In the early days, when “normal” people first started using the web, we saw websites that looked just like our pamphlets. We used the new technology to do the same thing we always did – until we dared to experiment.
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A big shout out to our colleagues at the Kirwan Institute for the Study of Race and Ethnicity. Their recently released report “State of the Science: Implicit Bias Review 2013” reviews what science can tell us about what implicit bias is and how it works, why it matters and how to reduce it. Here’s a quick recap:
Implicit bias results from the way our brains process data and experience. We’re wired for pattern recognition and our brains use lots of shortcuts to make sense of the world around us. In and of itself, this isn’t necessarily a good or bad thing. But, so many of the implicit associations we make are laden with stereotypes—say, between women and family, vs. men and careers. (Check out the Project Implicit to explore your implicit biases.) We absorb these associations from the world around us and they become part of our unconscious “operating system.”
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The following post was rebloged from our friend Adrienne Maree. We hope you enjoy it as much as we did!
If you are a frequent reader you know of my love and admiration for Adrienne Maree Brown. She is the one who introduced me to the work of Octavia Butler. Art, science fiction, futurism – these are powerful exploratory fields. Here Adrienne begins to capture what Octavia teaches us about emergence, and since we have been on the topic lately, I thought it important to share her post.
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The following blogpost was rebloged from our friends at Speaking Presence. We ope you enjoy it as much as we did!
(This article, in its original form, was written in 2009 and posted on my website: www.riverways.com. I’ve since reworked it slightly and wanted to share it in this blog space. The three people described below are each composites of a number of clients who have come through my public speaking programs and services.)
Jane was bright, experienced, and the only female on her work team. Frustrated, she felt that nothing she said at team meetings was taken seriously and her participation was frequently discounted or ignored. When she came to me, she wanted to become more visible as a strong member of her team.
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|Photo by Dawn Huczek|http://www.flickr.com/photos/31064702@N05/3847338602|
Working with numerous multi-stakeholder collaborative change efforts, we at IISC are often invited to help people co-create the structures and processes that will move their complex work and collective development forward. There is never an easy or readily apparent answer and each case is unique to its particular context and nature. A quote that I’ve found helpful to quell some of the anxiety that comes up around this work, especially among those who want to rush to adopt a structure that others have used and “get on to the work” (more on this false dichotomy here), comes from Fritjof Capra from the Center for Ecoliteracy. Capra writes about the importance of recognizing and working the dynamics of life. Read More
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The following post has been reblogged from our amazing friends at Seth’s Blog. We hope you like it as much as we did!
Improvement comes with many costs.
It costs time and money to make something better. It’s risky, as well, because trying to make something better might make it worse. Perhaps making it better for the masses makes it worse for the people who already like it. And risk brings fear, because that means someone is going to be held responsible, and so the lizard brain wants out.
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The following post has been reblogged from our amazing friends at Seth’s Blog. We hope you like it as much as we did!
Improvement comes with many costs.
It costs time and money to make something better. It’s risky, as well, because trying to make something better might make it worse. Perhaps making it better for the masses makes it worse for the people who already like it. And risk brings fear, because that means someone is going to be held responsible, and so the lizard brain wants out.
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“Change is hard because people don’t only think on the surface level. Deep down people have mental maps of reality — embedded sets of assumptions, narratives and terms that organize thinking… People almost never change their underlying narratives or unconscious frameworks…”
This is David Brooks, focusing on the woes of a Republican Party that is struggling to reinvent itself. But the fact applies to all sorts of change.
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The following post has been reblogged from our friends at yes! Magazine. We hope you enjoy it as much as we did!
Nature surrounds us with expressions of the organizing principles that make possible life’s exceptional resilience, capacity for adaptation, creative innovation, and vibrant abundance.” Read on as David Korten outlines how paying attention to natural systems can help us develop human systems that will sustain us for the long haul.
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As they neared their 15th anniversary, the Case Foundation published “To be Fearless” as both a reflection on its work and a challenge to philanthropy and the social sector. The following are excerpts from this report, written by Cynthia Gibson and Brad Rourke for the Case Foundation. (“To Be Fearless,” The Case Foundation, 2012.)
Leave a commentEverything has changed forever. It is a time of upheaval and upheaval is not comfortable. But it is from here that we build a new world. Fly Closer to the Sun.
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