What do you look for up front to suggest that a collaborative endeavor is on the right track? This is the question that former IISC colleague and current VP of Programs at Grantmakers for Effective Organizations, Courtney Bourns, and I are charged with answering today. Our audience and partners in this endeavor are a group of community grantmaking committee members convened by the Ontario Trillium Foundation. The attendees want to know what to look for in applications and out in the field (‘beyond the grant”) as hints of future success.
This is an intriguing and challenging question, especially given the fact that the signs of success are often in places we do not think to look and of course there are never any guarantees. I certainly look forward to an engaging conversation with this group, and these are the thoughts I am prepared to share with folk at this point: Read More
This post first appeared back in March of this year, and I am re-posting as I prepare to co-present a session tomorrow at the Bioneers by the Bay gathering in New Bedford, MA. In our session, “Transformative Leadership for Sustainability” we will experience each of the dimensions below . .
As process designers, facilitators, and change agents, we are called upon to help create conditions in which amazing things can happen between people, whether alignment, agreement building, innovation, etc. At times this can be a tall order. Thankfully we are supported by an array of tools and techniques at our disposal. Knowing which of the social architect’s tools to turn to in any given situation is a core challenge. Something I’ve recently found useful as a guide is consideration of the different dimensions of social space and how these can be leveraged so that collective work can bring about the very best.
|Photo by Aristocrats-hat|http://www.flickr.com/photos/36821100@N04/3896331106|
Peggy Holman is the co-author of a book that I consider to be one of the bibles for my work here at IISC –The Change Handbook. This wonderful resource was also required reading for a graduate course I taught on organizational and community change models at Antioch New England. Building on this essential tome, Peggy has recently authored another book that I look forward to diving into more deeply – Engaging Emergence: Turning Upheaval Into Opportunity. Her exploration of how to engage chaos in social systems and bring about greater coherence is certainly timely and in line with much of the conversation you see on this blog.
In a recent post of her own, Peggy highlights an interesting comment that appeared in a review of her newest work. Read More
|Photo by DownTown Pictures|http://www.flickr.com/photos/raylopez/485753391|
Last month I was asked to present to the Children and Nature Network’s Grassroots Gathering in Princeton, New Jersey, along with Ginny McGinn of the Center for Whole Communities. We were invited by a common acquaintance who knows both our respective organizational work and our recent collaborative endeavor in developing and offering a training entitled Whole Measures: Transforming Communitiesby Measuring What Matters Most (the next public workshop will be in Boston from November 16-18). Both IISC and CWC work to build the collaborative capacity of social change endeavors, albeit in slightly different and complementary ways. The topic of our presentation was “Collaborative Leadership,” and what became core to our joint plenary address was the story of our own partnership. Read More
In this 10 minute video, Jack Ricchiuto, a friend of IISC’s, successfully distills the four conversations that build community and gives us a glimpse into the shadow conversations that keep us from success. Evidently influenced by Peter Block, Ricchiuto is part of a wave of organization and community builders that have been inviting us to look at our work from a different lens.
Jack names the following four conversations with power: Read More
|Photo by Natalie Maynor|http://www.flickr.com/photos/nataliemaynor/2539111053|
I have been blessed these past few months to have been in steady conversation with Adam Pattantyus of Merrimack Management Associates. Adam’s background is a fascinating blend of military, industrial engineering, management, and clean technology professional experiences. He is deeply thoughtful and committed to helping bring about the transition to more sustainable ways of being. And he is the co-purveyor of a promising product and service in the form of an on-line operational infrastructure for collaborative action. I learn so much from each of our interactions, and our meeting last week left me thinking about how to make much needed collaboration both easier and more ambitious for those interested in realizing deep social change.
“Collaboration drives creativity because innovation emerges from a series of sparks – not a single flash of insight.”
– Keith Sawyer, Group Genius
|Photo by Chris Denbow|http://www.flickr.com/photos/mojodenbowsphotostudio/2408750389|
Having last week blogged about when we might want to de-emphasize innovation and think about the small steps we can take towards change, today I embrace the “i word.” In doing so, I tip my hat to Keith Sawyer and to my Interaction colleague Andy Atkins for helping to clarify my thinking around the connection between collaboration and innovation for social change. Both are obviously quite popular concepts at the moment, and there is some discussion about how well they go together. For example, one of my colleagues had a conversation with a corporate leader last week during which this leader shared his deep belief that collaboration inhibits creativity and that flashes of insight occur in the individual’s mind. While the last part of that statement may be true, what leads to that flash and where one goes with it would seem to have everything to do with interaction with others.
Where are new ideas born? While some develop through formal processes and innovation think tanks, throughout history, many of the most transformative notions have arisen from informal conversations over a glass of wine or cup of coffee in a café, living room, or neighborhood pub. In this way, sewing circles and “committees of correspondence” played a role in the birth of the American Republic, and debates that took place in cafés and salons helped spawn the French Revolution. Read More
|Photo by futureshape|http://www.flickr.com/photos/futureshape/2037704163|
(In the spirit of April Fool’s)
A town is hit by a fire that catches in the church district one evening. As the fire spreads, so does word among the members of the neighboring congregations. Before long, people have assembled in front of their respective houses of worship and are deciding what to rescue from inside. A roving reporter goes from group to group to see how they’re responding. She notes that the Catholics have already salvaged the communion cup. Moving to the Episcopal Church, she witnesses a man emerging from smoke to cheers as he hoists the Book of Common Prayer. The reporter heads next to the Unitarians, and as she approaches cannot see a particular object among the group assembled in the street. Observing the expressions on peoples’ faces, she becomes alarmed that someone may still be inside the church, which is on the verge of collapsing. As she gets closer she hears the group in heated debate about who should be on the ad hoc committee to make the final decision about what to rescue . . .
|Photo by jaycross|http://www.flickr.com/photos/jaycross/247126875|
“How do we help people move toward authentic inquiry when their default is aggressive inquisition?” This question was offered up in a tweet by Larry Dressler a week ago and presaged my planned post today. My departure was going to be a return to the work of Marcial Losada mentioned in a previous post, which shows that optimal group performance is attributed in part to members striking a balance between asking questions and promoting their own points of view. Low performing groups tend to get caught up in self-absorbed advocacy. “Aggressive inquisition” can simply be a form of advocacy, intended to attack and tear down other ideas. This is not the spirit Losada is talking about. And yet, it can be challenging for some to avoid simply campaigning for their own proposals.
In the upcoming edition of the Stanford Social Innovation Review, IISC gets a mention for our work with both Grantmakers for Effective Organizations and their Change Agent Project as well as the work we did with our client The Davis Foundation and their project Cherish Every Child. In each instance IISC partnered with our client by providing them a collaborative approach and architecture that scaffolded them in their pursuit of their collaborative goals.
I’ve recently seen a few videos that have made me think about whether collaboration is a “natural” thing. (I tend to run from this kind of thinking – usually finding discussions of what is “natural” or what is “human nature” ways of making room for all kinds of human constructs.) My brother recently shared this video of Bottlenose Dolphins working together in what’s called “mud ring” feeding:
What do you look for up front to suggest that a collaborative endeavor is on the right track? This is the question that former IISC colleague and current VP of Programs at Grantmakers for Effective Organizations, Courtney Bourns, and I are charged with answering today. Our audience and partners in this endeavor are a group of community grantmaking committee members convened by the Ontario Trillium Foundation. The attendees want to know what to look for in applications and out in the field (‘beyond the grant”) as hints of future success.
to do with interaction with others.
