|Image by Pietro Zanarini|http://www.flickr.com/photos/zipckr/4688416205|
The following is a segment of a blog post from Pamela Mang that appeared on edge::regenerate. Pamela references the newest book from Daniel Pink, To Sell is Human: The Surprising Truth About Moving Others. In particular she highlights a section on the Pixar formula for storytelling, and how this can help us to frame our change work in engaging ways. I have also found it very helpful for getting people to open their minds to complex initiatives and imagine what it would take to really shift things. This can often be a humbling experience, in positive ways, and can lift up the importance of reaching out to others, taking a holistic approach, and speaking to both hearts and minds . . . Read More
This beautiful video speaks to the importance of will, community, and creativity to transform an otherwise unused asset into a new engine for local economic vitality. In the words of catalyst Greg Cox, “This is an evolution. . . . You come up with an idea. The human animal reacts with fear almost all the time. And you go, ‘Ah, it can’t happen. It’s Rutland. It’s not going to happen here. It’s been too difficult. We just don’t have the capacity.’ This is the way the story is. We looked at the outcome we wanted and we’re trying to rewrite the story.”
I recently had a lively and illuminating conversation with an unexpected teacher. He came in the form of a well-spoken and measured man who works in the field of emergency food. We were talking at a state-wide food system convening about the causes of and solutions for hunger and he mentioned the idea of the “two footprints.” Read More
|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.
Your vision is not your strategy. Neither is your plan. Your benchmarks are not your strategy, nor your complicated grids. Your hedgehog or your very audacious goals are not your strategy either. Your predictions of what the future will look like, no matter how organized and well researched, are definitely not your strategy.
IISC has had the privilege to working with the Barr Foundation to design and facilitate the Barr Network’s learning activities. See what we’ve been up to!
It doesn’t make much sense to look at strategic planning without taking a look at what we mean by strategy. There doesn’t seem to be a clear consensus on what people mean when they use the word strategy. I like the way Thomas Rice, IISC’s founding board chair, talks about it here. Thomas stresses that strategy is about how you choose to deploy scarce resources in order to achieve your goals.
Photo provided by Alex Pelayo. Check out the rest of his amazing portfolio here!
I spend a lot of time figuring out how to work with emergence. You don’t plan emergence, you create the conditions for emergence. But how does that fit with strategy? How do you do strategic planning in a world that is too complex for straight lines and long timelines?
