Earlier this year I had the opportunity to sit in on a session in Detroit with Adrienne Maree Brown, writer, editor, facilitator and consultant to social movement organizations. Adrienne’s offering was on the potential of “radical science fiction” to realize empowering visions of a just and sustainable future. After sharing some of her own writing, she encouraged participants to play with a sense of imagination grounded in realistic projections of current social and environmental conditions and trends. Read More
I’ve long said that the ways in which work and organizational life are changing should be advantageous to those of us committed to social movements. Our organizational imperatives should never supersede our movement’s imperative. We should be willingly able to discard any organizational structure that does not serve our ultimate purpose. Read More
We are living through the early days of the next civil rights movement. It is an exhilarating moment. No, it does not read like the linear narrative of our history books and movement building manuals. That is because books and manuals are usually written with the benefit of hindsight to weave a story together. This movement is emergent and it takes a sharp eye to understand it.
Tip #1: You and Oprah should let go of old definitions of leadership
Jodie Tonita of the Social Transformation Project has recently published one of the sharpest articulations of leadership and how it works in the #BlackLivesMatter movement. I urge you to read it in its entirety.
“Re-examine all that you have been told . . . dismiss that which insults your soul.”
– Walt Whitman
Developmental theory is the source of some good healthy discussion within the Interaction Institute for Social Change. On the one hand, some point out that the notion of “stages of development” has been used to classify and oppress people, especially when theories come from privileged and powerful purveyors, are overly deterministic and linear, and do not account for cultural location and variation. On the other hand, some point to the “empowering” notion of evolution and development that can help liberate people from fixed and mechanistic views of the world and humanity. I had this all very much in mind as I read Reinventing Organizations by Frederic Laloux. Laloux brings developmental and so-called “integral theory,” including the work of Ken Wilber, into the palpable realm of organizational practice and through his research, posits an evolutionary trajectory from aggressive (Red) to bureaucratic (Amber) to achievement-oriented (Orange) to culture/empowerment-oriented (Green) to self-actualizing/authentic (Teal) organizations.
I just facilitated the 6th Creative Change Retreat at the Sundance Institute in Utah. The amazing experience leaves me grateful to my friends at the Opportunity Agenda for trusting me with the design and facilitation of such a significant convening.
Today more than ever I am convinced that the change we want to see in the world is a change that demands the evolution of consciousness and culture. As the artist and the activist come together – as they become one – we will be able to join into a different kind of intervention.
“Well meaning people are often trying to solve a problem by answering the wrong question.”
In some cases this is because they have not paused long enough, if at all, to consider the underlying question their efforts are trying to solve. Or, as my colleague Cynthia Parker has said, they are “solving for solution,” essentially promoting and/or fighting over their own preferred approaches. And so they continue to offer the same old, ineffective and outdated, approaches or products. This is especially problematic in a time of such change and flux, when we can’t fall back reliably on what we already know. Read More
The recent barrage against the effectiveness of brainstorming has been a bit hard for those of us who are grounded in the Interaction Method. But evidence matters, doesn’t it? I know that Curtis has talked about the limits of brainstorming a couple of times in this blog. Read More
Enjoy these simple and powerful guidelines from Beth Kanter about how movement makes meetings and workshops more productive. This is great advice for getting beyond designing for “brains on sticks” as my colleague Curtis Ogden likes to say.
As a trainer and facilitator who works with nonprofit organizations and staffers, you have to be obsessed with learning theory to design and deliver effective instruction, have productive meetings, or embark on your own self-directed learning path. Learning theory is an attempt to describe how people learn. There are many learning theories and can be categorized in different ways:
|Photo by Mike Licht|http://www.flickr.com/photos/notionscapital/6786051819|
Sometimes people call openness in group process and social engagement “disorganized” or “unstructured.” I find this to be a misperception and, frankly, unhelpful. Openness is differently organized and structured. It is different from many of the talking-at, entertainment-oriented, consumer-creating, and being-numbing settings to which we have grown accustomed.
Openness can certainly create discomfort, in part because it calls on us to step up and reach out, not hunker down and hide. It asks us to take responsibility and consider questions like, “What do I value?” “How do I want to contribute?” “What can we create here?” Openness is opportunity if we choose to act, knowing that through the perceived risk and any felt discomfort lies greater purpose, meaning and vitality.
|Image by Andy Mangold|http://www.flickr.com/photos/andymangold/4335799638/in/photostream|
In his post yesterday, Seth Godin offers up sage advice for designers of all kinds, including “social architects” like ourselves who are aiming to create convenings and collaborative processes that bring out the best in people and lead to greater social justice and regenerativity. Among his points: Read More