Jul/26/10//Gibrán Rivera//Learning Edge
We have Clary Shirky talking about Cognitive Surplus and the distinction between communal benefit and civic benefit when it comes to collaborative action. We have Daniel Pink talking about Drive and the search for meaning which inspired me to write about the Purpose Bubble. And just last week here on the IISC Blog, my friend and colleague Curtis Ogden was talking about the need “to recognize the change capacity of the marketplace” and creating mechanisms to reclaim markets.
It is with this context in mind that I finally get to the Lloyd Nimetz opinion piece in the Stanford Social Inntovation Review – “Information Overload, Action Deficit.” Read the rest of this entry »
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Jun/28/10//Curtis Ogden//Learning Edge
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 »
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Jun/17/10//Curtis Ogden//Learning Edge
“When you improve a little each day,
eventually big things happen.”
-The late John Wooden
Since February I’ve been experiencing back pain in a constant and distracting (though not quite incapacitating) way, a result of having poor posture at the computer, not taking enough breaks while sitting, lifting too many small children, and being another year older. A couple of months ago I went to a chiropractor and he did his best to wrench me back into alignment. This worked for a few days, and then things were back as they were. I enlisted the help of a “deep tissue” masseuse who went after my back muscles with steady steam rolling force. Again, for a few days I was on top of the world, and then it was back to square one. Then, about two weeks ago, I started seeing a physical therapist, who has given me some gentle stretches and postural shifts and done light massage on my left shoulder. Et voila, real progress! Small and subtle shifts have yielded major and lasting results.
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Jun/14/10//Gibrán Rivera//Learning Edge
One of our consultants just wrote the following e-mail to our team here at IISC. I thought it would be a good idea to put the question out to our readers – any thoughts?
Hello Colleagues,
I am wondering if you might have ideas about two things:
1. How to introduce systems thinking to a group – simply…
2. What questions you might ask when trying to identify leverage points in a planning process?
Context: The group has gathered a lot of anecdotal information, the intention is to gather additional information on best practices and research, however, we are not there yet. So how to begin to identify levers when we don’t have the benefit of having all data?
Thanks for any thoughts you might have on this!
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