to have participated in a successful meeting. We are enlivened at the meeting’s end.  We also know that what occurred could not have been achieved by any individual member of the group.  These are indicators of spirit presence.  It is possible to learn how to create such meetings—meetings that lift us out of our ordinary awareness and allow us the possibility of working more consciously with the spiritual world.  We can create more space for spirit in our meeting life in the following ways.

I. Imbue the meeting place with a sense of conscious care.  It is often the case that certain individuals have a natural feeling for the need to prepare the room where a meeting will occur.  When we prepare a space with care we are working with the elementals, spiritual beings which, according to Rudolf Steiner, are detachments from the higher hierarchies, sacrificing themselves for the creation of the material world. They have a great deal to do with the physical setting, and also with our individual physical well-being, our thinking, feeling, and willing, and our communication.

In my own experience, how the room is prepared can have as significant an effect on a meeting as it does on what happens in our classrooms when we make sure that they are clean, orderly, and beautiful. Imagine how the arrangement of the furniture could enhance the quality of the group’s interaction.  Consider the effect of having as a centerpiece a seasonal bouquet gathered by a member of the group, rather than one that was purchased at the florist shop. It is especially helpful if all members of a faculty take a turn at preparing the setting, so that more members of the group carry the importance of this aspect of the meeting.

II. Create a threshold mood.   Meetings that begin with a moment of silence and a mood of reverence allow participants to be aware of stepping across a kind of threshold, out of our everyday consciousness into a heightened sense of presence.   An explicit acknowledgment of our spiritual helpers, the spirit of the school, and those persons who have been connected to our institution and are now in the spiritual world, can also shift the group’s awareness. A conscious effort to begin on time helps create the sense of going through a doorway together.  A verse can also represent a threshold and when brought in the right mood, offer a kind of protective sheath for whatever may happen in the meeting.

  1. Re-establish the sense of the group.  This activity has two parts. The first is the recognition of individuals and the second is an affirmation of the purpose of the group. A key to the first part is the interest that we take in one another.  Listening to colleagues share something out of their lives or an aspect of their work with students can wake us up to one another in a potent way.  The sharing can be brief and, in the case of a large faculty, may involve only a portion of the group each week. Sharing can also be connected to the season; for example at Michaelmas, the focus could be, “What in your life is requiring a fresh burst of courage and will?”

This part of the meeting can deepen our understanding of our colleagues and build the level of trust that we need to work together on spiritual matters.  Movement or artistic activity can also serve to strengthen the group’s capacity to work together on issues that require sensitivity to one another.  At this stage of the meeting the “I” of each individual is acknowledged as he or she steps into the work with the group, or the “We.”

The second part of establishing the sense of the group is an affirmation of the group’s purpose or task.  A verse or reading can be helpful, but must be relevant and alive for the group.  For some groups, it may be important to choose a new opening for each year or to work with festival themes in order to strengthen the sense of community and purpose at this stage of the meeting.  For other groups, choosing to work consciously with the same verse for many years may actually bring them to an ever-deepening understanding of its meaning and effect.  While study is often used to bring a group to a common focus, this is successful only if everyone is actively engaged.

IV. Practice conscious listening and speaking.   We know that listening perceptively to another person requires letting go of our sympathies and antipathies and our own preconceived ideas; in fact, we must momentarily let go of our own I to experience the “I” of the other as they speak.  Marjorie Spock wrote most poetically about the effects of perceptive listening.

First, there is what it does to the soul of the listener.  A miracle of self-overcoming takes place within him whenever he really lends an ear to others.  If he is to understand the person speaking, he must draw his attention from his own concerns and make a present of it to a listener; he clears his inner scene like one who for a time gives up his home for others’ use while himself remaining only in the role of servant.  Listeners quite literally entertain a speaker’s thought.” Not I, but the Christ in me” is made real in every such act of genuine listening.

Second, there is what happens to the speaker when he is fortunate to be listened to perceptively.  Another kind of miracle takes place in him, perhaps best described as a springtime burgeoning.  Before his idea was expressed to a listener, it lived in his soul as potential only; it resembles a seed force lying fallow in the winter earth.  To be listened to with real interest acts upon this seed like sun and warmth and rain and other cosmic elements that provide growth-impetus; the soul ground in which the idea is embedded comes magically alive.  Under such benign influence, thoughts grow full cycle and fulfill their promise.  Moreover they confer fertility upon the ground through the simple fact of having lived there.  Further ideas will be the more readily received into such a soil and spring more vigorously for its life-attunement.  And the soul that harbors them begins to be the creative force in evolution for which it was intended by the gods. 5

Brief spaces of silence can also allow thoughts and insights to ripen and fall into the conversation. Can we provide for the seed thoughts of our colleagues, out of our own souls, what the sun and rain provide for the sprouting plant?  It is a rare group that does not need to recommit regularly to practicing this kind of listening and speaking.

V.  Work with imaginative pictures over time.  Imagination is a language that can bear fruit in the spiritual world.  Translating the group’s questions and issues into stories and pictures can enhance the group’s meditative work during the meeting or individual work during the course of the week.  Look for an archetype, myth or fairy tale that can reveal new aspects of the matter under consideration.  Taking time over two or three meetings to explore major questions invites the possibility of richer insights to come forth.  Colleagues will want to hold back from building support for one or another course of action and to be open to new information as it emerges during this phase.  Having worked successfully with imaginative pictures in the child study process can help colleagues trust their use in other situations as well.

VI. Share responsibility.   Individuals who are able to carry the consciousness for a group have certain capacities that are usually recognized by the other members of the group.  Not everyone has these in the same measure, but it is important to recognize talents among colleagues and give one another opportunities and support to develop latent capacities.  Different individuals can lead various parts of a meeting.  A group of two or three people can plan the agenda.  Incorporate means of regular feedback and review for those taking responsibility in the yearly schedule.

 

It is clear that a group is healthiest when individuals are continuing to grow and develop.  Even the most competent facilitator needs to step back or work with a new colleague in order to gain fresh perspective.  Rotating leadership and having several individuals carrying one or another aspect of the meeting facilitation makes it more likely that all members will feel involved. All members are responsible to bring to the group the results of their individual meditative life.  Spiritual leadership requires learning how to create the conditions for meaningful conversations and then helping the group follow up on what arises out of those conversations.

VII. Let the meeting breathe.  In our work in the classroom we need to prepare carefully and also be ready to respond to what comes from our students.  A meeting that has a compelling wholeness and feeling of flow is probably the result of a well-crafted agenda along with some adjustments made during the meeting to an emerging sense of clarity and direction. Having prior agreements about how to deal with new information or agenda changes is helpful.  A rhythmic relation to time in a meeting creates more of an opening for spiritual insights than either an overstuffed agenda or a formless one.

There are a number of simple possibilities for making a meeting more rhythmic.  For example, honor the times on the agenda, but not so rigidly that people feel cut off or topics are truncated.  Vary the conversation from full-group sharing to small-group work and individual reports.  Create a balance between pedagogical and other topics, looking back and looking ahead, exploring new questions and making decisions.  When the group is not moving physically, make sure there is plenty of inner movement.  Remember to invite the spirit of Play and the spirit of Humor into the meeting.

VIII. Expect to be surprised.  There is nothing more uninviting than a completely predictable meeting.  On the other hand, a meeting in which the group is pulled this way and that by personal agendas is equally frustrating.  We must stay awake to the influences of Ahriman (too much form) and Lucifer (too much impulse) as they work in individuals and in our groups.

In order to stay the course in the creative spiritual stream, we need to ask real questions; practice positivity and open-mindedness; be comfortable with not knowing; and expect answers and solutions to come from unexpected places.

IX. Review. During meeting review, we give ourselves feedback on what went well and what could have been better, so that we can improve our work together.  Review serves another important purpose as well.  Just as our nightly review is a conversation starter for the work with our own angel during sleep, our meeting review serves as a seed for the continuing conversation with the spiritual world between meetings.

Running late in a meeting is sometimes the reason that groups neglect review, but review can often capture essential aspects of a meeting in a brief and economical way.  In this regard, poetry is more useful than prose.  Brief characterizations, even one-word or one-image offerings, can illuminate hidden gems.  Hearing individual voices during the review can be a supportive bookend to the work, like the personal sharing at the beginning of a meeting.

Review is not a rehashing of any part of the meeting.  It should bring to light aspects of content, processes, and interactions that can benefit from greater awareness on the part of individuals and the group.  A perceptive facilitator will vary the means of review and offer questions to elicit information that might not otherwise be brought to light.  “Where did we experience gratitude in the meeting?”  “Were there any moments of unresolved tension?” “What did we do that might be of interest to our spiritual helpers?” Review in the form of an earnest question is the best kind of invitation to spirit beings.

X.  Prepare and follow up.  If we recognize our meetings as a kind of ritual, then the preparation and the follow-up are as important as the meeting itself.  Preparation requires more than a quick glance at a copy of the agenda.  When individuals come to a meeting having thought about the issues and their colleagues the night before, the spiritual ground has already been tilled.

How we carry the questions as well as the tasks from one meeting to the next can make a difference in whether the seeds sowed will sprout healthily in the coming weeks.  How each individual carries the group in between meetings will also make a difference.  Working rhythmically with time has both a physical and a spiritual aspect. When we consciously release ideas that have arisen in the group into the spiritual world, it is possible that they will return in a more complete or archetypal form.

These are some of the realities that we may wish to take into consideration as we build a vessel for the spiritual aspect of our work, just as we pay attention to earthly realities in constructing a physical home for our schools. 

Meetings as Art

The Artistic Process

The arts, according to Rudolf Steiner, were experienced in earlier civilizations as more integral to life than is the case today.  Artistic creativity, he said, was experienced as a transcendent spiritual activity, flowing out of the “spirit-attuned state” in which the human being lived in those times.  Only since the rise of materialism has the status of art changed from necessity to luxury.

Rudolf Steiner also observed that in our era a longing for the arts comes out of the recognition of the limits of abstract thinking.  Ideas alone are not able to illuminate the world in its full richness; they can only point the way to a deeper reality. Artistic feeling, Steiner said, arises when we sense the presence of something mysterious, such as certain secrets of nature, which can only be revealed through our feeling. Knowing is a matter for the heart as well as the head.  To discover a whole, living reality, we need to create, to practice art.  He saw the fructification of the arts in our time as an important task for anthroposophy, and he took up various artistic projects himself during the latter part of his life.

The present-day artist engaged in the creative process moves back and forth between sense perceptions and intuitive visions—awake, but in a somewhat dreamlike feeling state.  Steiner described the subtle changes that occur in a person engaged in aesthetic activity (regardless of whether the person is creating or enjoying an artistic creation) such that the sense organs are re-enlivened and the bodily life processes are lifted to soul-like processes.

In artistic activity we use our heightened sense of feeling rather than our everyday sympathies and antipathies. The artist, consciously or unconsciously, approaches the threshold between the sensible and supersensible worlds and brings something back from the supersensible world into the world of the senses.  The resulting creation is a specifically-experienced reality lifted into a universal expression.

As Waldorf teachers we understand the importance of the arts and our own creativity in the work with our students.  Can we also imagine applying a consciously artistic approach and a heightened sense of feeling to our work with our colleagues in our meetings?

Social Art

In the series of lectures Art in the Light of Mystery Wisdom, Steiner connected each of the arts with the various members of the human being.  The laws of the physical body, he said, are expressed in architecture, the etheric in sculpture, the astral in painting, and the ego in music.  The still developing spirit self he connected to poetry and the life spirit to eurythmy.  The highest art, according to Steiner, is social art.

The first three arts—architecture, sculpture, and painting (including drawing)—are the spatial arts. These are derived out of formative processes and past evolutionary cycles.  They are connected to sculptural forces working out of the past and, in the context of education, help children come into their bodily constitution.

In contrast, the time arts—music, speech and poetry, and eurythmy—are connected to impulses coming out of the future.  As Waldorf teachers we work out of our higher bodies and what Steiner called our musical forces in order to guide our students properly into their present life.  Social art also belongs to this group of time arts, but is younger, less tangible, and even less developed than eurythmy.  How can we study and practice this least tangible of arts?

My own experience is that working in any of the other arts can serve as a basic “instruction manual” for social art.  Being grounded in an artistic practice makes it easier to apply the principles of creative activity to any aspect of life, including social situations.

As an early childhood teacher, when I had a particularly satisfying day in the kindergarten, I felt as if the children and I had spent the whole morning moving to an exquisite piece of music.  When I was responsible for meetings, I began to plan agendas as if I were composing or painting and, during the meeting, I tried to pay attention to compositional elements like repetition, variation, contrast, harmony, balance, focus, surprise, and reprise.

In addition to the writings of Rudolf Steiner, we can also learn about social art in certain traditional texts where the renewing or healing spiritual element is represented symbolically:  the “water of life” from the world of fairy tales, the Grail in the legend of Parsifal, the philosopher’s stone of the alchemists, and conversation in Goethe’s tale, “The Green Snake and the Beautiful Lily.”

In North America we owe a great debt to Marjorie Spock, who brought Steiner’s concern for community-building to us.  She translated the Awakening to Community lectures into English and wrote two little pamphlets, titled “Group Moral Artistry,” that are a continuing inspiration for many people.  Goethean conversation was the term she used to characterize the process by which a group could invite truth into their midst like a guest.  She began with Goethe’s framing of conversation as the art of arts and described Goethean conversation as a form of the reverse ritual and an appropriate means of practicing social artistry. 

Artistic Meetings

Our artistic sensibilities and an artistic approach to our work in a meeting can enhance the possibility of lifting ourselves into the company of angels, if only briefly.  Meetings can be artistic in a number of ways.

A meeting can be artistic because we consciously include an artistic activity in the agenda and allow what flows out of that activity to enhance the rest of our work together.  It can also be artistic in the way we use imaginative pictures to enrich our conversations or moments of silence to invite creative inspirations.  When the meeting itself is seen as an artistic process, the facilitator and the group will be more likely to strive for a palpable sense of aliveness and wholeness.  Finally, if we take our work in the social art seriously, whatever we are able to achieve in the special situation of our meetings has the potential to strengthen our relationships overall and may even have a healing effect on other relationships in the community.

Conscious Conversation—An Invitation

We swim in a sea of spirit.  Our matter-bound everyday consciousness, however, easily forgets the reality of spirit living in and everywhere around us.  In this age of Michael especially, we have to wake up in those places where we are sleepily swept along with the materialistic tides of existence.  It is not easy to push aside pressing everyday concerns again and again to make space for encounters with spirit in one another and with spirit beings on the other side of the threshold.

As Waldorf teachers, this is a task that we have taken on, not only for the sake of our students, but also because the conversation with the spirit is the source of our own strength, inspiration, and creativity.  In our meeting life and through an artistic practice of conscious conversation, we have an incredible opportunity to enter as a group into the realm of spirit-sensing.  Our own work as individuals, as well as the whole Waldorf movement, needs this renewing spiritual force as it continues to grow and proliferate in far-flung corners of the world.

Holly Koteen-Soule

Notes

1 Rudolf Steiner, Awakening to Community, p. 97

2 Ibid, p.157

3 Ibid, p.157

4 For a description of the Imagination, see The Foundations of Human Experience,   p.45-48

5 Marjorie Spock, Reflections on Community Building, p. 18

Bibliography

Friedrich Benesch and Rudolf Steiner, Reverse Ritual; Anthroposophic Press 2001

Michael Howard, Art as Spiritual Activity; Anthroposophic Press 1998

Marjorie Spock, Group Moral Artistry I, Reflections on Community Building;

St George Publications 1983

Marjorie Spock, Group Moral Artistry II, Goethean Conversation; St George Press 1983

Margreet van den Brink, More Precious than Light; Hawthorn Press 1994

Rudolf Steiner, The Arts and their Mission; Anthroposophic Press 1964

Rudolf Steiner, Art as seen in the Light of Mystery Wisdom; Rudolf Steiner Press 1984

Rudolf Steiner, Awakening to Community; Anthroposophic Press 1974

Heinz Zimmermann, Speaking, Listening, Understanding; Lindisfarne Press 1996

 

More Resources for Creating Effective Meetings

Other Resources

Creating Effective Agendas is an article offered by the Ministry of Agriculture, Food and Urban Affairs in Ontario, Canada that is a helpful tool covering all the essentials of good meeting planning.

Tips for Creating Board Agendas is an article specifically focused on some issues that face only boards, including the difference between policy and operations issues.

Working Together as a Group to Improve your Meetings is a chart of insights and helpful tips developed by a group of colleagues years ago when they decided to try to improve their meetings.

The Stanford Facilitation Guide