Tag Archive: David Nee

September 24, 2015

Networks for Change: Generosity is Key to Generativity

“A generous heart is always open, always ready to receive our going and coming.”

– bell hooks

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For the past month I’ve been in conversation with David Nee, former Executive Director of the William Caspar Graustein Memorial Fund, to reflect on some of our shared experiences in advancing the Memorial Fund’s collaborative work for equity in the early childhood system in Connecticut. The impetus for these reflections was an invitation to co-author a blog post for a series on “network entrepreneurship” in the Stanford Social Innovation Review. The introductory post, written by Jane Wei-Skillern, David Ehrlichman and David Sawyer, is entitled “The Most Impactful Leaders You’ve Never Heard Of.” While it is true that many of the leaders featured are not necessarily household names, this does not preclude focus on those with formal authority who are visible in their own respective domains. That said, emphasis is on what people often don’t see or appreciate about what these “network entrepreneurs” do, including making space for others (see this post for some of the key network and collaborative leadership roles that are not always appreciated). Read More

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September 22, 2011

The System Is Us

“If you don’t see your role in contributing to the problem, then you can’t be part of the solution.”

-David Stroh

David M. Nee, Executive Director, William Caspar Graustein Memorial Fund from Graustein Memorial Fund on Vimeo.

Yesterday I gave a general update on the proceedings of the Right from the Start early childhood development system change effort in Connecticut. Today I want to lift up some of the insights and wisdom that have been unearthed by the System Analysis phase. Key to this work has been the engagement of two experts in the realm of systems thinking – David Stroh of Bridgeway Partners and Keith Lawrence of the Aspen Institute’s Roundtable for Community Change.

David brings particular skill and experience in teaching about and mapping systemic dynamics as they play out at different levels.  In June, he gave a wonderful overview of systems thinking to the System Design Team, which included an introduction to the iceberg diagram (see below) that helps people get from more superficial and tactical questions to deeper systemic points of leverage, including awareness of one’s own unwitting contribution to dynamics that yield outcomes that are undesirable or in some sense not optimal.  Part of the shift we experienced over the course of these conversations was the understanding that “the system” is not out there, but as Yaneer Bar-Yam says, is “the way we work together.”  Read More

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