The following post has been reblogged from our friends at yes! Magazine. We hope you enjoy it as much as we did!
Nature surrounds us with expressions of the organizing principles that make possible life’s exceptional resilience, capacity for adaptation, creative innovation, and vibrant abundance.” Read on as David Korten outlines how paying attention to natural systems can help us develop human systems that will sustain us for the long haul.
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I keep making references to Steven Johnson’s book, Future Perfect. That’s because I find it to be one of the best articulations of what has become possible in this networked world. I am seduced by the idea of peer progressivism.
I have long held the hypothesis that those of us who have committed our lives to social transformation should be able to find a significant competitive advantage in a world of networks. Our ethos should be one of sharing, one of working together, one of catalyzing our collective power. Our values resonate with what is possible today. But the time to step into this opportunity is right now – right as it is emerging.
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As they neared their 15th anniversary, the Case Foundation published “To be Fearless” as both a reflection on its work and a challenge to philanthropy and the social sector. The following are excerpts from this report, written by Cynthia Gibson and Brad Rourke for the Case Foundation. (“To Be Fearless,” The Case Foundation, 2012.)
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The following post has been reblogged from our friends at Management Assistant Group. We hope you enjoy it as much as we did!
Robin Katcher, the new director of the Management Assistance Group, is a friend of the Institute’s and a leader among those of us who work to bring an understanding of networks and complexity to the work of social transformation. I found these reflections on the more personal aspects of working with complexity to be specially appropriate for the beginning of a new year.
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IISC would like to share our Top 5 most influential post of 2012! Join us until the New Years Eve when we reveal our number 1 blog post!
Fast Company’s has a recent cover story on the new and chaotic frontier of business.
Despite recession, currency crises, and tremors of financial instability, the pace of disruption is roaring ahead. The frictionless spread of information and the expansion of personal, corporate, and global networks have plenty of room to run. And here’s the conundrum: When businesspeople search for the right forecast–the road map and model that will define the next era–no credible long-term picture emerges. There is one certainty, however. The next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.
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Andrew Zolli is a long time friend of the Interaction family. His recent piece on the New York Times, Learning to Bounce Back, reminded me of why Marianne Hughes, founder and former Executive Director of IISC has been raving about his new book on resilience.
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I like to describe IISC as a collaboration shop. We look at collaboration through three lenses. When looking through the lens of networks we are acknowledging a shift from “complicated to complex” (see image). We often rely on the Cynefin framework to encourage an attitude of exploration, a more open attitude than the quest for technical answers that obsesses so much of our work for social change.
I had not seen the overlay of complexity and collaboration that Shawn Callahan articulates so well. I love the work of our friends at Anecdote, and this blog post is a must read:
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A group of us from IISC attending Facing Race, the Applied Research Center’s bi-annual conference. For me (and many others, judging by the #FacingRace Twitter stream), it was an energizing, affirming and enlightening experience. Over the next few days, we will offer details about what we heard and learned. I want to begin with a few big picture ideas.
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I don’t usually find listening to public radio overly stressful, but this weekend’s edition of This American Life had me churning. The episode Red State Blue State featured a series of stories of relationships among friends, family members, neighbors and more that were damaged or severed over political affiliations and whom they intended to vote for. In a country where most people live in communities that are largely blue or red, people with minority political views in their community need increasing courage to speak their convictions, or even, sometimes just to live their lives. I found the story of a pair of sisters especially heartbreaking.
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On virtually every indicator of individual and community health and well-being, people of color in the U.S. experience worse outcomes and more barriers to success than their white counterparts. Intervening to reverse these trends requires intention and attention: intentionality about understanding the historic and present-day manifestations of racism and attention to effective ways to intervene.
7 Comments“If it’s work we try to figure out how to do less, if it’s art we try to figure out how to do more.” Regular readers of our blog know that we are big fans of Seth Godin here at IISC. And if you’ve been to anything I’ve trained or facilitated you have probably heard me rail against the dominance of an obsolete industrial paradigm.
In this video, Godin asks “What is school for?” and he clearly points to all the industrial trappings that are badly limiting how we educate our young – even in “high performing” contexts. We are in the middle of a significant paradigm shift, and this is one of our most important questions.
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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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