This is something that I put into a digital journal as I was traveling home to capture what was moving through me:
“Just leaving Jackson, Mississippi, where I was for three days, co-facilitating and participating in a gathering convened by the Johns Hopkins Center for a Livable Future of food policy councils from around the country (US) that are trying to advance social equity in their work. It was incredibly powerful to me to gather in Jackson, for all its history; to meet the likes of Reena Evers-Everette (daughter of Medgar and Myrlie Evers), Charles Taylor (head of the NAACP-Mississippi), Savi Horne (Land Loss Prevention Program), Ed Whitfield (Seed Commons) and Dr. Cindy Ayers-Elliott(founder of Foot Print Farms); and also to learn more from colleagues there about the network weaving and healing work they are doing in and around food systems, which is about so much more than food – community, local economy, and culture.
As I was walking through the Mississippi Civil Rights Museum about two hours after we closed the convening, I was hit in the forehead and heart (literally had to sit down) by the messages from both the history I was taking in and also what I had just experienced in Jackson. And I should add that it links to the work we at IISC have been supporting through Food Solutions New England for over a decade. To distill “success” (or encouraging movement) in the Civil Rights movement (especially in Mississippi) and what is happening now in Mississippi and in New England around food systems change, much seems to come down to this:
Grounding in the anchoring power of faith, which may or may not be religiously-sourced, and nonetheless is about having humility in the face of Life’s gifts and grandeur, which is complex and awe-inspiring, and asks us to both never give up but also to let go …
On top of this, or infused with this, comes the work for policy change, creating new civic infrastructure, and the like, and never losing sight of the list above.
One peril, over and over again, in social/system change work, seems to be the pitfalls of abstraction – making what we are doing too intellectual and inaccessible to most, not to mention unactionable; not addressing the abstractions that people make of one another in systems (seeing someone only as their role, or other aspects of identity); inappropriately “scaling” or “franchising” efforts and not shaping the work to real places where there may be some familiar patterns but always uniqueness in terms of history and culture.
Another peril is perpetuating fragmentation – not working with living breathing wholes, siloing our “knowing” to overly intellectual/analytical thinking, failing to integrate/weave strategies and perpetuating unhelpful competition (playing into the oligarchic capitalist narrative and way of doing things).”
Now reflecting on this a few days later, something else comes up, which is the importance of ongoing work on ourselves as “change agents,” care-fully watching our own automatic tendencies, biases, and inclinations (including towards groupthink), and especially being careful of the rearing of the overly pride-full ego in the forms of fear, envy, greed and striving for control. Much seems to come down to the abiding power of Love (and from it the expression when necessary of “holy rage”) and the never-ending practice of making room for regenerative flows …
Still sitting with it all, and curious to hear reactions, resonances and other reflections …
“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).
“Words are how we think, stories are how we link.”
– Christina Baldwin
Last week I had the privilege of facilitating a two-day Network Learning Lab for a remarkable group of conservation leaders and network weavers. I co-designed the session with Olivia Millard and Amanda Wrona of The Nature Conservancy (and at the instigation of Lynn Decker of the Fire Adapted Communities Learning Network) to connect and strengthen the capacity of those working at the intersection of ecosystem health and human/community development while building networks at local, state, regional, national and global levels. Our design was informed by input given by the participating network weavers themselves about their core challenges and learning objectives, while leaving room for the unexpected – enough spaciousness for the network magic of emergence to happen.
As with other network leadership institutes that we at IISC have had a hand in designing and facilitating, the experience last week had as its foundation plenty of opportunities for the cohort to authentically connect, to get to know one another on both professional and personal levels. And as with both leadership development sessions and ongoing network development initiatives that we support, we turned to storytelling as a way to create bonds and understanding. This included time for the participants to tell brief stories about their networks, doing so in 5 minute informal bursts sprinkled throughout the two days (which could also have been done as Pecha Kucha or Ignite presentations). The intent was to create a bit more understanding of what might make each network unique in its aspirations, attributes and accomplishments and to whet people’s appetites for further conversation at breaks, meals and into the evening.
“There is no greater agony than bearing an untold story inside you.”
– Maya Angelou
We also set up a couple of exercises within the first hour of the lab for people to hear more about one another’s paths to the work they currently do, not by ticking off their resumes, but by telling stories about what happened to and moved them to be where they are now. Time and again, when I facilitate this kind of exercise, it shifts the tone of the gathering in the direction of greater openness and trust. And as we touched on in our debrief of those exercises, inviting that kind of storytelling into our work can send a signal about what is validated with respect to forms of knowing, expression and parts of ourselves to bring to the table. Along these lines, we also drew from poetry and other forms of creative expression, including a stanza from a favorite William Stafford piece, “A Ritual to Read to Each Other” which, to me, gets at the heart of network building … Read More
“You’ve got to keep asserting the complexity and the originality of life, and the multiplicity of it, and the facets of it.”
– Toni Morrison
Once again, I’ve been re-reading Niels Pfleaging’s short book Organize for Complexity(and eager for the release of the English version of Complexitools) amidst the growing demand we are hearing at IISC from people who want to liberate their organizations and themselves to be able to intelligently respond to change and to come back to life! Here’s the gist – as things shift more, and more rapidly, some people’s inclination may be to try to exert greater control or dig in to what is familiar, but does not work. The more one does so, the worse things can get. As Pfleaging writes, we see a “high price for the illusion of control.” Within organizations this takes the form of various gaps – social, functional, and temporal – that make them increasingly irrelevant, ineffective and irresponsible.
Responding to complexity requires (to borrow a phrase from Eugene Eric Kim) new muscles and mindsets.
I’m working with a social change network that is evolving its structure to make better use of existing resources, and we have talked about how aligning more explicitly with network principles, both in its structural design and operations, might help with this. Culling through a variety of principles from other networks with which I’ve worked, I’ve come up with the following dozen examples:
Always make opportunities to build connections/relationships/trust
“You’ve got to keep asserting the complexity and the originality of life, and the multiplicity of it, and the facets of it.”
– Toni Morrison
I’ve been re-reading Niels Pfleaging’s short book Organize for Complexity and appreciating how it succinctly captures the current challenges for many groups and organizations trying to navigate complexity while clinging to old tools and beliefs. This can also be the nature of social change work amidst the significant shifts we are seeing. Here’s the trick – as things shift more, and more rapidly,people’s natural inclination may be to try to exert greater control or dig in to what is familiar but does not work. The more one does so, the worse things can get. As Pfleaging writes, we see a “high price for the illusion of control.” Within organizations this takes the form of various gaps – social, functional, and temporal – that make them increasingly irrelevant and ineffective. Responding to complexity requires (to borrow a phrase from Eugene Kim) new muscles and mindsets.
If I could summarize my own reading of Pflaegings’s book, I would put it this way – the world we are living into requires more integrated ways of seeing and doing, and this is hard to do (if not impossible) if people maintain highly differentiated ways of organizing themselves. There is really a baseline call for self-awareness and mindfulness so that one is able to respond not by default or fear, but with perspective and intention, which connects to the idea of “strengthening the network within” at the individual level. And it is important to reach out and connect this self-awareness to others . . .
“Problem-solving in a life-less system is about instruction. Problem-solving in a living system is about communication.”
“In spite of current ads and slogans, the world doesn’t change one person at a time. It changes as networks of relationships form among people who discover they share a common cause and vision of what’s possible.”
For the past two years, I’ve had the fortune of partnering with Carole Martin to create and deliver a network leadership development program for regional and economic development in “the north country” (northern NH, southern Quebec, eastern VT). This opportunity was made possible by funding from the Neil and Louise Tillotson Foundation and took the form of something we called the Community Practitioners Network (CPN). Subsequently, some of the members of the first cohort have taken to calling it the “Community Placemakers Network” (more on that another time).
One of the first steps Carole and I took in creating the program was to begin with a set of principles, which, in good network fashion, evolved over time. These principles guided our design and facilitation of the program as it emerged, and we offered them to and co-evolved them with the cohort as they considered how to bring them to their own leadership in their organizations, communities, and beyond. Here is a condensed version of the lastest iteration of the principles:
Look for what is beyond the immediate sight lines and intersections – Part of the power of networks is emergence; expect and delight in the unexpected that comes from the meeting of different minds and perspectives.
Design for serendipity – Don’t try to control and account for all outcomes. First of all, it’s impossible. Secondly, as Andrew Goldsworthy once said, “Too much control can kill a work.”
Periphery, not (just) center – Network action is not simply about what is happening “in the room” but what transpires “after the meeting,” not what goes on at a “steering group” level, but what happens in two-sies and three-sies that form/partner/innovate “out there.”
|Photo by Christian|www.flickr.com/photos/91048408@N00/322951661/lightbox/?q=vision|
For the past year, Carole Martin and I have been co-facilitating a “network leadership program” supported by the Neil and Louise Tillotson Fund called the Community Practitioners Network (CPN). The overall goal of CPN is to further develop a group of proven and promising leaders as individuals, as a cohort, and as “critical yeast and connectors” (my language, not the Fund’s) in support of community and economic development in a region that encompasses northern New Hampshire, northeastern Vermont, northwestern Maine, and southern Quebec. Throughout, we have been actively exploring a variety of leadership and network development practices for growing personal and interpersonal awareness, connectivity, alignment, resolve, resilience, and skillfulness.
In our most recent session, a two-day retreat in Pittsburg, NH, we engaged in discussion about and embodied practice of “vision.” Over the course of the two days, a robust conversation evolved about what makes vision powerful (in light of many uninspiring experiences) and its relevance in a networked world, in combination and contrasted with values. Read More