|Photo by suchitra prints|http://www.flickr.com/photos/chitrasudar/2721323275|
. . . or three blogs and a book. That’s what I asked my fellow weekly IISC bloggers to recommend. What are they finding particular value in reading or re-reading for our work supporting collaboration for social change? Here’s what I got (not the complete list from everyone, as there was some overlap and vacations in there):
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If there is anyone out there not aware of the Creativist movement, I encourage you to take a look and consider enlisting. The Creativist Society has made a space for people to articulate their visions for society at its best with creativity as the core organizing principle. The Creativist Manifesto is an invitation for people to think about what it would mean to be creators before being consumers, which catalyst Olivia Sprinkel presents as being one of the most important choices we can make. Read More
|Photo by popculturegeek.com|http://www.flickr.com/photos/popculturegeek/4775844727|
“The problems we face now, and in the future, simply demand that we do more than just hope for inspiration to strike.”
“The Creativity Crisis” by Po Bronson and Ashley Merryman
Blogging on a weekly basis and trying to stay on my social change game generally speaking, requires a steady flow of inspiration and creativity. Of course, there are times when both can feel in short supply, and so I’ve been interested in how to keep this vital stream clear and moving. Bronson and Merryman’s recent Newsweek article highlights both the importance and possibility of ratcheting up generative capacity. Turning to a few sources, including my artistic brother, creativity guru Michael Michalko, Venessa Miemis, and The Innovator’s Toolkit, here are a few of my favorite ways for keeping the old noodle limber: Read More
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|Photo by Natalie Maynor|http://www.flickr.com/photos/nataliemaynor/2539111053|
I have been blessed these past few months to have been in steady conversation with Adam Pattantyus of Merrimack Management Associates. Adam’s background is a fascinating blend of military, industrial engineering, management, and clean technology professional experiences. He is deeply thoughtful and committed to helping bring about the transition to more sustainable ways of being. And he is the co-purveyor of a promising product and service in the form of an on-line operational infrastructure for collaborative action. I learn so much from each of our interactions, and our meeting last week left me thinking about how to make much needed collaboration both easier and more ambitious for those interested in realizing deep social change.
Leave a commentI was alerted to this slide show by the Leadership Learning Community, for which I am most grateful. I appreciate how it brings together considerations of complexity and living systems for organizational leaders.
By way of summary, here are the 11 “enabling rules” that the presentation highlights for leadership to work in better alignment (and sustainably) with dynamic systems: Read More
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Last week, Melinda and I had the honor of working with this year’s cohort of aspiring urban school principals participating in the New Leaders for New Schools program. It was awe inspiring and heart warming to meet these accomplished educators who are now putting their classroom successes to the test by striving to take on instructional leadership of a challenging urban public school and raise student academic achievement across the board.
Our work was to help the New Leaders develop and strengthen skills that would serve them in putting together and managing their leadership teams. While focusing on meeting design, we talked about how important it is to avoid simply inheriting old practices and meeting culture that may be dysfunctional or deadening. To honor people’s time and energy, it behooves leaders to be thoughtful and strategic with respect to when and how they convene them and to what end. As we discussed the myriad options for creating a group experience, one participant stood up and said, “We really have to get ourselves out of the box to do this work!” Indeed.
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This past week marked the release of Grantmakers for Effective Organizations’ newest action learning guide – Do Nothing About Me Without Me: An Action Guide for Engaging Stakeholders. IISC is pr0ud to be a co-publisher of and contributor to the publication, which builds on our work with GEO staff facilitating Engage for Results. Essentially this seminar walks foundation staff through a series of strategic questions and tools for engaging grantees, community members, and other stakeholders in their grantmaking. Worth highlighting here is what GEO and IISC identify as being core to the case for funders doing more to involve others in their work: Read More
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|Photo by Sam Ilic|http://www.flickr.com/photos/stage88/3650502444|
I shared the following Wislawa Szymborska poem with faculty in an academic department at a university with whom I was working this week. We read it as we were about to launch our final day of discussions about collaborative leadership and team building.
Leave a commentFor the better part of the last year and a half, my colleagues Ashley Welch and John McGah and I have been moving forward an IA/IISC cross-sectoral practice to bring Interaction methods + to the support of sustainability endeavors. Our early meetings around this budding practice included conversations about how best to frame leadership development for sustainability. We arrived at the graphic above, which combines what we see as the core elements needed for leadership to embrace and enroll others in sustainable pursuits.
With a foundation (watermark, if you will) of content knowledge about what sustainability is, the three elements are as follows:
• Systems Thinking (Seeing) – This is all about helping individual leaders and collective leadership see the whole, to understand that nothing stands in isolation, and that we must have a deeply felt sense of the interconnectedness of phenomena in order to make truly informed decisions. We take both our inspiration and instruction in this realm from the likes of the Sustainability Institute, the Center for Whole Communities, and The Elumenati.
• Self-Awareness (Being) – What we do is informed by who and how we are in the world. Awareness of our own beliefs, mental maps, and inherent tendencies is a powerful lever for making the sustainability shift, for aligning thought behind action. Self-awareness might also be cast as mindfulness, or the ability to be present to what is. Here we build upon our existing work around the inner side of leadership with the contributions of the Pachamama Alliance and John Milton.
• Collaborative Capacity (Doing) – With the whole in mind and awareness of our inner state, leadership will have a greater understanding of the need to work collectively toward more sustainable lifestyles and ways of doing business. Collaborative skill is key, including knowing how to frame sustainability efforts, create the right conditions for innovation, build agreement, structure decision-making, and design life-affirming experiences for diverse stakeholders. This is the heart and soul of the Interaction Method, and it is supplemented by the work of Keith Sawyer, CRED, and the many pioneers of large group methods and network-building.
Another key element and overlay for all of these is leadership’s ability to understand and navigate power dynamics as they play out in systems, in ourselves, and in our chosen methods for working together.
Eager to hear your reactions, tweaks, and additions.
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|Photo by joi|http://www.flickr.com/photos/joi/2941559903|
Our colleagues at Interaction Associates have done some wonderful work on the importance of trust in the workplace and what leaders can do to cultivate this, especially under uncertain circumstances the likes of which seem to be omnipresent these days. More recently, former IBMer Irving Wladawsky-Berger has taken this conversation to a new level in a post that looks at trust as “the most important operational resource in our society.” In our increasingly complex, interconnected, and distributed world, he says, one’s reputation as an individual or institution is foundational to what we might call success. This observation contributes to his sense that we are in the midst of a values-based generational transition as potentially profound as the sixties.
Without rehashing the entire post here (I encourage you to read it in its entirety by going to this link), I want to point out some of the more interesting parts and ask what folk engaged in the social sectors and social change work think Read More
Leave a comment“Collaboration drives creativity because innovation emerges from a series of sparks – not a single flash of insight.”
– Keith Sawyer, Group Genius
|Photo by Chris Denbow|http://www.flickr.com/photos/mojodenbowsphotostudio/2408750389|
Having last week blogged about when we might want to de-emphasize innovation and think about the small steps we can take towards change, today I embrace the “i word.” In doing so, I tip my hat to Keith Sawyer and to my Interaction colleague Andy Atkins for helping to clarify my thinking around the connection between collaboration and innovation for social change. Both are obviously quite popular concepts at the moment, and there is some discussion about how well they go together. For example, one of my colleagues had a conversation with a corporate leader last week during which this leader shared his deep belief that collaboration inhibits creativity and that flashes of insight occur in the individual’s mind. While the last part of that statement may be true, what leads to that flash and where one goes with it would seem to have everything 
to do with interaction with others.
With Father’s Day around the corner, my thoughts are focused on what it means to be a good father and a good man in this world. For those who have not yet heard, The Good Men Project has created a rich forum for these questions and has just launched a magazine delving into issues such as men’s health, relationships, sexuality, ethics, and boys/adolescence. From what I’ve seen so far, I appreciate the initiative’s willingness to go broad in eliciting a diversity of stories and perspectives. Furthermore, The Good Men Foundation has dedicated itself to helping organizations and efforts that provide educational, social, financial, and legal support to men and boys at risk.
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