I wanted to share this link to a short discussion by Pema Chödrön about the importance of staying with the hard stuff – not the story we create about a situation, but the underlying feeling itself – to create change. This follows along with previous posts I’ve made about the importance of “staying” – with conflict, in situations of privilege. The message being the same – the importance of learning to stay! And so I wonder how this applies to organizations and movements. I hear it this way – rather than trying to fix a situation too quickly, stay with it, learn about it, learn to live with the tension while we look for ways to create change. What do you think?
Archive for June, 2010
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 the rest of this entry »
“Collaboration drives creativity because innovation emerges from a series of sparks – not a single flash of insight.”
- Keith Sawyer, Group Genius
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.