August 13, 2010
|Photo by exfordy|http://www.flickr.com/photos/exfordy/1184487050|
Had you visited the IISC Cambridge offices a couple of weeks ago, prior to our staff putting all of our belongings in boxes and pink (yes pink) crates in preparation for our move, you would have seen a piece of paper on my computer stand with the following word in bold letters:
FOCUS
This has been my mantra for the past year, and there is is increased urgency around it these days, not simply because that paper is now sealed in some box on its way to Boston’s Seaport. With so much in flux (including our move), with so many possibilities and so much to be done out there, with so much information flowing through the various channels into which I am tuned, I can easily find myself getting distracted – “Oh Look, A Squirrel!”. And I know I am not alone.
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July 1, 2010
For the better part of the last year and a half, my colleagues Ashley Welch and John McGah and I have been moving forward an IA/IISC cross-sectoral practice to bring Interaction methods + to the support of sustainability endeavors. Our early meetings around this budding practice included conversations about how best to frame leadership development for sustainability. We arrived at the graphic above, which combines what we see as the core elements needed for leadership to embrace and enroll others in sustainable pursuits.
With a foundation (watermark, if you will) of content knowledge about what sustainability is, the three elements are as follows:
• Systems Thinking (Seeing) – This is all about helping individual leaders and collective leadership see the whole, to understand that nothing stands in isolation, and that we must have a deeply felt sense of the interconnectedness of phenomena in order to make truly informed decisions. We take both our inspiration and instruction in this realm from the likes of the Sustainability Institute, the Center for Whole Communities, and The Elumenati.
• Self-Awareness (Being) – What we do is informed by who and how we are in the world. Awareness of our own beliefs, mental maps, and inherent tendencies is a powerful lever for making the sustainability shift, for aligning thought behind action. Self-awareness might also be cast as mindfulness, or the ability to be present to what is. Here we build upon our existing work around the inner side of leadership with the contributions of the Pachamama Alliance and John Milton.
• Collaborative Capacity (Doing) – With the whole in mind and awareness of our inner state, leadership will have a greater understanding of the need to work collectively toward more sustainable lifestyles and ways of doing business. Collaborative skill is key, including knowing how to frame sustainability efforts, create the right conditions for innovation, build agreement, structure decision-making, and design life-affirming experiences for diverse stakeholders. This is the heart and soul of the Interaction Method, and it is supplemented by the work of Keith Sawyer, CRED, and the many pioneers of large group methods and network-building.
Another key element and overlay for all of these is leadership’s ability to understand and navigate power dynamics as they play out in systems, in ourselves, and in our chosen methods for working together.
Eager to hear your reactions, tweaks, and additions.
June 8, 2010
Last week I wrote a raving review of the Movement Strategy Center’s report on organizers transforming the practice of social justice: “Out of the Spiritual Closet.” I really think it’s amazing. Here are nine themes that the report outlines as part of the emergent “new way:” Read More