We partnered with a foundation as they built a network of leaders who shared a deep passion for their city. In the beginning, many of the leaders wanted to do something together quickly. We encouraged them to pause, build deeper relationships, and see what emerged. Read More
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We partnered with a foundation as they built a network of leaders who shared a deep passion for their city. In the beginning, many of the leaders wanted to do something together quickly. We encouraged them to pause, build deeper relationships, and see what emerged. Read More
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I came up as an organizer. I approached that work by working hard to persuade others that change was possible. I then proceeded to illustrate the type of change that we could work on. It is important and dignified work.
But as I came to understand networks I found myself doing a lot less persuading. I’m not just seeking to build a critical mass. I’m seeking to make critical connections. Emergence bursts forth from these connections.
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The issue of personal ecology is one of my biggest concerns in our ever accelerating world. It is the biggest pain point I find among leaders and organizations. It is a sense of being overwhelmed, of trying to do too much, of never having a break. And worst of all – it can be addictive.
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Steven Johnson, author of books like Emergence and Where Good Ideas Come From, just introduced me to the concept of “adjacent possible” (he in turn credits scientist Stuart Kauffman). I thought it a perfect compliment to my post on reclaiming the impossible.
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