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January 15, 2019

Evolution of a Network Leadership Institute: Third Time’s the Charm

“We are the living conduit to all life. When we contemplate the vastness of the interwoven network that we are tied to, our individual threads of life seem far less fragile.”

– Sherri Mitchell, from Sacred Instructions 

Photo by Marie Voegtli, “network” shared under provisions of Creative Commons Attribution License 2.0.

 

Last week, we wrapped up the third annual Food Solutions New England Network Leadership Institute. For three years, we have been partnering with FSNE to cultivate and connect people in this region where IISC is based, who are committed to supporting the emergence of just, sustainable, collaboratively stewarded and self-determined food futures for all who live here. This network and leadership development initiative grew out of system mapping that FSNE undertook to identify four main areas of leverage to shift extractive, oppressive, oligarchic and life-depleting patterns of the dominant food system.

From the start, we and our partners at FSNE (including the backbone team at the University of New Hampshire Sustainability Institute, the FSNE Ambassadors, and members of the FSNE Process Team) knew that the main value of any kind of leadership development program would be in the people that came together and the relationships they built with one another. From there, we were interested in creating opportunities for those involved in the program to cultivate connections with other values-aligned change agents in the region. In addition, we looked at giving people an experience of different and diverse places in our region (rural, urban, coastal) and to see their work in a regional context. Lastly, we wanted to offer an opportunity for participants to hone their skills as collaborative/network leaders and equity champions.

Here is our working and ever-evolving definition of network leadership:

Network leadership operates from the understanding that connection and flow is fundamental to life and liveliness and that the nature and pattern of connection in a system underlie its state of health (including justice, shared prosperity and resilience). Network leadership strives to understand, shift and strengthen connectivity; facilitate alignment and resource flows; and create conditions for coordinated and emergent action in the direction of greater health and belonging at different systemic levels.

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January 7, 2019

The Rising of the 10-25%: Weaving Critical and Love-Bound Connections for Change

“That which counts, can rarely be counted.”

-Albert Einstein

Image by garlandcannon, used under provisions of Creative Commons Attribution License 2.0.

In a couple of articles that have been re-cycling in different social circles, the reminder is offered that tipping points for social change do not need anywhere close to a majority of actors.

A few years ago, scientists at Rensselaer Polytechnic Institute explored what it takes for an idea to spread from few to many, for a minority opinion to become the majority belief. According to their study, the RPI researchers said that the answer is 10%. When one in ten people adopt a stance, eventually it will become the dominant opinion of the entire group, they say. What is required is commitment.

More recently, researchers from the University of Pennsylvania and the University of London conducted an experiment that suggests that for activists to achieve a tipping point around change, 25% of a given population is required. They published their study in the journal Science.

Of course there are complicating factors, including the fact that there are often competing factions each vying for their own 10-25% and with social media and disinformation campaigns, confusion can rein and commitment may require an additional degree of diligence. Nonetheless, we might take more heart in the power of the few.

And this is clearly not just about numbers and counting.

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