At IISC we like to define the success of collaborative change efforts in multi-dimensional ways. In particular, we make reference to results, process, and relationship elements. Results are what we typically think of as the “measurable” outcomes of a change undertaking – policy change, livable wage, job creation, healthier communities, etc. Process has everything to do with the how of the work – how we approach our change efforts, the steps we take, how work is shared and by whom, and with what spirit. Relationship is about both the quality of interpersonal connections as well as how people relate to the work itself. From what one might call an “old school” mindset, there is an assumption that process and relationship are only important insofar as they help to achieve results. Read More
“Thinking in terms of networks can enable us see with new eyes.”
– Harold Jarche
Photo by David Shankbone
The biological sciences have revealed that all living things in an ecosystem are interconnected through networks of relationship; that is, they literally depend upon a web of life to survive and to thrive. On the social science front, we are also beginning to appreciate that groups, organizations, and communities depend upon and function in distributed networks of relationship that go beyond contrived boundaries, formal roles, communications, or decision-making protocols. After all, we are a part of life! Read More
“The point is that justice was always going to elude Trayvon Martin, not because the system failed, but because it worked.”
– Robin D. G. Kelley
|Photo by Ben Sutherland|http://www.flickr.com/photos/bensutherland/8496877807|
The post below is a somewhat edited version of one that appeared on this blog a year ago. As we have continued to have conversations at IISC and with our partners about the implications of the verdict in the George Zimmerman case, one thing that has become clear about who and where we are as a country is that there is an overall inability and/or resistance to thinking about racism from a systemic perspective. As evidence, we hear comments such as, “Race did not have anything to do with this verdict. The women on the jury are not racist.” Or, “Justice was done. The jury followed the letter of the law.” Read More
From August 20-23, IISC is excited to once again partner with the Center for Whole Communities to offer our jointly created workshop “Whole Measures: Transforming Communities by Measuring What Matters Most” at beautiful Knoll Farm in Vermont’s Mad River Valley. This summer’s offering is meant especially for New England-based and focused food system and food security advocates. This includes those working from different angles (production, distribution, access, public health) and scales (neighborhood, community, state, region). Read More
|Photo by Dave F|http://www.flickr.com/photos/92163630@N00/4025069261/in/photolist-78FwRT-7eEdPY-7rjYoy-7uNgmF-7vfzgW-7S6HqS-ahxM9M-bLxMq2-bLxG9H-bxD6L3-bxD6gw-bLxFGB-bwN9uq-8kt9LS-cTQhiL-bxD1Cb-acnUyb-ack4wz-9Hw99M-8JYow6-8V696G-7Zduf2-dKgycj-9C6fhQ-9HyZKY-bvGe6y-98DdGq-8sEggt-drjdQF-acnRFq-acnRBf-ack1tM-ack1DR-ack1Ag-acnRM3-acnRRY-ack1Qx-acnRrw-acnRP9-aBxDYM-bLxKtB-bLxK5c-bxD3eE-aoY5QL-aD4XFc-ctuFgG-ctuJyu-ctuFK3-ctuGww-ctuJDE-ctuFM3|
I recently was reminded of a truth about resilience. It came in the form of a story told by someone about the root system of red wood trees. These giant and venerable beings, some standing as high as 350 feet and as old as 1000 years, are not so deeply rooted in the soil. Their roots tend to only go to a depth of about 4 to 5 feet, which is extraordinary when you consider how far up they reach. So how do red woods remain vertical amidst storms and the ravages of time? The answer is that they reach out to one another. Below the surface, they stretch their roots out horizontally where they become entwined with those of their neighbors. This becomes the source of the forest’s strength – vast networks of interconnections.
On a day when we like to focus on independence, I like how this story reminds us of the extent to which our ability to survive and flourish is caught up in our common roots and interrelationships.
A couple of weeks ago there was an intriguing article in Next City entitled “The Post-Hero Economy: Learning to Lead Through Networks.” In it, Jennifer Bradley and Bruce Katz tell the story of some extraordinary attempts to boost a region in the midwestern United States. The focus is not on a leader or leaders, but on a network. As the authors state, “When telling stories of transformation and turnaround, it is tempting to shape them into personal stories about heroes. One charismatic visionary — a mayor, school superintendent, entrepreneur, outraged citizen — steps up and, with unrelenting vigor and inspirational leadership, starts an irreversible cascade of change. But there is a growing body of research suggesting that, as a system or problem becomes more complex, arriving at a solution requires multiple minds from multiple sectors or perspectives.” Read More
|Photo by Kevin Dooley|http://www.flickr.com/photos/12836528@N00/3258088498/in/photolist-5XUycC-5ZvJmF-6gFWtt-6gFWvZ-6gL89J-6Heyht-eafRy7-eafJZN-eaa4RT-9zXw32-9PjRyc-dUBdPR-ePgpZs-bquGjc-e5ErAJ-eiS65F-eiXPrU-eiS5Dk-eiXPfN-eiXP7y-7KUZXR-7KYVF3-7KYY9h-7KYVi5-eak2pE-arc5cE-eafK69-eafK7L-bPDQRR-bswXdc-8WhZdA-8WhXgs-8WeT5F-8WhY57-8WhWxY-8WhXMQ-8WeUqp-7KYZ1N-7KUZiK-7KYWu9-7KYZcA-7KYWd7-7KUYg2-7KUXtF-7KYWPu-7KYZi3-7KYUWU-7KYXPu-7KUZux-7KYTFd-7KUYmi|
It would seem that the only way for our organizations to be of ongoing service to the larger living systems of which they are a part is for them to be adaptive and in a state of ongoing learning and development, to have a fluid state of “fit-ness” and ability to contribute generative value to the larger whole. The only way for this to happen is for the sub-teams and individuals that comprise these organizations to also be in a state of ongoing learning and development. In order to help others grow, we must commit to growing ourselves. The leadership imperative then, is to model a commitment to personal development and to create conditions that encourage ongoing internal qualitative growth. Management and management alone is “horizontal,” over time becomes firefighting, and eventually flatlining. Leadership is “vertical” and takes everything to the next level.
What are you doing to create the time and space for evolution?
The last few weeks I have recited on a number of occasions the following first stanza from William Stafford’s poem, “A Ritual to Read to Each Other”
If you don’t know the kind of person I am and I don’t know the kind of person you are a pattern that others made may prevail in the world and following the wrong god home we may miss our star.Read More
Thanks to Harold Jarche for turning me on to this beta codex network presentation about seeing and designing organizations as networks. It captures much of the learning that has been coming out of our work at IISC with different kinds and scales of networks for social change. Below is a list of ten key points from the presentation: Read More
I recently had an email exchange with someone who was reflecting on the difficulty of bridging the divides in a nascent network in the southern United States that is trying to tackle the local food system. Trying to reconcile differences (owing to diversity in functional lens, experience, generational perspective, social location, etc.) around a topic this vast can be very challenging. And I think this is precisely why networks are especially good mechanisms, and why adopting the “network mindset” is an excellent approach, moving forward, especially when borrowing from the framework above (adapted from Plastrik and Taylor’s work, 20o6). Read More
I recently had an email exchange with someone who was reflecting on the difficulty of bridging the divides in a nascent network in the southern United States that is trying to tackle the local food system. Trying to reconcile differences (owing to diversity in functional lens, experience, generational perspective, social location, etc.) around a topic this vast can be very challenging. And I think this is precisely why networks are especially good mechanisms, and why adopting the