September 13, 2016
Think like a network, act like a node.
At IISC, we continue to emphasize that networks, not organizations, are the unit of social change. Part of the reason for this is that networks at their best are able to leverage what are known as “network effects.” These effects, as described by Madeleine Taylor and Peter Plastrik, include the following:
Rapid Growth and Diffusion
Through its myriad nodes and links, as well as the ongoing addition of participants and new pathways, a dense and intricate network can expand quickly and broadly. This can be critical for spreading information and other resources and mobilizing actors in ways that organizations simply cannot achieve.
June 8, 2011
“Know that joy is rarer, more difficult, and more beautiful than sadness. Once you make this all-important discovery, you must embrace joy as a moral obligation.”
January 5, 2011
I’ve spent a few blog posts over the last year or so looking at how the research around positive emotions and outlooks connects with more effective collaboration and change work (see “Accentuate the Positivity”: Part 1, Part 2, Part 3). Just a couple of weeks ago, inspired by Erik Gregory’s LeaderLens presentation, I considered the connection between positive leadership and sustainability, looking at the way in which the creation of positive environments might lead to greater adaptive capacity. Having recently explored more of the research of psychologist Barbara Frederickson, I see a greater case to be made for maintaining positive outlooks, individually and collectively, as they increase our ability to engage in creatively adaptive and regenerative work at deeper systemic levels. Read More
2011. A new year for us here at IISC to continue to move on the vision of ensuring that everyone engaged in social change work has some knowledge of and facility with Facilitative Leadership. Another year to restate and reframe the need for these critical skills to bring alive our goals of a more just and sustainable world. So why Facilitative Leadership? Here is my take . . . Read More
April 29, 2010
|Photo by Peter Forbes|http://www.wholecommunities.org/programs/|
“To work at this work alone is to fail.”
Picking up from where I left off last Thursday . . . How might collaboration be a key to making the sustainability shift? At its best, collaboration is the act of modeling complex systems at work, and with awareness and intention comes critical adaptive capacity. The goal is to achieve collective and distributed intelligence that can respond in timely ways to threats to sustainability (stressed ecosystems, injustice, etc.) and that can be proactive in creating optimal conditions for future generations to meet their needs. That’s the ideal, right? How do we get there?