Ever since I started working formally with networks of various kinds, some 17 years ago, and started blogging on a regular basis, about 11 years ago, Harold Jarche has been a teacher and an inspiration. Both the content and method of his writings have helped me to better appreciate the importance of living into uncertainty and playing with networked ways of thinking, learning and doing.
I had the pleasure of taking Harold’s Personal Knowledge Mastery course several years ago, and just finished savoring Perpetual Beta 2020, a collection of his writings generated through 2019 and 2020. As Harold says in the forward to his book, “Now we need to connect, adapt, and find our new normal.” In the spirit of working and learning out loud, and Harold’s Friday’s Finds that he offers on his blog, I am sharing some of the nuggets of wisdom I took from my reading of Perpetual Beta 2020 over the past month, in the form of 20 of Harold’s quotes and 4 quotes from others he references, and certainly invite readers to check out Harold’s work in more of its fullness.
“The great work of our time is to design, build and test new organizational models that reflect our democratic values and can function in an interconnected world.”
“Radical innovation only comes from networks with large structural holes, which are more diverse.”
“It will only be through our collective desire to learn with others and build networked organizations that we can build a better world.”
“Intrinsic, not extrinsic, motivation is necessary for complex and creative work.”
“The primary perspective in social networks should be empathetic. … From this perspective of trying to understand others, our actions in these networks should be driven by curiosity.”
“So it is important to understand that there is no one-size-fits-all philosophy in terms of successful innovation. The one constant is that you able to be open to change and new points of view.”
– Shaun Coffey
“Social networks provide a fertile environment to share ideas. But we need a safer place to test ideas, so we turn to our trust communities of practice.”
“In the network era, learning and working are tightly interconnected.”
“Organizations need to understand complexity instead of adding more complication.”
“Trust emerges over time through transparency and authenticity, practiced by people working out loud. Credibility is earned through collective intelligence, developed through an active questioning of all assumptions. Finally, a focus on results is enabled through both collaboration and cooperation, and is further enhanced by subsidiarity- the promotion of the furthest possible distribution of all authority.”
“Learning faster is not about taking more courses or consuming more information. It’s about having better connections.”
“We can’t control systems or figure them out. But we can dance with them!”
– Donella Meadows
“Change the business models and change the world.”
“Without Autonomy we are disengaged. Without Competence we are ineffective. Without Relatedness we are aimless.”
“Research shows that work teams that need to share complex knowledge need tighter social bonds.”
“Meta skills [learning how to learn, working in networks] require ‘meta time.’”
“Network leaders understand that first we shape our structures, and then our structures shape us.”
“We are innately a friendly species, but we need environments which allow us to optimally express our inclination to be friendly.”
– Nicholas Christakis
“In networks, it is best not to inflict too much power on individuals and instead learn how to distributed power to help the whole network make better decisions.”
“The more diverse our networks, the more diverse our thinking can be.”
“You know you are in a community of practice when it changes your practice.”
“With increasing chaos, creativity is becoming even more important. Look for the misfits and find a way to work with them.”
“As individuals, there is one thing we can all do, without anybody’s permission. We can become better learners.”
“How can we listen to tomorrow if we have yet to clarify what belongs to yesterday? We don’t just need new maps that order the world in the same old ways. New vision is required. New ontologies reshape the map and reshape us. So we should listen to the future. Whose voices do we hear? [Ursula] Le Guin writes, ‘which is farther from us, farther out of reach, more silent – the dead, or the unborn?’ To listen, we must first be present.”
“We must create civilization(s) for equitable human wellbeing within a healthy biosphere. Since our thinking produced self-inflicted existential threats, the main challenge is to find a practical way to reconcile our thinking with the logic of life.”
– all-women Emerging New Civilization(s) panel. United Nations
In ongoing work with a group of practitioners dedicated to advancing the study and practice of “energy systems science,” for the sake of resilient and regenerative futures, we continue to come back to the primacy of seeing and working in networked ways as being key to charting a course to a regenerative future. In fact, in some ways we might see energy systems science as being energy network science.
As Dr. Sally J. Goerner articulates, Energy System Sciences (ESS) is “an umbrella term for disciplines that use the study of energy flow networks to understand the laws of systemic health, growth and development in living, nonliving and supra-living systems.” ESS disciplines include: Chaos, Complexity, Resilience, Ecological Network Analysis, Self-Organization Theory, Nonequilibrium Thermodynamics, Panarchy, and others.
We are clearly in a moment of needing to take more seriously the human prospect on the Earth, and whether we will continue to reclaim and maintain a place as a stewardship species. Much of this comes down to being able to “think like an ecosystem” and align with Nature’s regenerative capacities. As mentioned in another post, regeneration points us to the self-feeding, self-renewing processes that living systems (including human beings and communities) use to nourish their capacity to thrive for long periods of time, as well as their ability to adapt to unexpected, sometimes threatening, circumstances.
From an energy systems/networks perspective, long-term human thriving is rooted in large part in healthy social and socio-ecological webs that are diverse, intricate and dynamic. And more specifically, as Dr. Goerner and other colleagues in the Research Alliance for Regenerative Economics highlight, aspects of social systemic health are grounded in:
Collective and adaptive learning – sharing information, working out loud, group inquiry and processing, prototyping, systemic sensing …
Collaborative culture – practicing facilitative leadership, weaving and coordination, designing for and engaging in collective innovation, linking and leveraging assets, collective decision-making, aligning practice to values such as trust, transparency, generosity …
Regenerative circulation – monitoring and tending to velocity, directionality, quality and quantity of flows of different resources …
Each of these four aspects links to network thinking and action, and can be further strengthened and guided by core principles (see this evolving list).
In the months to come, we will be fleshing out more of the practices around ESS/ENS to support network convenors, coordinators, facilitators, and weavers of all kinds, including those within organizations, to support systemic saluto-genesis (ongoing health creation).
As a number of networks I am supporting are settling into the lingering reality of operating within our COVID19 context (“2020 still feels like it’s with us!”), uncertain of what resolution will look like or mean, we have been having more conversations about how to maintain momentum around key goals (food justice, health equity, equitable conservation, climate adaptation and mitigation) and also lead with care, supporting collective regenerative capacity. Through explicit asking and reading what is coming up through people’s engagement, here are some ideas for how to keep movement going over this lengthening haul in sustaining fashion.
Put movement into the movement (literally invite people to move their bodies during and in-between on-line and phone meetings)
Leverage the power of one to one conversations (they can often be more nimble and dynamic, including having people walk and talk to one another)
Keep some meetings agenda-free (and follow the emergent energy)
Share stories, music, recipes, jokes, games
Stay open to spontaneity
Lean into humor!
Do a meditation, be silent together
Give grace – “It’s okay to not be okay”
Make space for teach-ins and knowledge sharing
Invite people to not look at screens, and to look out windows
Schedule long meetings as multiple meetings with a shared agenda over time to break it up
Remember this is not ours alone to do or solve and that there are others out there, including those we do not know
What would you add?
“We never know how our small activities will affect others through the invisible fabric of our connectedness. In this exquisitely connected world, it’s never a question of ‘critical mass.’ It’s always about critical connections.“
Over the past couple of years, I’ve worked with a state-wide health equity network, comprised of smaller coalitions, that has been looking at living into being more of a network in thinking and action. After some conversation and consideration, we decided to use a framework that derives from the writings of Madeleine Taylor and Pete Plastrik.
The Connectivity-Alignment-Coordinated Action/Production framework (see graphic above) lifts up three different network modes, through which value and impact is created. First of all, network value and impact is grounded at a fundamental level in creating connectivity, by building linkages and trust between key stakeholders and perhaps unusual bedfellows. This can be done by convening people; closing triangles, sharing stories, data and other forms of information; co-creating knowledge; learning together, etc. Part of the value of this connectivity is that it can lead to orthogonal thinking and bolster individual network participants’ efforts in the shared domain where the network is focused. What also might happen is self-organized action between those who are meeting one another for the first time or getting to know one another better.
“Healthy networks measure their impact, in particular by establishing the links between decentralized network action and outcomes.“
Up a level, networks may be compelled to create some kind of collective and aligned commitment or value proposition in the form of shared vision, values, public statements, etc. This can create greater impact/ripples, and provide additional value to individual participants and self-organized efforts, as they are more prone to head in the same general direction or with some kind of deeper shared understanding of context.
And then there are those instances when there is a call to some form of collective action, such as advocacy, a communications campaign, fundraising, or some other co-produced venture. This can happen even as smaller self-organized action continues (really, from a network perspective, most collective action should be about creating the conditions for those self-organized efforts, which is what is meant by “making the periphery the norm” in network building lingo).
With all of this in mind, after doing interviews, some observation, as well as evaluations and other documentation from the sub-networks of this state-wide advocacy network, a few patterns seemed to surface that suggested ways for the network to strengthen itself and leverage network effects.
Here is a list of what was surfacing as opportunities seen through the C-A-CA/P lens:
In the calls that the network does with its members, there appeared to be more of a one-directional download of information from staff (the hub) to its members (the periphery). And in various documents there appeared to be some suggestion that people were not connecting except through the hub. Furthermore, an annual report said that state partners expressed a desire to know more about one another’s capabilities, constituencies, and connections. All of this suggested an opportunity for creating greater CONNECTIVITY, especially member-to-member.
In an interview the observation was made that on membership calls there were often the same people speaking while others were silent. This suggested that greater CONNECTIVITY could be created for those who were less outspoken and silent. There appeared to be some correlation between those who were longer standing members (more outspoken) and those who were new to the network (more quiet).
In assessments of meetings, comments were made that while people appreciate the great information and education they receive, they were also eager to meet, learn from and strategize with one another. This again suggested an opportunity to strengthen member-to-member CONNECTIVITY.
Questions had come up about whether relationships with state and county lawmakers, behavioral health experts, and others might be better maximized for trust and information sharing. Another area to explore strengthening CONNECTIVITY to and among those stakeholder groups.
Related to the above, while the network’s political capital was appreciated by many members, there were also questions about democratizing that power, and helping members to be more involved in the legislative process. This suggested that beyond creating greater CONNECTIVITY among members, there might be some opportunity to provide COORDINATION support to enhance access.
“Clusters” of members in certain parts of the state had been mentioned in interviews and documents. It was observed that in one region, there is some evidence of people getting tighter and that in another region, organizations were using lists to get together. This lifted up the question about more intentional CONNECTIVITY and ALIGNMENT that the network might suggest or provide to those existing and other potential clusters to strengthen their advocacy work.
An annual report identified some expressed concern about the challenge with creating alignment among collation partners on behavioral health priorities, and that “collective buy-in” and “intentional relationship building” will be key to establishing alignment. This is another reason to keep building that trust and CONNECTIVITY and also to explore actively facilitating ALIGNMENT around core priorities.
It was shared in staff interviews that there have been questions from members about the network’s long-term vision – “Where are you trying to go?” This raised some possible opportunities to facilitate ALIGNMENT around a shared, guiding and galvanizing vision with members.
Related to the above, the suggestion was raised around exploring he coalescing of sub-networks to consolidate and create more ALIGNMENT and COORDINATION between those separate coalitions.
And here is what was offered as a set of initial recommendations:
Consider the points above and if there is agreement among staff about where to weave greater connectivity, facilitate alignment and/or coordinate activity in different domains. Specifically: Who needs to be better connected and what would that achieve? Would alignment around a shared vision and high-level goals be helpful? Who would need to be aligned?
As these opportunities are identified, consider existing network (staff) capacity to provide weaving, facilitation and coordination support. Where and how might this capacity be added or developed?
Think about ways to create greater connectivity within existing calls, meetings and trainings. For example, have a check-in question; invite people to share news, victories, needs; break people into pairs and smaller group discussions; create open space for people to explore interests and opportunities to work together.
Consider creating a toolkit and perhaps a training for building relationships and maximizing connections in networks.
Reach out to less out-spoken and newer coalition members to see if there is anything that would support their participation. Related to this, make sure there is an on-boarding process for new members so that they feel up-to-date and know how to participate.
To gauge “network impact,” follow up with members to see what they do with the content, capacity and connections they get from calls. Are they able to leverage these for greater impact in their communities and regions to create “ripple effects”?
Reach out to other networks to see how they go about democratizing power and opportunity in a network. In addition, look to other groups across the state to see how they are working with grassroots groups to mobilize around policy.
Consider having an open conversation with member organizations about how to strengthen the sub-networks (coalitions) as a network. What ideas do they have? This might include giving them some overview of networks and network effects/impacts.
Consider conducting an assessment to find and leverage “network champions.” Are there certain members who are particularly enthusiastic about and active in network activity and might be ambassadors for the collective work? Might they be more formally enlisted as network weavers?
Consider the virtual tools currently used for keeping members connected (virtual meeting platforms, shared files and documents, archives, private group pages). Are they working? Are people taking full advantage of them? Is there additional value they are looking for that might be provided by other tools?
Consider using a more formal network assessment to look for strengths and areas for growth and improvement in the network’s structures and practices. This could be conducted among staff alone and also include key partners. Examples include “Network Effectiveness: Diagnostic and Development Tool”, “Partnership Self-Assessment Tool” and “Network Health Scorecard.”
Recently a long-time member of the Food Solutions New England (FNSE) Network Team let us know that they would be transitioning out of their current job and needing to leave the network, at least the core role they have played. FSNE is entering its second, and critical, decade of work, and going through a transition itself as it strives to better weave together a regional food system that is grounded in racial justice, ecological sustainability and democratic principles. It has been quite the journey, 2020 not withstanding.
This person, and real FSNE champion, gave a tremendous gift in their email, laying out how meaningful their experience has been these last several years. In so doing, there is also a wonderful articulation of what being in a network can be all about. Here is a taste of what was so generously offered:
“What stands out to me when looking back is how many aspects of FSNE’s work are challenging: communicating complex concepts; making the most of limited time when such a rich network of folks gets together; putting up with ambiguity when structure and linearity are so comforting and in demand.
But the rewards from the process are on an equal scale with the challenge: building lasting and meaningful relationships with diverse folks from across the food system; being able to think and strategize about that system in entirely new ways; learning new ways to think and to go about work and life. … in offering this to participants, FSNE is very unique among organizations. …
I’m looking forward to what’s coming next, sensing and hoping that the world at large is more ready to support FSNE’s values now, than it was even a year ago.”
So well said! And we know FSNE is not alone.
Even as the network (along with so many others) navigates complexity and disruption and continues to make “progress” around its “impact areas” (including more dense and diverse connectivity; greater advancement of the vision and values; increased regional alignment around a new food narrative; more collaboration on regional food, farm and fisheries policy; more wide-spread commitment to anti-racism in the food system), it can be hard to “see” all of this in the moment. Like so many things in life, it is only in retrospect that we can get a sense of how far we have come. And also like so many things in life, as our transitioning FSNE colleague expressed so beautifully, it is not just what we can most tangibly measure that matters, but also (and perhaps more so) qualitative change and the nature of our experiences (processes, relationships) along the way.
“Out on the edge you see all kinds of things you can’t see from the center. … Big, undreamed-of things – the people on the edge see them first.”
– Kurt Vonnegut
I have used the above quote in a number of cases to illustrate a network principle of thinking and action – Don’t get stuck in the core, make the periphery the norm. As we come to the end of 2020 (as arbitrary as that calendrical designation may be), I am thinking about Vonnegut’s words in different and perhaps more expansive ways.
Seemingly many of us have been asked to live (in some cases, even further out) on any number of edges over the past several months – political, economic, psychological, social, spiritual. While exciting in certain cases, it has also been quite exhausting and for some it has been a push to and over the brink.
It is also the case that many have woken or are waking up to the realization that life can only continue in some form or fashion at various edges, especially in times of considerable change. The Aboriginal artist and complexity scientist Tyson Yunkaporta reminds us that from an indigenous perspective –
“Sedentary lifestyles and cultures that do not move with the land or mimic land-based networks in their social systems do not transition well through apocalyptic moments.”
And it would seem we are at an apocalyptic moment, if we take that term to mean a great revelation, along with a call for reckoning, healing and re-creation. “The Great Turning,” maybe, allowing that transitions take us to the edge, because that is where qualitative growth lies.
“Look well to the growing edge. All around us worlds are dying and new worlds are being born; all around us life is dying and life is being born. The fruit ripens on the tree, the roots are silently at work in the darkness of the earth against a time when there shall be new leaves, fresh blossoms, green fruit. Such is the growing edge.”
– Dr. Rev. Howard Thurman (philosopher, theologian, educator, civil rights leader)
Earlier this year I joined a beautiful community stewarded by Joe Weston, which has been brought together by a common desire to cultivate deeper shared capacity among people for what Joe calls “respectful confrontation” and “fierce civility.” The Weston Network is grounded in a set of practices drawn from martial arts, mindfulness and somatics, which help practitioners cultivate four core pillars – grounding, focus, strength and flexibility. These pillars support people to express and get their needs met in ways that can contribute to co-evolution (my word, not Joe’s), or mutualistic growth in groups and communities. I can really vouch for the power and the personal test of the practice!
A helpful concept that Joe introduced back in March at an in-person workshop, just before things started to close down because of COVID, was the idea that our individual and collective growth is found at “the resilient edge of our resistance.” The idea is that people tend to be resistant at the edges of their comfort zones, for some good reasons. And yet it is also true that staying hunkered down is not always helpful, and may even be dangerous. People also have the capacity to become more resilient at and over the edges of their perceived comfort zone. Life, in fact, requires this!
“Evolution is what happens when patterns that used to define survival become deadly.”
– Nora Bateson (filmmaker, writer, regenerative thinker and educator)
Through the Weston Network, I have been learning more about how to read resistance and sense its invitations beyond, “Don’t move. stay safe!” … feeling these messages in my body and a complex mixes of emotions, along with the dynamism of dancing on different edges. Resistance when met with a combination of respect, rootedness, receptivity, and recreation can build muscle, confidence, and open up new possibilities. How many people have I heard say that one thing they have learned this year is that they are in fact stronger and more adaptive than they might have thought? Or that they have found meaningful connection in struggle and disruption?
“We don’t have to resist entropy … or push the river. We just need to learn how to get out of the way and cooperate with the direction.”
As I have gone and been pushed to my growing edges this year, seen myself and the world from new vantage points, and tasted “resilient power” (Joe Weston’s words), I’ve been contemplating what this looks like as collective practice. And I’ve been dabbling a bit with both the Weston Network practices as well as those of the PROSOCIAL community in a few different groups and networks.
The ACT Matrix (see above) is a tool that individuals andgroups can use to name what matters most to them, along with aligned behaviors, as a way of laying a foundation for transparency, agreement, support and accountability. The Matrix also helps people to name andwork with resistance found in challenging thoughts and emotions that might move them away from their shared values. In essence, this helps to normalize resistance and when used with other ACT practices (defusion, acceptance, presence, self-awareness), can encourage more sustainable, fulfilling (over the long-term), and mutually supportive choices.
I’m eager in the new year to lean more into these different practices with others, knowing that more of us are moving with intention into the “omega” (release) and “alpha” (reorganize) phases of the adaptive cycle (see below). While letting go and stepping into the unknown may not be a very compelling invitation to everyone, I’m hoping that the prospect of finding our resilient power and cultivating regenerative futures will be incentive to keep moving to meet, greet and play on our edges.
I am struck by how the network building and weaving field has really mushroomed over the past several years, and with it, so much learning around approaches, structures, roles, strategy, etc. I regularly hear myself say that there is no one right way to go about “net work” for change (which is why I regularly reference this compendium of thoughts on networks – “A Network Way of Working”). That said, I have found that “principles” (for lack of a better word) for network thinking and action have been helpful in a number of different contexts to support people in finding ways to leverage the promise of networks (or “network effects”).
This is a list that I continue to play with, expanding and contracting given new learning and different contexts. I recently offered the following version to a food system network. Always open to riffs and improvements …
Come First as Givers, Not Takers – Of course people should think about their self-interest, but if everyone holds out for what they are going to get, then nothing gets created in the first place. Generosity leads to generativity.
Support Intricacy & Flow, Beyond Bottlenecks & Hoarding – Many kinds of connection and robust movement of resources of all kinds is what contributes to the adaptive and regenerative capacity of networks.
Make the Periphery the Norm, Don’t Get Stuck in the Core – In the words of Kurt Vonnegut, “Out on the edge you see all kinds of things you can’t see from the center. … Big, undreamed-of things–the people on the edge see them first.”
Work with Others and/or Out Loud, Not in Isolation – Otherwise, what is the point of creating a network?! Connect, cooperate, coordinate, collaborate, and for God’s sake, share!
Value Contributions Before Credentials – Valuable contributions come from all kinds of places and people. Credentials and holding out for a certain kind of “expertise” can get in the way of seeing the greater abundance around you, and benefitting from it.
Lead with Love and a Sense of Abundance, Not Fear and Scarcity – Fear and scarcity narrow our view, shrink our thinking about what is possible, and inhibit our willingness to share. Love is love and does what love does.
Think Spread and Depth Before Scale – Because it’s easier in many ways, can avoids mechanical/replication thinking, and helps to establish a more firm foundation (think roots under the tree).
Support Resilience and Redundancy Instead of Rock Stardom – Because we aren’t all that special and because its not strategic to put all eggs in one basket, however shiny. And then there’s the ego thing …
Trust in Self-Organization & Emergence, Not Permission & Predictability – COVID19 is driving this lesson home, big time. We are not in control. Life is complex, and beautifully so. Evolution is real, and so is people’s capacity to be response-able when they are trusted.
Say “We’re the Leaders!” Instead of “Who is the Leader?” – Who and what are you waiting for? And why?
Do What You Do Best and Connect to the Rest – Stop trying to do it all. It’s not possible, it creates unnecessary competition and it inhibits collaborative efficiencies (yes, they exist).
Attract a Diverse Flock, Not Birds of a Feather – Homophily (like being attracted to like) is a strong tendency in people. In network speak, we should not simply bond, but also bridge. This is important for the wok of equity and inclusion, tapping creativity and innovation, and and tasting spice in Life.
Just wrapping up a bit of work with a national network that we at IISC helped to get off the ground 5 years ago, which has seen incredible growth and success in its efforts, and which continues to make progress in these times. For us, what this means is that they have really been hitting on what we call the collaborative dimensions of success – results, process and relationships (see image above). That said, some parts of the network (particular working groups) are humming along more so than others.
In our latest meeting with the network, we helped incubate new working groups (now taking their total to 13!) and also held a gathering of existing working group members to come up with a list of success factors and what they wish they had known at the outset to set themselves up for success. This list will be provided to the new working groups to help them along. I was struck by how many of the items on the list below align with what we teach in Facilitative Leadership for Social Change. While there is no exact recipe for success, we have found over the past 27 years that there are certain practices that create conditions for more likely fluid collaboration. ‘
Here is a list of 27 distinct but related success factors that were identified:
Diversity; people with different skills and experiences, a diversity of vantage points, ideas, and learning curves.
Dividing up roles – facilitator, recorder, timekeeper, liaison, etc.
Willingness to grow and change our roles; not feeling one has to be in the original role.
Establish group working agreements for collective accountability and be open to changing them as needed.
Understanding of the difference between a working group chair and facilitator (these may or may not be the same person).
Ensure everyone feels like they are able to contribute to group conversations if they want to; check for accessibility issues of various kinds.
Intervene around those who would otherwise dominate conversation and shut others down.
Comfort with letting go of an idea once it has been incubated; people understand that when they generate an idea or proposal that it might be changed or critiqued by the rest of the working group, to make it better.
Loosen grip on ego.
Have consistent meetings and touch points – monthly or bi-weekly – to keep on track.
Practice an ethic of love, generosity and forgiveness.
Open up to bigger sources of inspiration and creativity.
Build common language; make sure that everyone understands any acronyms or technical terms being used.
Use a process guide/map for helping working groups in their overall development and work planning; they can adjust as they see fit, but having a framework can be very helpful.
Have an agenda for your meetings and follow it, until it doesn’t make sense to do so.
Set desired outcomes each meeting, so you can determine where any conversation or agenda item is heading and when it’s over.
Make sure your meeting agendas are realistic … put on it what you can actually get to; prioritize and manage the conversation.
Give people time to connect with one another.
Check for agreement and/or for clarity around key points before moving on.
Make sure action items/next steps are captured at the end of each meeting and restated at the top of your minutes/group memory; revisit in your next meeting.
Conduct process reviews of meetings (what worked, what could be improved); keep what’s working and make changes accordingly.
Keep easy-to-digest minutes/group memories to maintain momentum; having consistent and capable support around this kind of record keeping, including key agreements and next step.
Get meeting minutes/group memories out as soon as possible to everyone, including those who may have missed a meeting.
Support onboarding of new members, so they can catch up easily and step into the flow – think about one-on-one conversations and mentorship.
Provide easy access to/support around accessing shared documents, tools and platforms.
Keep group size manageable – 10 is a nice size; if more consider sub-dividing for certain tasks (think in terms of small group ministry).
I’m fInishing up David Fleming’s book Surviving the Future, and buzzing with ideas and questions about the role of networks, network weaving and energy network science in these times of “systemic release” (see the adaptive cycle above, and more about the cycle here).
Fleming’s book, a curated collection of essays from the heftier Lean Logic, offers some compelling thinking about the trajectory of globalized and national economies – at best de-coupling, de-growth, and regeneration, and at worst catastrophic collapse – and the ways in which intentional and more localized culture building and reclamation as well as capacity conservation, development and management, might steer communities to healthier and more whole places post-market economy.
One of my favorite quotes from Fleming is that large-scale problems do not require large scale solutions; they require small-scale solutions within a large scale framework. That resonated immediately, even if I didn’t know exactly what he meant when I first read it. Re-reading more carefully, I hear Fleming making the argument that to take on systemic breakdown at scale is a fool’s errand – too massive, too slow, too much rigidity to deal with, too much potential conflict, too abstracted from real places and people.
Instead what is required is more nimble small-scale solutions happening iteratively and quickly (relative to how slow things move at larger levels). This suggests that action for resilience must happen at more local and regional levels, connecting diverse players in place, helping to encourage more robust exchanges of all kinds (including multiple “currencies”) and culture building. David Fleming offers the following definition of the lean economy (as opposed to the taut perpetual growth economy): “an economy held together by richly-developed social capital and culture, and organized around the rediscovery of community.” How might we weave that fabric even as others unravel?
Lean (network) weaving (a new term?) would focus on helping to create more intricate, high quality/high trust and diverse connections as well as facilitating robust, nourishing flows in tighter and more grounded cycles and systems. Part of the lean weaving would entail ensuring that smaller systems remain alert, quick and flexible so as to experiment, learn and adapt. And it would also maintain connection and communication between these smaller systems/clusters (Fleming’s “larger framework”), to facilitate learning and feedback of various kinds between them (not unlike proposed bioregional learning centers).
“The more flexible the sub-systems, the longer the expected life of the system as a whole.”
This idea of “lean weaving” also brings to mind the wisdom of network science as taught by Danielle Varda and colleagues at Visible Networks Lab. They make the point that when it comes to creating strong (resilient and regenerative) networks, more can be less in terms of the connections we have. Connectivity, like so much else in our mainstream economy and culture, can be ruled by a relentless growth imperative that is not strategic or sustainable and can cheat us of quality in favor of quantity.
More connections require more energy to manage, meaning there may ultimately be fewer substantive ties if we are spread too thin. Instead, the invitation is to think about how we mindfully maintain a certain number of manageable and enriching strong and weak ties, and think in terms of “structural holes.” For more on this network science view, visit this VNL blog post “We want to let you in on a network science secret – better networking is less networking.”
The COVID19 pandemic along with other mounting challenges may already be presenting the mandate and opportunity to get more keen and lean in our network thinkingand weaving, not simply in the spirit of austerity and regression, but to cut an evolutionary path of resilience and regeneration (renewal). Network weavers of all kinds, what are you seeing and doing in this respect?
For the past month I’ve been checking in with a dozen or so networks that I support and participate in in various ways, looking at how best to navigate these times when in some cases it feels there may be a need to ratchet down or right size expectations. With so much in flux and uncertain, with many new challenges and barriers to how people may have operated in the past, when the impulse might be to pull back or bunker down, what can weavers/coordinators do, what are they doing, to keep their networks and net/collective work vital?
Below is a list of some ideas and practices that I am seeing, hearing, and trying myself, in the name of maintaining baseline connectivity, alignment and coordinated momentum. No one of them is necessarily the “right answer” in every situation, everything being context-dependent and also needing to suit the particular nature and situation of specific networks. And having shared some of these with others, I’ve heard these can be helpful for anyone now working virtually or in-person in times of greater stress. Curious to know what resonates, and what you would add!
Bring an open heart to network interactions. People are feeling a lot in these times. It can be important to allow for and acknowledge this.
Let people know you are thinking of and appreciate them. One of the practices out there that I’ve seen and am leaning into is people sending “love notes” to others in their networks.
Create more frequent, optional and informal opportunities for people to connect. I’ve been seeing and participating in “coffee chats” that happen weekly, bi-weekly and monthly for those who are interested to drop by (virtually), check-in and share gifts and needs. This includes setting up phone calls where people can walk and talk instead of being glued to a screen for videoconferencing.
Release your grip on certain standards of performance and accomplishment. This can often create more frustration and exhaustion. Model patience and grace with yourself and others.
Allow for, and maybe even celebrate, messiness, malfunctions, and “mistakes.” This is not just about cutting people slack and reducing stress, but also inviting ongoing experimentation, improvisation, creativity and playfulness.
Shore up the core of your network. With some coordinating teams working virtually for the first time or much more often, while juggling many other balls, it can be important to establish some basic expectations around communications and other working agreements. What minimally do people need from one another in order to function well in these times? What are they able to give?
Find time to disconnect and replenish. From Zoom overload to balancing needs of home and work simultaneously, it can be crucial to find time to disconnect from conversation and interaction.
Lean back into alignment. This can be a good time to put a network’s mission, vision and values back in front of its members, to remind people what holds them together and what might ground them more deeply amidst the tumult of the times. How can these values and larger goals provide ballast and guidance?
Create more slowness, stillness, spaciousness and even silence in your network interactions. Even when connected, we can practice different kinds of pacing and spacing that can help people to restore, maintain or increase their energy.
Stem degenerative flows. The 24 hour news cycles, social media wars, and spirals of outrage can conspire to overwhelm us and suck us dry, especially when there is an insidious fear of missing out. Other than simply disconnecting, we can ask what actually nourishes us in terms of connections and flows of information, interactions and other resources. Be mindful of what you consume, as well as what you send out and communicate with others.
Lead with joy and laughter. Because it feels good and can be so radical and welcomed in these times.
Really practice shared leadership. All the time, and especially now. Do what you do best and connect to the rest. Remember you are not indispensable and that networks benefit from redundancy of role and function. I was recently in a call with 8 other facilitators to develop both an agenda and executive memo for an important meeting, and while in the past I would have dreaded these kinds of endeavors, in this instance we really needed each other given the complexity of the situation and constrained capacity of each of us.
Keep an eye towards bridging. While comfort and care are important, watch the tendency to fall back into familiar patterns and relationships that can bolster bonding (birds of a feather flocking together) in your networks at the expense of bridging to those who are different in some way, shape or form, where those differences are vital to the health of the network and its work. On this front, see this resource, “On Bridging,” from the Othering and Belonging Institute.
Keep listening for and helping to meet needs, fill gaps, and leverage opportunities. What are the critical connections and flows that the network is asking for right now? Who can help to create and support these?
Ask yourself the following question and see where it takes you:
“What is something I/we can do today that our future network (and collective work) will be grateful for and benefit from?
Over the last couple of months I have really savored my reading of Tyson Yunkaporta’s Sand Talk: How Indigenous Thinking Can Save the World. Yunkaporta is an academic, arts critic and researcher who belongs to the Apalech clan in Queensland, Australia. His book met me during found me in these times of disruption when I was searching to further disrupt myself and pry open some widening cracks in my older ways of thinking, feeling and being.
It is important to say that any review of the book or excerpting from it necessarily de- and re-contextualizes the content, which is a key point Yunkaporta makes – many people are caught up in low context cultures that are rather disconnected from the specifics of place and community. With that awareness, I wanted to offer some take-aways that have helped me to bring different, more energizing, engaging and empowering perspectives to multiple contexts in which I move, in the event that they may help others make enlivening shifts.
Towards the end of the book, Yunkaporta sums up what he and a number of other indigenous people with whom he “yarns” see as an indigenous approach to engaging with living systems – respect, connect, reflect, direct. He offers corresponding embodied centers for doing this work as: gut, heart, head, hands. He also makes the point that Western colonizer cultures reverse this progression, leading with action and control (direct), and only perhaps later capitulating (respect, or “looking again”), if at all, when things do not go according to plan. This “indigenous progression” aligns strongly with a community of practice of which I am a part (Respectful Confrontation/Fierce Civility), which is based in Taoist philosophy and practice, and invites devotees to lead in grounded and focused ways that put one in right relationship with their (multiple) selves and so-called “others.” I can say from experience that this is a very powerful way to prepare myself for engagement, especially in these volatile and unpredictable times.
Yunkaporta also lifts up what Aboriginal and indigenous knowledge asks of those who are attempting to bring about change in complex systems (all living systems). What he calls the “complexity agent protocols” includes:
Connectedness (create bonds to self, others and wider networks)
Diversity (respect and engage across difference)
Interaction (continuously transfer knowledge, energy and resources)
Adaptation (remain open to change, as that is the constant)
This, of course, is the much older wisdom that more recent so-called “regenerative” (agriculture, development) efforts are calling for and building upon, engaging the dynamics of network structures and energetic flows that constitute life.
The rest of what follows is a selection of twenty quotes that I pulled from the book, and that I can continue to read from time to time, to jolt my own tendencies towards complacency and stasis.
“Increase is different from growth, because you don’t want the size of the system to grow, but you want the relationships within the system, the exchange within the system, that needs to increase. And you can increase that quite infinitely.”
“Many Aboriginal stories tell us how we must travel in free-ranging patterns, warning us against charging ahead in crazy [linear] ways.”
“All Law-breaking comes from that first evil thought; that original sin of placing yourself above the land or above other people.”
“Nothing is created or destroyed; it just moves and changes, and this is the First Law.”
“Every unit requires velocity and exchange in a stable system, or it will stagnate – this applies to economic and social systems as well as natural ones.”
“Sedentary lifestyles and cultures that do not move with the land or mimic land-based networks in their social systems do not transition well through apocalyptic moments.”
“People today will mostly focus on the points of connection, the nodes of interest like stars in the sky. But the real understanding comes in the spaces in-between, in the relational forces that connect and move the points.”
“If you live a life without violence, you are living an illusion: outsourcing your conflict to unseen powers and detonating it in areas beyond your living space. … The damage of violence is minimized when it is distributed throughout the system rather than centralized into the hands of a few powerful people and their minions.”
“It is difficult to relinquish the illusions of power and delusions of exceptionalism that come with privilege. But it is strangely liberating to realize your true status as a single node in a cooperative network.”
“There is more to narrative than simply telling our stories. We have to compare our stories with the stories of others to seek greater understanding about our reality.”
“There’s no valid way to separate the natural from the synthetic, the digital from the ecological.”
“Most of us today are living in a state of compliance with imposed roles and tasks rather than a heightened state of engagement. We are slaves to a work ethic that is unnatural and unnecessary.”
“The assistance people need is not in learning about Aboriginal knowledge but in remembering their own.”
“The only sustainable way to store data long term is within relationships.”
“[From an Aboriginal perspective] an observer does not try to be objective, but is integrated within a sentient system that is observing itself.”
“Understanding biological networks appropriately means finding a way to belong personally to that system.”
“Somewhere between action and reaction is an interaction, and that’s where all the magic and fun lies.”
“Your culture is not what your hands touch or make – it’s what moves your hands.”
“Guilt is like any other energy: you con’t accumulate it or keep it because it makes you sick and disrupts the system you live in – you have to let it go. Face the truth, make amends, and let it go.”
“Stop asking the question: ‘Are we alone?’ Of course we’re not! Everything in the universe is alive and full of knowledge.”
Allen’s book provides a lot of food for thought. It is an exploration of a series of design principles from mature ecological systems (living systems) and how these can be applied to human organizations. These principles include:
Run on sunlight (tap the power of photosynthesis/positive energy)
Waste is never wasted (conserve energy, cultivate wise use)
Fit form to function (and function to purpose, paying attention to context)
Reward cooperation (respecting connection and interdependence)
Bank on diversity/difference (for intelligence, resilience, adaptation)
Curb excess from within (via feedback loops)
Depend on local expertise and self-organization (for more response-ability)
Tap the power of limits (constraints can inspire creativity)
In the first chapter, Allen also highlights some of the key dynamics of living systems that provide a better understanding of how generous and generative human organizations might operate. These include:
Living systems are interdependent – change in one part of the system influences other parts of the system in expected and unexpected ways
Living systems become more diverse as they evolve
Living systems are never static; they are always in flux
Living systems are filled with feedback loops that facilitate evolution
Living systems cannot be steered or controlled, only attracted or nudged.
Living systems only accept solutions that the system helps to create
Living systems only pay attention to what is meaningful to them here and now.
As I was reading, I pulled out a number of quotes and posted them on Twitter, which provoked some fun interactions. Many of these have to do with the underlying network structure and dynamics of living systems, for which I have a particular fondness. Here is a sampling, that will give you a taste of the book and perhaps entice you to dig deeper. Curious to hear what thoughts, feelings and sensations these inspire:
“Once we shift our worldview to seeing our organizations as living systems, then we can begin to see that generous organizations behave more like dynamic networks rather than traditional hierarchies.”
“The quality and authenticity of the relationships between people, and between people and ideas, increase the flow of positive energy in organizations.”
“The structure of nature’s network, the connections and interdependencies, allow the living system to self-regulate, adapt to changing conditions and evolve to survive.”
“Mutualistic relationships can help buffer partners against extreme conditions, open new niches for both partners, and amplify the baseline of resource acquisition.”
“Diversity allows for multiple ways that nutrients can be exchanged, making the entire system more resilient.”
“Opposition is necessary for wholeness.”
“When we recognize organizations are in constant movement, we then see organizational strategies as adaptive cycles instead of linear constructs.”
“We need to let go of the assumption that all of our assets are tangible.”
“Wet sand operates like a network. It is made up of grains of sand held together by saline. When it encounters force, those elements combine to resist; however, when it encounters a slow entry into its system, it accepts the presence of our foot. Living systems are networked and the nudge and wait for change is very effective in influencing them.”
“Generous organizations are open to the wider world. There are no silos in a generous organization.”
“What if a job description articulated a philosophy of relationships and connections that this person would need to develop and maintain while doing their job?”
“What would leadership look like if its highest purpose was to ensure that future generations thrive?”