March 4, 2015
“You’ve got to keep asserting the complexity and the originality of life, and the multiplicity of it, and the facets of it.”
- Toni Morrison
I’ve been re-reading Niels Pfleaging’s short book Organize for Complexity and appreciating how it succinctly captures the current challenges for many groups and organizations trying to navigate complexity while clinging to old tools and beliefs. This can also be the nature of social change work amidst the significant shifts we are seeing. Here’s the trick – as things shift more, and more rapidly, people’s natural inclination may be to try to exert greater control or dig in to what is familiar but does not work. The more one does so, the worse things can get. As Pfleaging writes, we see a “high price for the illusion of control.” Within organizations this takes the form of various gaps – social, functional, and temporal – that make them increasingly irrelevant and ineffective. Responding to complexity requires (to borrow a phrase from Eugene Kim) new muscles and mindsets.
If I could summarize my own reading of Pflaegings’s book, I would put it this way – the world we are living into requires more integrated ways of seeing and doing, and this is hard to do (if not impossible) if people maintain highly differentiated ways of organizing themselves. There is really a baseline call for self-awareness and mindfulness so that one is able to respond not by default or fear, but with perspective and intention, which connects to the idea of “strengthening the network within” at the individual level. And it is important to reach out and connect this self-awareness to others . . .
“Problem-solving in a life-less system is about instruction. Problem-solving in a living system is about communication.”
Throughout his book, Pflaeging notes that in all formal organizations, there are informal structures, and that these are really the life blood of those organisms. They are what contributes maximally to value creation, that is to being more intelligently responsive to needs and opportunities “out there.” Yet formalized structures often stand, by intention or by accident, as impediments to these informal structures. When things are complex, it can be helpful to connect the social system to more of itself so that people are better able to make sense of what is happening. This can sometimes mean getting out of the way of informal structures and inherent self-organizing tendencies, or creating spaces for informal sharing and connecting.
“Self-organization in complex systems is natural. Having “a leader” is not.”
Whether we are in nascent or long-standing organized efforts, there are threats of being pulled to the overly formalized, bureaucratic and centralized side of things. Pflaeging echoes others (including Mila Baker, Carol Sanford, and Frederic Laloux) in some of his recommendations for keeping eyes on and supporting the less formalized and life-affirming prize. These can be of great support generally-speaking in encouraging network ways of working.
- Let purpose [not incentives] drive behavior.
- Cultivate [guiding] principles, not rules.
- Emphasize roles, not [fixed] positions.
- Support and practice maximum transparency.
- Encourage informal knowledge forums, guilds, communities of practice.
- Decentralize, rather than delegate, decision-making (delegation still smacks of hierarchy).
This kind of work may be more difficult than what some typically lean towards. And there are those who might question its effectiveness and efficiency. But this is very much intelligent systemic work, organized as social and emergent processes.
January 13, 2015
About 20 years ago I was introduced to the field of ecological design called permaculture, not in any great depth mind you, but from what I learned at the time, I was struck by how refreshing, sensible, and vital the practitioners’ perspective and approach were. Since then, and especially in recent years, interest in permaculture seems to have significantly grown (including my own) and its principles stretched beyond sustainable agriculture to human communities. Looby MacNamara is one of the teachers and practitioners who is helping with the more widespread application of permaculture principles. I just finished reading her short book, 7 Ways to Think Differently, which I recommend. In it she unites different ways of thinking (such as systems thinking and solutions thinking) with the underlying philosophical and methodological elements of “regenerative design.”
For me, one particularly fertile area is “abundance thinking.” I have to offer a bit of a pre-qualification that the word “abundance” can be used in certain contexts that I find off-putting, especially when there is little demonstrated understanding of existing structural inequities in society. That said, I think that “leading with abundance” as a mental exercise can provide valuable insights and approaches to social change. Here are a few thoughts, and I invite additions, reactions and push back: Read More
December 18, 2014
“The way of the Essentialist means living by design, not by default.”
– Greg McKeown
I’m currently reading Greg McKeown’s book Essentialism: The Disciplined Pursuit of Less, which I’ll admit I had been tempted to look at earlier in the year and then decided not to for a couple of reasons. First of all, to me the sub-title smacked of a certain level of privilege, given that there are so many people who need more not less – more resources in the face of poverty, more fundamental regard for their humanity and rights in the face of injustice. In addition and seemingly validating of my initial wariness, the book’s opening stories focus on Silicon Valley executives and other corporate players. And yet at the same time I was pulled in by this notion of “essentialism,” embodied in one of the opening quotes attributed to writer, linguist and inventor Lin Yutang:
The wisdom of life consists in the elimination of non-essentials.
August 11, 2014
Photo by Synopia
A number of readings I’ve come across lately reference the important consideration of organizational structure and how it encourages or discourages collaboration. In a post from last week, I highlighted the book Reinventing Organizations by Frederic Laloux, which focuses on “evolutionary (Teal) organizations” that embrace an ethic of self-organization to facilitate more purpose-driven, holistic and responsible engagement on the part of organizational members. In order to encourage self-organization and intrinsic motivation, these entities adopt less formally hierarchical and fixed-role structures in favor of fluidity and networked leadership. According to Laloux, this brings more timeliness and relevance to the inner workings and responsiveness of these organizations. Read More
July 30, 2014
“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.
June 25, 2014
“A beautiful question is an ambitious yet actionable question that can begin to shift the way we perceive or think about something – and that might serve as a catalyst to bring about change.”
- Warren Berger
One of my favorite reads of the past six months is Warren Berger’s A More Beautiful Question: The Power of Inquiry to Spark Breakthrough Ideas. It strikes me as being an important read for any social change agent. Early on, Berger begins with the following provocative statement, that rings true to personal experience:
“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
June 17, 2014
I like to describe the Interaction Institute for Social Change as a collaboration shop. I like to describe my work as helping people work better together. Certainly any article tilted “The Collaboration Paradox: Why Working Together Often Yields Weaker Results” is bound to get my attention.
I find this to be a powerful piece, and it confirms intuitions and observations from my ten years of doing this work. It is too often that we collaborate for collaboration’s sake. And it is too often that we fall into the tyranny of a consensus that yields subpar results.
Illustration: Oscar Ramos Orozco Read More
May 1, 2014
Last week, Curtis Ogden wrote about the power of narrative to build engagement and shape the action in networks. We’ve also been taking a deep dive into the role of narrative in racial healing. That is, focusing on the need to expose and transform the deeply embedded narratives about race that allow racism to persist through unconscious bias, individual behaviors and micro-aggressions, institutional practices, and structural arrangements in this society. The report “Telling our Own Story” describes the ways in which narratives about race have shaped the U.S. culture and values, and laid the foundation for social structures based on false stories about the value of people based on a racial hierarchy. Here are a few opening ideas. We hope you will read the full report. Read More
April 1, 2014
At IISC we often talk about three hugely important pieces of context for social change work these days:
- We are in the middle of a paradigm shift, from the Industrial Age into an age that doesn’t have a name yet
- By 2050, 70% of the world’s population will live in urban areas
- In 2042 the U.S. will become a majority people of color nation
In this context, as a nation and a globe we are choosing to face or ignore urgent questions about climate change, racism, wealth distribution, violence (the types we condone, penalize, and ignore), and the quality of life that we are willing or unwilling to insist upon for every human being on this planet. It’s quite overwhelming…
January 22, 2014
“Love is essential, gregariousness is optional.”
- “How Not to Manage an Introvert” (by Nguyen Hung Vu)
For several months I’ve been meaning to read Susan Cain’s book Quiet: The Power of Introverts in a World That Won’t Stop Talking. Having completed it this past weekend, I have both a sense of validation (being one of ever-more introverted tendencies as the years pass) and being able to see with new eyes. IMHO, it is well worth the read, and if the thought of tackling the 300 pages is daunting, you might enjoy a taste via Cain’s TED Talk.
Here I wanted to reflect on some of the insights Cain’s work has to offer collaboration and “net work” for change. Read More
January 6, 2014
The most inspiring book I read in 2013 was Across that Bridge: Life Lessons and A Vision for Change, by Congressman and Civil Rights legend, John Lewis. He built the book around several practices that are essential for social justice work: faith, patience, study, truth, peace, love and reconciliation. Read More
December 18, 2013
Adam Grant is a professor at the Wharton School of Business whose research focuses on “motivation, prosocial giving and helping behaviors, initiative and proactivity.” His work and writing, including his book Give and Take: A Revolutionary Approach to Success, seem to have something to offer those interested in and engaged in developing networks for social change, as much of it points to data showing that organizations of all kinds benefit from fostering cultures of giving. Read More