The Capital of Meaning: Using News & Social Media to Monitor a Currency’s Effectiveness

An interesting realm to look into that can be used to determine the efficacy of a currency (and/or various forms of capital) is done by monitoring news media conversations.

In this work by Joe Brewer and team, they have accrued media outlet topics tweets and found huge disconnects around common themes. The resulting diagrams show digital clusters of self-truths that create walls between each other, undermining the potential for any deeper understanding emerge and meaning-making to arise. Meaning by the way, is humanity’s primary pathway to spirituality.

One of the primary valuations of the dollar (or any currency) appears in how we connect with each other. Under today’s currency, money creates inherent competition forcing isolation of truth into bubbles of self identification and increases the desire for self-centering power, that is then used to downplay and denigrate other’s truths in the name of their own.

Imagine instead, news outlets shifting from being informational channels, to becoming a common medium (media) for integrating (rather than isolating) shared knowledge. This would allow for measurable correlations between conversational depth, monetary exchange, and world wealth (used here in its broadest meaning) to help humanity monitor its own transformation of rising (or decaying) values, where that value can only be done through second degree assessment of conversational relationships.

This approach would turn organizational ‘valuations’ (which are presently determined almost completely by dollar potential only) inside-out. Allowing for currency to return to its original intent, which was to represent the meaning (rather ‘be’ the meaning) of how we determine value in one another.

Thus, the analysis of news through social media becomes a critical tool in creating capital as a dynamic (no longer static) meaningful world.

Our Responsibility To ‘AWE’

This short video gives me that spinal shiver we humans get when ‘awe’ is present. When’s the last time you’ve felt it? What moves you? What draws on your desire to be in life? Who are you not to stand up to what is your own momentum into amazing, incredible, awesome!

We have a ‘responsibility to AWE’.


Unsustainable Everything

I love it when somebody is able to synthesize the incoming data into a meaningful message. Watch this video and understand how the world’s unsustainable economy works … Guess what my dear sustainability activists: The work you are doing? … It’s ‘not’ working. Sustainability will go to another level of understanding after you watch this video.

Collaborative Design: Methods for Developing Social Innovation and Social Capital

How does one go about building social innovation and creating social capital?

Creating more grounded transformative work is done by formulating a collective research process that builds shared capacity. If done well, an emerging social system moves itself (self adaptive) into momentous collaborative action. 


Asking powerful questions within dynamic interactive feedback loops is key to establishing a foundation for the collective to stand on. Some general advice about how to do social research is as follows:

  1. Inquiry: Starting everyone of my questions with ‘open ended’ question words including the 6 ‘W’s: WHY is it this way, WHAT is it exactly, (w)HOW does it work, WHO is involved, WHEN is it enacted, WHERE does it reside or show up. In this way, your research will expand from isolated assumptions into broader understandings and improve data outcomes.
  2. Clustering: The next step is reducing the content you have found by clustering or mapping common synergistic principles or concepts into groupings.This can often be found by creating keyword maps and phrase streams that appear and link across your data.
  3. Synthesizing: The last stage is integrating your results into something meaningful and valued. This happens by testing some of your new gathered insights “with others”. In other words ‘meaningfulness’ is key to a social movement and thereby social action, and this can only occur through interaction and feedback.

These are my 3 stages for developing new insight and interpretation for social innovation. They are based in the understanding of collaborative learning and design.

Next you will need to put your research to the test; not just proving whether it is true or not, but also (and even more important), using your synthesized research to enable social action – a community of practice.


A more challenging but (in my view) more fun part of development, is enabling your research into a ‘social performance’ process for creating social capital and social innovation. This is done through 3 phases as follows (note ‘phases’ are different than ‘stages’):

  1. Enabling a Group Intention
  2. Building a Value Network
  3. Experiencing a Community of Practice

Here is the related article that describes these phases, called Social Innovation: a 3-Phase Transformation Process.



The Game Is Up … Preserving Our Soul

Yes, the game is up. And most of us know it, but can not speak to it. So how do we know what to do? What will others do to us if we tell them that we are lost? I will let poet master David Whyte express this point. Listen deeply into the poem and allow personal time for the silence he speaks of to breathe into you. Sit with the mythic images that appear and the voices that speak from stories like this. For it is there we will find our next answers to social innovation issues, as they will not be found where we ‘think’.

Silence is a cancer that grows – from enslaved thinking.

No more silence.

Use your voices and speak up for what is right; for yourself, and for the people.

What do you have to say?!

Allow no logic, no mindfulness, no model, NO CHAINED THINKING …

Let nothing get in the way of speaking up now!

What do you know? What do you feel?

What is deep in you screaming to get out?

What do you have to say?!

There can be no deep impact, no change, without your voice.

Speak it now. Allow someone to hear you.

Speak it now!

Concentrix Management: How To Cross Pollinate Innovation Teams

Concentrix Management (CM) is a model for distributing and managing information with the intent to cross pollinate ideas and concepts across sub-groups so that each part of the system knows about the ‘whole’ (of which all working groups within it reside) without overloading any one person.

We are each at the center of our own Universe.

How does yours relate to mine?

CM is an important communications tool that allows innovation to emerge with an enterprise. It is a way of distributing (rather than isolating) knowledge capital within an organization. It is based on new physics theory that proposes there are infinite centers to the Universe. Thus each of us defines our own unique perspective; one that is partial and necessary within an infinite whole. At the same time, each of us carries responsibilities for identifying with other unique parts, thereby sharing knowledge both within our own group(s) also with others that are beyond the boundaries of our group’s identity. These ‘crossings’ are otherwise known as COMMUNICATION.


Thus, CM allows for broad levels of interdependent knowledge sets to be transferred and stored within different sub groupings (such as divisions, committees, etc.) of a greater whole (such as a company, community, or other organizing fractal). This interdependent webbing process creates an inherently more sustainable system than one which isolates knowledge through traditional proprietary or need-to-know behaviors. It encourages relationships through shared trust rather than through today’s more traditional ownership method for containing knowledge. The result is an enterprise that is not only more resilient to change, more innovative, and responsive to its surrounding environments and markets.

Using CM, a company’s behavior becomes ‘morphic’ (new myth) rather than ‘phoenix’ (old myth) oriented by nature, meaning that the whole-system can now shift itself from one state of being into another without a physical death in between. Just as the phoenix bird needed to die in order to generate new life (old myth), instead now our organizations can begin to rebirth themselves more like a caterpillar does as it changes into a butterfly (new myth).

CM also addresses community size issues and helps to incorporate aspects of human(e) behavior that collaboration tools do not address well. Tools look at ‘informational relationships’ and not ‘communal relationships’. You know; that (de)humanizing part we keep trying to avoid? This model keeps groups small and safely interactive, even when the overall size of the community gets large. This approach can be applied to create safe environments so that all are heard, not just a few, while also generating a communication system that keeps everyone within their bandwidth of time to manage. It also helps to accelerate knowledge creation through the differential learning that occurs across groupings.

Essential for this type of transformation, is ‘Concentrix Management’, which allows the enterprise to unlock itself from a common center, way of thinking, or method of behavior.


CM Fundamental Architecture



A Guide tool for generating collaborative corporate principles, strategy, and realizing integration of Community Domains



Formulating group alignment flow-structures : 

Social Innovation:

A Three Phase Transformation Process

Collaborative Design:

Methods for Developing Social Capital


principlepracticepolicyCombining integrity flow principles : 

Principle Practice Policy




Fundamental Strategy Developments

1- CM provides method for delegation of responsibilities

2- Ideas relating to ‘Building Sustainable Learning Communities’ using concept of creating a ‘Sustained Technology Renaissance’ for the 21st century.

3- Decision Making Process Chart : 1-What, 2-Time Frame, 3-Considerations, 4-Costs, 5-Team(s), 6-‘Fluential Resources (input/output)

4- Method(s) for reporting: (i.e. communication to other stakeholder individuals and teams

5- An info-structure based on communication

6- Project investment strategy to be based on value-add money sourcing

7- Open door policy (contracts describe alternative view … privacy yes, proprietary no)

8- Description of an RTC Free Agent

9- Allow agreement

10- Whole-part-whole cycles of a meeting

11- A mediation process for when issues are not resolvable within supporting spheres (managed by main RTC large sphere)

12- Use of business template to account for time and money and people issues

13- A protocol guide generated by multi-sphere collaboration, managed by main RTC large sphere)

14- Permission for groups to dissolve (core pod as example)

15- Feedback learning loops that includes a synthesis stage: experiment (source of innovation), evaluate (based on the question), correct (no absolute answers)

16- Tactical (immediate term activities) vs strategic (long term envisioning)

17- Communication Tools: Virtual: Use of collaboration tools such as Google Groups, Sites, and Docs for online communications, Physical: every Wednesday is an open-technology meeting to align CM ‘fluential spheres

18- Board’s responsibility/role

19- Relationships (circle) and strategic development (triangle)— fractal nature (one in the many in the one) spherical onion-like ( center 1 -> first layer 12 -> second layer 44)

20- Multi-centered organization

21- 12 cells around 1 cell (total of 13 centers)

22- Simplest form of company (internal community)

23- Each of 13 cells responsible for/to 12 other cells within company, first layer of onion

24- Simplest form of stakeholder relations (external relations)

25- Each of 13 cells responsible for/to 44 cells outside of company, second layer of onion

Concentrix Management and Collaboration Structures
(Items in the Package)

– FUNDAMENTALS: rules?, and/or principles of CM (must be simple and no more than one page) (dot in center)

– TASKING: time, money, resources, people chart/array

– COMMUNICATIONS: people responsibility connection map/matrix

– 3BL (triple bottom line): Conceptual tools for integrating sustainable management into planning and practices

– ORGANIZATIONAL LEARNING: practices, schedule, procedure, principles for collaborative learning experiences

– Individual Sphere meetings use Learning Circle process diagram

– Individuals from each group are self-selected as responsible for each other group to report and note other group alignment issues


– PROCEDURAL: Individual – Each sphere creates and manages their own protocol procedure doc and make it available to all other spheres

– REPORTING: Collective spheres- All spheres together decide on a common reporting template to be used by all spheres for cross-sphere reporting (monthly or weekly) RTC sphere manages it)

– Both single and group of spheres meets on a Common day for all meetings, Monthly Learning Exchange Market, Weekly Spheres Meetings: (except for day of exchange market)

– Groups are responsible to each other via listserv reporting and scheduling

– Cross-pollination of spheres done by each individual in each sphere choosing 1 or more other spheres to connect with someone in those spheres (not necessarily facilitator for they are merely a focal point for delegation, report holding, etc

-Organizational charting

– Global circle people connections (org-like) chart goes with individual spherical org chart

– Global hierarchical task chart describing basics: what, time, costs

Keys to concentrix management strategy development:

how to create a learning exchange marketplace (dynamic process)

organizational geometries (dynamic structure) [a future study]


Collaboration structures often used (4 primary types)


Conversations done irregularly (1 to 2 month window), for individuals … company staff & external stakeholders, the blood/fluid of the organization, amorphous [process/flow], 13×12=156 maximum number of employees

Meetings done weekly at same time, for company group relations, the emotions/personality of the company boundary(s) [patterns/identity], 13 fixed groups of spheres

Type 3: COLLABORATORIES (or Colabs)
Held monthly, all involved, (for whole company, managed by 13 self-selected facilitators) the body/shape of the organization, crystalline [structure/constructs]

For internal/external stakeholder alignment, provides the conscious movement/direction, managed by OL team, the spirit/essence of the organization [wholeness, integration of structure, pattern, process]



Collaboration "IS" the New Government

Imagine a new way of thinking regarding what government is … 

Rather than government being the provider of fixes, it instead becomes a convener of stakeholders, thereby allowing ‘we the people’ to generate our own solutions, which is how a real democracy should be. This shifts our system from a STATIC governMENT institution into a DYNAMIC ‘governANCE’ system. We go from rigid structure to flowing process. The governing body becomes a manager (or governor) of the ecology of interactions that happen by the people. Collaboration then, becomes the vehicle that acts as the governor, as it enables the flow of action and change. In this way, collaboration and governance become synonymous. 

Watch this youtube on collaboration as government …

We no longer have to wait for government to get on board to see a change we want. Instead the governing body builds an infrastructure that allows connection and decision-making to happen. Decisions are no longer made by government. Instead they are made by us (we the people) and government merely create the tools and processes (many now will be via the internet) that allow everyone to have more access to both the learning and decision-making process. This becomes a healthier form of control.

The relationship between Principle, Practice, and Policy

principle practice policy
Click for relationship to sustainability

Rather than government directing and making the decisions, it instead becomes an enabler or ‘governor’, as it was meant to be, by acting as policy makers, but with a different understanding of the meaning of ‘policy’. Government monitors rather than polices collaboration outcomes that publicly occur through induced design. Government evolves along with the society by being inter-twined within the overall feedback system. They become watchers of the difference between consciously derived guiding principles and the actually applied experiences and practices that occur within a community of practice.

The diagram shows a model of how the interaction between PRINCIPLES, PRACTICES, and POLICIES can help to build a healthy collaboration system. It suggests that an over-focus on any one of these three can not sustain the system, as it must have flow and movement in balance or the system gets clogged or breaks down. Each of the 3 P’s must act interdependently with the other two.

The policy box represents a more evolved government, or in other words, the convener of a dialog between principle, which is generated out of desire, need, vision, and design possibility. Policy is the way to keep healthy FEEDBACK going between the Principle and Practice boxes, in the same way a governing valve acts on a physical pipe – too much or too little puts the system into instability. There has to be balanced flow of energy, materials, ideas, etc. Note that the people inside government (policy) do not make decisions, which is incorrectly being done today. Rather they merely adjust the flow of information and choices that are being made. They do not alter the information or choice-making themselves. Rather, they create and maintain the channels to be ‘flow’ happens in a balanced way. This is a truer term for the term ‘policing’, which comes from policy, and allows for collaboration processes to INFORM the system as a collective. This is a self-generating behavior and occurs via the interactions between the engagement of the people involved within each of the principle, practice, and policy domains.

See THIS LINK for more on Principle Practice Policy configuration.

So, YES … Collaboration “IS” the New Government.

My considerations here are meant to be a starting point for an expanded dialog for considering how to evolve our present republic system into a truer form of democracy, or something beyond that can hold life, liberty, and the pursuit of happiness FOR ALL, not just for a few.


Resiliency through Social Innovation – Design for Engagement and Humanization

I wonder why so many design initiatives are so data and information constrained.

What about actual human behavior and how to apply its chaotic nature into rational logistics? Where we need to go to move beyond rational design? How do our relations integrate into information from a design perspective?

Imagine how the concept of ‘resiliency’ ties into an understanding of sustainability through the ‘supply chain’. Imagine reforming our concept of ‘supply’ to eliminate the ‘chain’ but still keep the connection. What, for example, would a fractal supply network look like? A design ecology without the bondage of chains – what would it look like?

How might we build a prototype or model of resiliency based on fractally-scaled micro-feedback loops that don’t break the supply chain in times of crisis, but rather undo links that leave them desiring to be reconnected – they intelligently seek new supply nodes to hook up with. I can foresee this approach would redefine ‘resilience’ to align with ‘opened-intelligent-capacity’. I wonder what the code would look like?

These quick simple video animations and article bring some meaning to three points that I feel are crucial in healthy ‘whole-system’ design, and brings the term ‘social innovation’ to a brighter light: 

1- Irrational response mechanisms in the body – how can we apply them in design?

Inline image 1

2- Human centered design – rather than data/information centered design


Inline image 2

3- Humanizing problems through evolved engagement – design solutions MUST include better ways to increase engagement, even more so than improve the information

Inline image 3


Click here for more articles on Social Innovation.


The Ecology of Leadership: A Twist on the Idea of Professionalism

In our attempt to be ‘professional’, it seems that our society has become afraid of our own human-ness. Have we lost our sense of how to be with each other in the messiness of our humanity?

I was reading my LinkedIn Groups this morning and came across Mike Smith’s ‘Life Back West’ thoughts on people, teams, organizations, effectiveness and success (thanks Mike!). Now, it may seem that I jump around here a bit, so buckle your seat belt and see if you can stay with me on this …

So, after reading his short blurb on leadership that caught my eye, I went to Mike’s blog planning to oppose what I anticipated would be a description of an old belief system that suggests, if we are professional, our feelings are to be suppressed in the workplace.

Instead, Mike described how his young son has inspired his professional nature to include expression, compassion, and emotion. Having a young boy myself, I can totally relate to how he and I allow each other space for emotional expression. But then, why is it that we are not allowed too much expression at work without being sited as a problem?

leading revelation through chaosIt seems that our society has become afraid of our own human-ness. Have we lost our sense of how to be with each other in the messiness of our humanity? For me, today’s sorely needed emerging leaders can not be likened anymore to the stoic guy on a horse riding off into the sunset after he single-handedly saves the town from Godzilla. Why? Because this guy (usually someone we all aspire to be) rarely shows the kind of emotion that allows for each of us to change ourselves – a collective transformation. Rather, the so-called hero tends to be about eliminating a problem by taking out the people that go with it. This doesn’t work anymore.

What if instead, we began to choose our leaders (at least in part) based on how well they have learned to express their emotions, and how well they exemplify ways to share the messiness of their own humanity, while also being able to hold space for others to do the same?

I propose that we dare ourselves to allow more messiness in the workplace by helping to teach and “lead” groups through spells of negative emotion, rather than try to find ways to avoid or expel it. No more heroes of elimination. The key here is teaching groups or teams to hold space for their peers during their time of need, rather than expect the so-called leader to do it alone. This is known as collective leadership, or an ecology of leadership. And I believe that, using this approach, gold can be found within the mines (minds?) of our organizations, which will generate amazing new forms of innovation. Why? Because the form and function of all innovation is the result of the expression of  the group (or company) who created it. Seems we may have forgotten the fact that companies are made of people, from which products and services are an outcome; and not the other way around?

Daniel Goleman’s talk on TED points to this evolved form of leadership that I speak of here.

It starts with what he calls a ‘human moment’, which are the times when we are paying full attention to the person(s) we are with. He suggests that there is zero correlation between intelligence and the awareness of another (this is known as compassion). Yet we hire our leaders and managers almost completely based on their level of intelligence and rarely rate them based on their ability to express themselves, to show compassion, or their ability hold a group through troubling periods. Why is that?

Also interesting is that he correlates the rapid growth of information to compassion, and it makes sense! Creating this new synergy of perspectives begins to define what I like to call an ‘ecology of leadership’ – a new process of thought and relationship-building. It is an evolved form of collaboration where, as we become more present to the relationships in our lives, it actually helps to form a unified ‘whole’ world that works better, while also increasing personal identity and  individual value at the same time. How cool is that?!

Now, this is a bit of a paradox because our increasing access to information often pulls us away from being present with each other. But we have to remember that both are happening at the same time. What I am trying to suggest is that an ecology of leadership, along with increased awareness of our relationships, is changing the meaning of ‘professionalism’. It is morphing into something completely different than we know it today. In ecological terms, this means that even the concept of “the leader” has lived out it’s time, and we now need to consider what a collective leadership can look like. This evolutionary process will empower each of us, rather than just a mere few of us, and can then be carried into any group dynamics to help generate a deeper form of authenticity, purpose, and meaning within ourselves and our companies.

If your mind is spinning a bit, it suggests that the well goes deep here. I plan to write more about this in my blogging. But for now, let us all reconsider what it means to be a “professional”, and discuss together what kind of “leadership” we want and need in this new, interconnected world of ours.

[ See related content on Authentic Leadership]

Learn more about the author, Vic Desotelle 

How to Facilitate Powerful Generative Team Meetings – Onsite or Online

Improve Group Trainings and Team Design Sessions with Discovery Colabs

The Art of Collaborative Design: Learn how to facilitate more powerful, generative meetings using this collaborative design process.

Discovery Colabs can be either physical or virtual and have nearly the same top level process configuration. However, the online tools used for a physical onsite session are quite different than those used in a virtual online session, which are described in a different presentation. Contact me for more information. 

What is a Discovery Colab?

CoLab-inKNOWvateA Colab is a facilitated group experience specifically designed to create the necessary conditions for intensively creative and productive activity. It can be either physical, virtual, or both.

As implied in the name, Collab-oration refers to a group working together as a unified whole, rich in diversity, celebrating the variation in points of view, experiences, personality types, expertise and work styles.

The Lab-oratory component of Colab refers to an environment where participants can make discoveries and be highly creative. Underlying the entire design of the experience is the intention of creating a community of individuals who will work together as a coordinated whole for achieving a mutually created vision/goal.

The mechanics of a Colab involve a series of facilitated work sessions – all carefully crafted to build one upon the other and to foster intensely productive and creative insights, solutions, plans, etc. The outcome of each work session and, ultimately the outcome of the entire multi-day event, are a direct result of desired outcomes pre-specified by principals and stakeholders.

Benefits from Running Discovery Colabs

  • You will greatly improve and accelerate the quality of your strategic, tactical, and operational aspects of business planning.
  • You will generate a shared company vision rather than one that comes from only executive direction. This will allow you to more easily reach measurable goals because they are founded on common values that the entire team or company has selected.
  • You will broaden your understanding of how to build and innovate within your organization in a more sustainable fashion.
  • You will create a better understanding of what a triple bottom line business looks like, how it operates, and how to profit from it in many ways.
  • A (w)holistic design of your organization will emerge that identifies all of its elements and shape it into a systemic, integrated, architectural whole.

The Primary Ingredients in a Discovery Colab

Below is a general definition of the future ‘scope of work’ that will be included within the actual proposal, to be presented at a later date.

Creating Your Own Colab, Retreat, or Collaborative Meeting – The Basic Steps

  1. Interview core team or primary decision-makers
  2. Establish first level needs and desired outcomes with core team
  3. Create list of stakeholders who will be present, along with commitment levels
  4. Design the Colab™ based on stakeholder list and desired outcomes
  5. Perform the Colab™ itself
  6. Develop a continuum of activities that build on your meeting outcomes.

What Happens Before The Colab?

Critical information that needs to come from the core team:

  • Determine stakeholders, their commitments to the organization and level of participation
  • Create and distribute a survey, used to assess stakeholder relationships and needs
  • Complete an online values assessment (optional)

How much development time does a Colab require?

A typical Colab is structured into three parts – Pre, During, and Post. The ‘Pre’ period is a time for gathering information. The ‘During’ period is the actual Colab event itself. The ‘Post’ period is the time when outcomes turn into delivered activities and is crucial for a Colab’s success. It is often where focus fades and breakdown occurs. The facilitator’s job is just as important during this time. As a rule of thumb, each actual Colab event day requires about two to four man-hour days of development time.

The CoLab Group Experience

The word “Colab” represents two vital aspects of a facilitated group experience:

  1. Laboratory: A place to make discoveries, to uncover important truths, together with those who are your community.
  2. Collaboration: Working together as a unified whole – rich in diversity – celebrating variation in points of view and creativity – all coordinated for achieving a mutually created vision or goal. You will need to:
    • Choose or create a “workspace experience” where things will get done.
    • Facilitate a series of experiences (or work sessions) crafted to build one upon the other that will allow for creative insights, clear plans, and productive solutions to emerge.
    • Recognize that the outcome of each work session, and ultimately the entire multi-day event, is a direct result of pre-specified expectations that you determine collaboratively with company principals and stakeholders.
  3. whatiscolab2.JPGKnowledge capture: We document key information during the Colab event using various content mapping methods to capture the essence of insights and activities that emerge during your CoLab event. These materials will be made available online as an essential resource for post Colab developments (otherwise known as the “Continuum”).

What might a one to three day Colab look like?

  1. Day One (From Passion to Envisioning) – Determine WHY are you are doing this?
    1. Create stakeholder values alignment
    2. Establish a values synthesis to help shape a common vision
    3. Craft an integrated mission with the vision
    4. Use storytelling to develop a company ‘value proposition’

    Outcomes: Core values and vision shared by the organization and stakeholder community

  2. Day Two (From Vision to Goals) – Determine WHAT you want to achieve?
    1. Expand your understanding of Six Point Architecture ™ for purpose of broadening group’s perspective
    2. Go through a second iteration of the first day’s value proposition in light of the Six Point Architecture

    Outcomes: Develop the organization’s highest level goals and how it will be organized

  3. Day Three (From Goals to Actionable Strategy) – Determine HOW you are going to do it?
    1. Develop critical strategic paths
    2. Isolate responsible parties for each discrete project. Determine who does what, when, where, how?

    Outcomes: Timeline of milestones, critical steps, resources needed, and responsible people

Virtual (or online) Portion of a CoLab

Document key information during the Colab event using various content mapping methods to capture the essence of insights and activities that emerge during your Colab event. Make these materials available online as an essential resource for post Colab developments and continuation.

Ensure that the agreements, ideas, discussions, wisdom, knowledge, learning, skills and memories, etc, are preserved in a format that allows for continued development and evolution. The outcomes of the event need to be a web-based synthesis, put into a storybook form, that shows the generation of the Colab including: graphic imagery, all white board notes, group creations, vision and strategic outcomes, and videos and audios of key Colab sessions. Graphic recordings of meeting minutes with real-time graphic representations of discussions, ideas, agreements.

How To Design The Colab Process

  1. Assist in the development of creating a core team. With the core team, interview key stakeholders to determine your desires, requirements, and anticipated outcomes. We can provide you with guidance on how to develop a process that accelerates you toward the achievement of needed action and desired outcomes.
  2. Review your company’s existing documents/content (vision, strategies, stakeholder lists, etc.) looking for specific actions that you’d like to achieve and then incorporate them into the Colab experience so that those projects/actions can be moved forward and even completed. For example, if you need a feasibility study done, make that one of the activities that the collective group creates; right down to the responsible people, milestones, and resources that are needed.
  3. Here are a few essential aspects for consideration while you are crafting your Colab into a customized experience:
    1. Colab logistics
      1. Dates and number of days
      2. Stakeholder enrollment; number of participants what days
      3. Venue: location, overnight needs, pre-event room access, meeting times,bathrooms, parking, catering, handicap access, music, sound, room configuration,chairs, tables, whiteboards (existing, ours), etc.
      4. Anticipated budget required (Colab plus venue, number of days)
      5. Commitment dates
    2. Colab investment objectives
      1. How will you justify cost?
      2. What is the desired return on your investment?
      3. What are the key performance metrics or milestones?
    3. CoLab design principles
      1. Common ground and values
      2. Company identity through storytelling
      3. Triple bottom line perspectives
      4. Harvesting information that informs decision-making
      5. Developing a self sustaining company learning system
      6. Look for innovation via integration of the whole-system

After the Colab … Follow Through!

It is suggested that you get commitment from your group for its ongoing success by setting up customized quarterly reviews, secondary sessions, online collaboration tools, extended organizational and business modeling, coaching, and/or outside council. We will help you design a program that works.

Discovery CoLab Deliverables

whatiscolab1.JPGTo ensure that the agreements, ideas, discussions, wisdom, knowledge, learnings, skills and memories, etc, are preserved in a format that allows for continued development and evolution. Make your event outcomes web-based with the primary objective of synthesizing your work. Going through a synthesis process is where you gain huge results.

Put your outcomes into a storybook form that shows the generation of the CoLab™ including: graphic imagery, all white boards notes, group creations, vision and strategic outcomes; videos and audios of key CoLab™ sessions. Graphic recordings of meeting “minutes” with real-time graphic representations of discussions, ideas, agreements.

What kind of follow up?

Be committed to your ongoing success by providing regular reviews, secondary sessions, online collaboration tools, extended organizational and business modeling, coaching, and council as needed for your team members.

I can teach you how to run your own ‘Discovery Colab’ meetings by having me facilitate your next collaborative design session or team meeting.  

Contact Vic by email for more information.



Social Innovation … What is it really?

Social Innovation is the next wave that pushes whole system design to new heights. It goes beyond sustainability by allowing technology, humanity, and environment to synchronously converge within an ecological world society that is more conscious, and more aware of our creative collective impact. It defines how our creations can better fit into a greater whole, thereby sustaining and evolving planetary systems (including ourselves), rather than unraveling and destroying it. 

Social Innovation Review out of Stanford is writing some interesting perspectives on this critical subject. This article, called “Social Innovation From the Inside Out” holds some keys to understanding its potential, which is far beyond how it used today.

  • “… When it comes to innovation, social-purpose organizations face particularly daunting challenges. Social innovation isn’t just about providing new products and new services; it’s about changing the underlying beliefs and relationships that structure the world.”

More on the Role of Social Innovation and it’s Collective Impact from Vic’s blog:

Collaborative Design: Methods for Developing Social Innovation and Social Capital



The Art of Authentic Leadership

How To Become An Authentic Leader

By Vic Desotelle

Authentic Leadership is for those who
choose to ‘BE change’ as the way to ‘SEE change’


Authenticity as Prerequisite for Leadership

Today’s growing global problems can not be solved using the same methods that created them in the first place. Thus, we must evolve our approaches toward innovation, including a new eye on leadership. This article addresses leadership from a very different perspective. How do we bring in new forms of technologies, build conscious business paradigms, support social issues, and formulate economies that create well being in our communities?

To create a better world for our children and our children’s children, we need to apply leadership in a new way. ‘Authentic Leadership’ addresses this need. Specifically, it reshapes our way of thinking and collaborating. It helps us to make more choices available to more people, and to make better decisions by using evolved forms of collaboration and individual empowerment. This kind of leadership is what is needed to help us build a sustainable vibrant world society.

Authenticity is the difference between leading and leadership

There is a difference between practicing formulated exercises to create personal change, and experiencing deep transformational change through self awareness. This is done by first empowering yourself as a leader based on your interests, capabilities, and passions, to realize your own unique authentic identity.

Once this is achieved, a shift in personal understanding of leadership will occur. With this shift, comes an evolution in the way you are able to help others realize their own power and their own sense of leadership. Thus, you become a catalyst for change rather than a director of change.

The primary role of an Authentic Leader is to follow change from behind, not direct it from from the front.

That’s right: I said ‘follow’. By following team members and watching for ways to enhance their own ‘yellow brick road’, you inject power into both the individual’s and the group’s journey – one individual at a time, including yourself.

Change carries greater purpose than satisfying our own self imposed ideals that others want to follow. This is not empowering and does not lead others toward their own authority. Realizing this is a big step toward becoming an authentic leader. To do this, the way leadership is viewed has to change:

Rather than placing your leadership in front of others and ‘leading the charge’, you instead follow and keep a watchful eye for the opportunities to ‘catalyze desired change’. This enables change – not through your direction, but by facilitating and empowering those who reveal guiding insights with a passion to act.

Choosing ‘director’ leadership or ‘follower’ leadership says much about how we will affect change.

Director-leadership reinforces old ways and helps to stabilize existing cultural norms, whereas follower-leadership establishes new pathways for culture systems to emerge. Both have their role in evolving a society. However, ‘follower’ lead approach focuses on creating the new by recognizing when old principles, rules, and behaviors don’t work anymore. Unlike ‘director’ leadership, ‘follower’ leadership allows effort to be on creating the new without putting energy on breaking down old norms that no longer serve us.

This actually is the only way real change happens, since killing off the people and systems that serve the old way does not in fact kill off the behavior of that old way. When you look at history, our revolutions, which arise to address needed change, have not really been effective. The same patterns have tended to repeat themselves over and over. To create real change, we must attend to the emerging new, not put energy into eliminating the old.

The ‘Bulls-Eye’ – An Old Metaphor for Leading and Succeeding

Have you seen how the target is so often used as a business metaphor? I do like this metaphor of the arrow hitting the bulls-eye, but for a different reason than you may think. What if, for the authentic leader, it is no longer appropriate to aim for the center of the target? What if your best shot is actually when the arrow lands in the furthest outer ring?

For the authentic leader, viewing situations from a target’s periphery is more powerful than from its center. The edge is a place where you have to be more a part of the interactions with others. You are not at the center of the world for all to adore. The new leader has moved passed his own “me center” needs that satisfy personal ego. Instead respect is gained by risking at the edge. Risking being seen in in the vulnerability of one’s humanity as a person that makes mistakes and is flawed like we all are. The periphery of the target is not as safe as the center. It’s at this periphery, and not the center, where an authentic leader’s true power is realized.

In Leadership Ecology, you want to target the OUTER ring, not the center bulls-eye.

From the outer ring you have a very different perspective on leadership. By placing yourself in the outer ring, you are in the best position to move others into the center, not you. Aiming for this part of the target also challenges your own awareness, and thereby your authenticity as a person. And this is so important as a leader, because people can feel your truth. It is not as hidden as you may think. Most can tell when you are not really coming from your authentic self.

Mirror Mirror on the Wall …

Each of us sees ourselves best by reflecting off of others. In fact, I propose that it’s the ONLY way we can see our true authentic selves. That is, your ability to be truly who you are will become evident once you surround yourself with others who can empathize with your life path and compassionately share with you how they see you. This mirroring concept is core to good a leader’s ability to facilitate others along their path.

It is the authentic leader’s responsibility to be a reflection of you. It must be done in a nonjudgmental way, while at the same time being boldly-truthful – a mirror of ‘you’.

A mirrored message can not be recognized by you until someone actually reflects it back to you, and taking in reflected (mirrored) messages can be difficult. Often, what another says about you triggers the ego’s protection mechanisms. But allow them anyway. Permitting these reflections will help you see through your own forest of day-to-day trials. As you serve others in this way your own leadership qualities and abilities improve and becomes more meaningful. As a mirror, you generate and acknowledge your own insights with others. This process actually becomes a spiritual journey as you enter into your own personal labyrinth toward becoming more aware.

Creating an Ecology of Leadership

When we come to realize our own authentic identity, we move to a place of compassion and empathy for others. Rather than being in the front office, where too often isolated decisions are made, instead your influence radiates out in an attempt to partner with others. You no longer are a director overseeing subordinates, but instead see value in empowering others, helping to shape an empowered network of interactions. A ‘Leadership Ecology’ begins to form.

Evolving an ‘Ecology of Leadership’ is not done by placing yourself at the center of attention, or at the front of the room with everyone’s eyes pointed at you. Rather, it is done by positioning yourself to easily focus on others in the group, not them being focused on you. As we’ve discussed in the bulls-eye model, this comes from a place of guiding from the periphery, rather than directing from the center or the front office.

When a Leadership Ecology occurs, a web of relationships emerges revealing each person’s authentic leadership qualities through the transfer of their power to others. When done in a conscious way – a shared collaborative awakening happens.

Authentic Leadership is Collaborative?

Once you get comfortable with this new perspective, your actions and your direction of others, will come from a different place – an empathic place, which is the first step in empowering others to their own leadership. This is what ‘authentic leadership’ is all about. It’s this kind of leadership that empowers others into their own leadership. It marks the beginning your organization moving toward new forms of collaboration that create unexpected, even disruptive innovation that is built on a foundation of group empowerment – a collaborative leadership.

Each One’s Uniqueness Revealed

Each one of us is unique, and too often our one-of-a-kind identities do not reveal themselves through traditional coaching or mentoring methods. Leadership consulting and coaching process formulas only work to a point. How do we address that part of our personality that is not just about creating goals, strategies, and tasks to perform more efficiently? Our business-oriented activities too often cloak who we really are – our inner personal truths.

Our inner truths and beliefs are the real drivers behind all choices we make in our external life.

Once you reveal and own your inner truth, your true identity is revealed. Now the whole world will look different. Your choices and actions change as well. In your full authentic self, you become a more balanced self-realized leader of others. And it starts with the others reflections so that you can see inside yourself and then emanate true power; true leadership.

Entering the Labyrinth of Authentic Leadership

Entering the labyrinth of authentic leadership can rarely be done without having others involved in your awakening process. It also can not be done by merely understanding the concept. To really grok its value, and to see authentic transformation, this kind of work must be experienced in the day to day trials of your life. You must actually walk through the labyrinth of your own making, not just think about it. This often starts with a coach or mentor – someone who can support you as you move toward the root of personal insight. Insights that will include valuable tools for using on the job. Such as, becoming more clear about situational problems, the ability to recognize employee character behaviors, understanding resulting decisions that they make, and how to help each other evolve into the creation of collaborative solutions.

Realizing our authentic self is the true power source of all good leaders … Once obtained, they give it away freely.

You will also become skilled at both offering and receiving acknowledgment – from a place that goes beyond selfish ego. These are all unique and personal experiences to you and you alone. As you to awaken to a more authentic self, a personal transformational change will emerge from within you that affects not just you, but those around you as well.

A New Understanding of Leadership – Listen Up!

We are moving into a new understanding leadership and management that are no longer only about reaching targeted goals and objectives. Sure these are important, but they are less significant than the need for ‘authentic leadership’.

To understand what it means to be a leader today, we must be retaught and move away from traditional methods. You will not find absolute formulas or rigid processes for building on prescribed objectives.

Although sometimes useful, authentic practices tend to stay away from prescribed rational formulas and instead rely on a blending of your own and others intuitive instincts. The greatest challenge is learning to use your instinctual senses to listen deeply into yourself, as well as into others. Do not make your primary motive for listening to direct what you hear another say and direct them toward action. No. Instead listening is done guide through reflection, helping another to see their own aha’s. This is ‘empowerment’, which is the primary measure for how well authentic leaders are applying themselves.

Reevaluating Your Expectations

This is the first step toward becoming an evolved leader – an authentic leader, is to reevaluate your expectations. What are your true objectives and plans, based on your hidden personal motives? This can not be done alone. But done in a safe, nonjudgmental container, groups can work and learn together how to realize a deeper sense of self. By supporting each other, we reveal things that bring profound insight to who you are and how you perceive the world. Beyond that, your ability to support your team, family, or organization becomes more trusting and more meaningful. This is true leadership. Expectations in your role as leader have changed. Now you are moving toward an ‘authentic leadership’.

Imagine Leading and Being Lead in an Authentic Way

What would it mean for your team’s productivity and success if you acted as their mentor or coach, rather than as their manager or director? What if you shifted your ‘I’m in charge’ thinking, to enabling their charge?

What would happen if you shift your motivation from being an ‘authoritative director’ to being an ‘authentic leader’?

Start aiming at the outer ring of the target instead of the center, and watch what happens.

Written By Vic Desotelle EMAIL VIC

A Six-Point Architecture For Mapping Next-Generation Innovation

A deeper Learning conversation has emerged that we believe will help designers of companies, technologies, and communities, to develop new forms of offerings that are more appropriate for a conscious global culture. These conversations are the result of a new framework for organizing ourselves, where our activities now relate to what we call a Regenerative Commerce system. One that provides a balance of Equitable, Ecological, and Economical products and services to our global communities – otherwise known as the triple bottom line. Just as sustainability is defined in many different ways, these so-called 3E’s are also described and used in many different ways:

Six Point Architecture: Mapping Next-Generation Innovation
Six Point Architecture: Mapping Next-Generation Innovation

Ecology for example, is often used as another word for ‘environment’ when actually the word means interdependency of systems. It’s really an activity; a verb or adjective and not a noun. Even the related word “environment” is seen as a thing separate from the human condition rather than intimately apart of who we are. Its definition actually means: The complex of social and cultural conditions affecting the “nature” of individuals and their communities, both human and non-human.

Similarly, Equity is often categorized with the idea of justice and human rights. This may be true, but when the word is studied a bit further, it actually relates to our notion of ‘choices’. The word equity means the ability for a community to offer diverse choices to its stakeholders and community members. It depends on those members having the know-how and ability to accept the responsibility of making healthier choices from a broader framework of understanding and questioning. Choices that can sustain, not only the individuals doing the choosing, but also enhance the well-being of the greater community.

The fourth ‘E’ is Economy, which is also often used as a same-as replacement for the word money. However, it actually has nothing to do with money directly. The dictionary’s definition says it means ‘management of home or place’, where that place can be a colony, a forest, a company, a city, a nation, a planet, etc. Most important: It is NOT another word for finance or money!

TripleBottomLineIconNext is Values, which is the inter-relationship between these 3E’s. This is what makes up a measurable system for exchanging money. Money is merely the symbol for the actions of exchange that occur between people as a result of seeing the whole system’s inter-dependencies (ecology), system relationships (equity), and system management (economy). I like to use a dollar sign with three lines to help identify the difference between a single unsustainable system and a triple bottom line, which represents a regenerative commerce system that can sustain the evolution of the emerging global society.

Finally comes Decision-Making, which is really an outcome that occurs when the above five points are considered interdependently. Decisions are the choices that we make, and they occur every moment of our day. In organizations, I propose that there is a problem with the decision-making process because of an overly hierarchical structure (See concentrix management for a better system to make decisions.) Way too often, decisions end up getting made at the top of this management pyramid without folks really having a full encompassing perspective (i.e. multiple view points). Not only is there not enough requests for stakeholder insights, but the decision-making model that is used is too limiting to be able to take in an extended set of data. This data is what eventually ends up becoming a product or service that moves into the global social-environmental-economic system. For example, if we were using something like a six-point decision-making process as described here, do you think the tail pipe on an automobile would have gotten past the drawing board?

More on ‘decision-making’ later. Keep watch at Discovery Fuel’s sustainable innovation blog via RSS feed.



Extended Definitions

* Learning: A way of practice that “pre-forms” required changes in performance, resonant feedback loops from one to the other
* Values: Expression of the essence of an organization; the DNA core underlying all activities and behavior, transparently effects all resulting missions, goals, strategies, and provisions, links from ‘mythology’ (inner) to “value proposition”(outer)
* Economy: Management of place (not management of ‘money’)
* Ecology: Inter-relationships of place (does not mean ‘environment’)
* Equity: Choices made available within a place (does not mean ‘equality’) Place’: is relative to your conversation and focus. It can be an organization, a home, a city, a region, a nation, a planet
* Economic Vitality-System Management: Defining and managing our regional economic structure so that balanced, healthier, wealthier communities can be realized within an emerging global market and society.
* Ecological Stewardship-System Dependencies: Recognizing our interdependence on all life systems. Generating greater respect and care for our environments, their use, and our relationship with Earth’­s life systems.
* Social Equity-System Relationships: Realizing the benefit of different status and capabilities. Understanding how individual diversity and collective community coexists. Empowering people to responsibility through leadership that creates choices for individuals that allow for healthy, more whole communities to emerge.
* Equitability: The development of a learning community of professionals committed to global transmutation – where development of a diverse set of choices (which inherently generate interest-based responsibilities) is seen as an essential ingredient for the larger system’s survival and vitality (i.e., chaordic innovation).
* Economical: Development of a micro-system of participants choosing to manage themselves and their organization with a broader comprehension of its participation within a larger organism – planetary, cosmic.
* Ecological: Design processes that flow with Nature’s (universal) emergent tendencies; where cyclic feed-forward and feed-back looping occurs in ways that create integration and inter-reliance on every other sub-system within a greater whole.

Illusion or Reality? Awakening to Humanity’s Present State of Being

christmas-presentsOn Christmas, that day of the year which best reflects our ‘present’ state of being, I watched three films. Elysium, Consumed, and Obey, which you will find links to below. Being alone for this holiday, I couldn’t think of a better present to gift myself than to open up to the ‘present’ state of  our humanity. Call me odd; maybe so. But I wish there were more like me who see the best gift under the tree, as the one that opens ourselves into becoming more ‘present’ to what is happening.

These films are certainly a stark awakening to presence, as they describe a collective truth about the world as it really is: A tragic state of being, shrouded in beautiful images and messages that cloak the fear we are feeling inside about today’s darker social and personal truths. Togther, the films create a tight interconnection about our true present state of being. These films are not easy to watch. Yet I believe they will fuel you with a sense of power for real change – if you can go deep into them. Because they do not just touch the surface about these matters, but instead reach deep into our psyches; that place where worlds are conceived and destroyed.  

elysium-godElysium presented a story that is about our emerging world. It is about the separation between an elite few with plenty, and the remaining many who are poor, used as slaves to labor the resources needed for the elite’s idealized world. This is not an abstract sense of the present held by the insane. Nor is it science fiction anymore. No. There is too much growing discomfort around this subject for  films like this to be taken lightly. It’s real. Watch this film, but be sure to watch the other two films along with it so you can go deeper into what it may mean. 

consuming-our-environmentConsumed presented a view on consumerism that points to something beyond mere materialism to something inside the human condition. It suggest we go deeper into what we think consumption really is, in order to transform it. To get away from consumerism being a conspiracy and more as a primary condition of the human mind. A fundamental part of our human nature. It points to the core of consumerism being our inability to accept  our own death, and how the best way to avoid something we don’t want to deal with, is to project it outward from ourselves. We must move beyond pointed solutions such as ‘if everyone recycled we’d be fine’ kind of thinking, because it’s not enough and it not at the root of the problem of consumption. The subject ties other aspects of what make us a culture based in destructive consumption, such as marketing and its power to rule our minds by tapping into response mechanisms that address how we see ourselves. And in the process, we are loosing touch with our dependency on the environment that nourishes us. Ironically, to ‘consume’ by definition means to engulf and destroy. And so we then withdraw into ourselves, hiding from the very act that we are trying to avoid, pointing directly at the monster in the closet: Fear of our own death. Hence we are becoming – not citizens, but consumers, eating ourselves to death by trashing the environment for its resources and creating an ecological assault on the natural world. Our home. … This is not an easy pill to swallow, but we must. Watch it and tell me what comes up for you. 

obey-corporate-ruleObey presents the most difficult message.Suggesting a truth within that is very difficult for most of us to consider. It addresses a triad of issues including market psychology, mass productivity, and capital labor, reasoning that there is a growing gap between corporate capitalism and personal freedom. It reenforces the slave state that has been created in the name of more jobs, which has been used to build corporate growth, which feeds a distorted power, enticed by its ability to generate technical comfort. Yet more for an isolated elite few in control, while ‘we the people’ are being entrained to obey the rules of their game. It talks about how democratic decision making has been replaced by  propaganda disguised with limbic stimulating messages that make us think we have social choice. Assuming we are free to debate issues, we are instead being over-ruled by a black government that is run by the corporate elites. The lie has become the truth and no one sees it, reinforced at the education level to brainwash the next generation into thinking that its enough to be positive and believe in miracles is how we can get everything we desire, falsifying one’s own values and beliefs in the name of a greater system. Interestingly he links this with being employed, where getting paid now does not free you but sucks us into corporate choice and rule. Those who resist their way will become apart of the underclass, pushed out by those who themselves want to  eradicate the gap between the rich and the poor. In this twisted state of being, meaning has become distorted through incessant emotionally charged shows, news, and beauty images, creating a world where brand overrides ideology, where illusion becomes the truth, and the sane are seen as insane.

Money-or-your-lifeA Way Out? The ideas these films present are presentations on ‘separation’,  ‘obedience’, and ‘consumerism”. By blending their perspectives, I believe we can build a yet unrealized power for creating real change. By taking in their messages – done with self question and scrutiny, new insight can appear within our minds that can begin to break down the trans-like state we are in, and wake up to the real world that we are creating. Taking this path is for all of us to follow now, not just a few. Be aware that as you enter this process, your power will first be observed as fear, giving you a desire to suppress the discomfort that it brings up. So do not do this alone. Start a community or small group to discuss what comes up. Be careful to step away from false optimism and have the courage to step into the fear as it arises. Allow that fear to help you and your group break down old beliefs and assumed perceptions, to alter your awareness. Raise the questions of “What is illusion?” and “What is reality?”, and feel into your ‘present’ sense of being as you go deeper into this process. Then – and only then, can we actually create the potential to move toward a world that works for all.


Changing Normal: Wisdom-based Societies in the Making


Click Here To Join The Changing Normal Meetup Group.


Rappoport addresses the idea of what NORMAL is in his articles. He speaks to each individual having the ability to create realities, and how our essential creative nature for doing this is being suppressed. [Caution: His writings are not for minds whose belief systems are easily threatened!]


The work of “Changing Normal” is founded on the dream of a new mythology arising. One that is globally aware, and speaks to the magnificence of our individual and collective manifesting potential. 

Each person’s true Identity can get suppressed by an unconsciously arising shared belief system. This is when myth takes on negative connotations. However, once an individual awakens to the myth-making method, each holds the power to become creators of grand new worlds. This can not be done until one’s ego is transformed to align with both personal and shared realities. 

A cultural mythology arises when individual messages inform group thought (mind), expressed through metaphorical (emotion), and transferred through a collectively connected medium (body). This is how our shared reality is created, controlled, and sustained. 


Culture change happens as a conscious co-creative emergent process. Below I describe my vision for an online community that I am creating called ‘Changing Normal’. A collaborative process for designing and developing a more livable and sustainable future using an open flexible framework called ‘community domains’ (see slides below), providing a comprehensive approach for building real-life communities designed with the whole system in mind. Participants will be invited to use the changing normal environment to share their talents, unique creativity, and passion with others. The long term goal is to transfer each person’s creativity into real-life formations and healthier more sustainable communities worldwide. 

Linking Cultural Misfits with Changing Normal

Additional considerations under way to discuss how the (so-called) crazed “Cultural Misfit” plays a role in transforming an insane world that is requesting healing and transformation. 

YOUTUBE VIDEOS Uploaded on Apr 10, 2009
CN 040909 Part One
CN 040909 Part Two
CN 040909 Part Three



Click once on the moving pages below to stop pages from changing. Click links on pages to access more details.

Click once on the moving pages above to stop pages from changing. Click links on pages to access more details. 

social innovation, collaborative design, design ecology



Values: The Obstacle That Keeps Us From Deeper Collaboration, Innovation, and Change

Dance of the ‘Victor Victim Villain’ Archetypes

Victor (Champion, Hero)

The three ‘V’s – victor, victim, villain. If you are human being, you can’t escape it. We all wear their cloaks at times in our lives. You are more dependent on these three V’s than you probably know.

Our ways of thinking shape our world. Whether we know it or not, the way we formulate our ideas do control how we see the world and how we make choices.

Consider for a moment how our inter-actions and choices emerge through them. How might these 3V’s show up as part of ongoing issues within your workplace and home-life? Most, if not all, of our decisions and actions emerge through the interactions underlying this ‘3V’ culture-making archetype.

Consider This …

Applying quantum physics to human behavior

Villain (Evil Bad Guy)

All models have rotation or spin. Thus each subject within a model becomes one of the others. The victor-victim-villain archetypal interaction has (like all models) a dynamic movement that moves each subject into becoming one of the others. In this case, the victor becomes the victim, the victim becomes the villain, and the villain becomes the victor. Have you ever noticed how this happens in your favorite movies? How the good-guy and bad-guy overlay each other’s light and dark sides? Batman and IronMan are two good examples that present this interplay. Have you also noticed, at least in our Western society, that there is often more attention placed on – not the hero, but on the villain? Because of this, the villain ends up being the real hero. This is the archetypal rotation in action. The policeman-assailant-assaulted scenario is another example how each person in the triad play an unconscious role in keeping this cultural engine running.

Awareness Shifts

Now then, in a (w)holistic view, do we need to allow the time it takes for each one of us to become the other? If so, this is a conscious act, is it not? Otherwise each of us (too often) get unconsciously caught migrating from one identity to another, and then fall back again, creating a polarized oscillation. Bouncing back and forth to and from the identity we had for ourselves previously. Instead of moving through one and into the next identity within this triad configuration, we stuck in one of them, and movement stops.

An Open Conclusion

Psychology, archetypes, and the dynamics of change

Victim (Suppressed Person)

What might be another model that could work better than the one we are unconsciously using today?

If we could become aware myth-makers, maybe we could design something different for a  relational dynamic model? We have become the result of  it designing us, rather than consciously using the model to create a collective intelligence that supersedes the interplay within the subjects of victor, victim, and villain.

What if we had an archetype for this dynamic? An archetype of archetypes? Would this allow humanity’s failing displays of destructive expression to be able to move downstream into other realms of possible life, form, awareness, and consciousness?

I’m writing a book on ‘cultural misfits’, and it’s just coming to my mind that this may be its charter – to transmute “objective isolated acts” (static) into “subjective interdependent actions” (dynamic). How we think about models – their influence on our beliefs, choices, and actions – may give us a way to begin consciously creating our way of life, rather than be unconsciously run by them.

+ + +

A new insight …

The Hidden Healer is ‘Vulnerability’

After watching this TED presentation I realized that the center of this complex, codependent triad, is the hidden healer to the turmoil created by the 3V interactions. It is VULNERABILITY. Watch the below well done presentation, which based on research, and you will see what I mean.

And what does this all have to do with COLLABORATION, INNOVATION, and CHANGE?

To become vulnerable, it means by default that you are connected to others. This simple yet profound point is unlike what most organizations teach. Instead they remove the irritating grit quickly to get to the strategic gems. Known as being ‘efficient’, it is a false premise and ends up not being effective at all, and certainly is not sustainable. In fact, when the grit is removed, it is a rare case where the innovation is not removed along with it. Turbulence, conflict, disagreement are healthy, but have to be placed within the context of our humanity, not our productivity.

More on this later, but it is very clear to me now that the gooey, yucky, sticky, muddy stuff that is created when each member of the organization or team consciously chooses to become vulnerable with each other, the whole game changes. Thus, this 4th V (vulnerability) is a baseline for healthy and effective collaboration and design.

Here’s the part that stops the show for most and they run away: At the core of our shells is vulnerability, which consists of those uncomfortable feelings we have when feeling exposed. And what binds the core together is the festering seed of SHAME.

Brené Brown: Listening to shame; Being vulnerable


As an experiment … I will be continuing my work on this post, so stay tuned.

note1,  note2

missing in the equation for social redesign: 


New Addition …


victor, victim, villain, vulnerability, vengeance, virtuosity

Here is a framework that can help you to hold powerful conversations.

A way of revealing individual value from community values. Inside this crystal is a movement of energy that defines the health of a community and the individuals that make it. It’s “V” formation shapes the alchemical vessel of community, allowing for the transformation of personal meaning and collective identity.













Recycling is a Joke without a Bigger Plan in Mind

Recycling – how effective is it really?

There so many efforts, articles, and statistics that address both sides of the recycling equation, such as this article on recycling and the water bottle industry.
To my point however, the nonlinear increase in production of things like plastic bottles, far excedes the ability to recycle them, due to lack of creating economic constraints to buy the recycled stuff back.
Additionally, most recycled plastics do not get returned to the front end of the industries for its re-use, such as water bottles as they describe in the article.
My mission is to get people and cities and nations thinking beyond end-of-use recycling to FULL CYCLE, or cradle to cradle, integrated design solutions relating to the making and use of a product. This is the ONLY way we are going to get ourselves out of the mess we’ve made.
This effort means designing ‘whole-system’ solutions that include efforts which enforce companies who make a product to bring it back into their product-making processes. Be it a bottle or a cell phone, etc, all products are to be returned to the factory where they were made for incorporation back into new product production streams.
Until then, I stand that recycling can never catch up to production, and is a false promise in our attempt to ‘save the environment’, let alone ourselves. Especially within a world where the population growth, and thereby ever increasing product demand, have gone non-linear.
* See my metabolic closed-loop system diagram to stimulate your ideas on how to create a (w)holistic recycling system. This is the model that needs to become the standard for sustainable corporate product design and development.
More from my blog on this subject.


Ritual’s Role in Social Innovation and Design


No matter what we do – from guiding our child’s evening prayer, to the way we prepare our food, to how we hire and fire people at work, to how we say hello on our iphone, to celebrating our nations leaders, to ringing the bell on wall street, to starting an act of war. It’s all loaded with ritual.

ritualRitual is what defines our lives. The blending of these rituals becomes the tight weave that make up a society’s mythology. Myth, a cloth made of ritual threads, drives all of our actions and decisions, done mostly without knowing it. So for me, it’s less about bringing ritual into our technical lives, as much as becoming more conscious of them.

We have forgotten rituals’ place, their vital power in manifesting our world, thus making their practices irreverent. Bringing back the Sacred into our daily walk and talk, becoming observers of how we ritualize, and transforming the ones that no longer serve us. This I believe, is the most important thing we humans can do to transform our world.

UNconferences – Doorway Into True Social Innovation

Collaborative design with no boxes holding us in!? … Awesome!

Facilitation Across Time and Space: How to Create Change Through Virtual Environments.

Unconferences provide a newer form of creative freedom that empowers participants into defining their own creative paths. Satisfying individual needs by allowing ‘them’ to be the authors, presenters, and facilitators.

By sharing knowledge across previously impassable boundaries, unconferencing holds the potential to be the primary way that SOCIAL INNOVATION will be formulated. I’ll be writing more about unconferences; even holding a few myself. Come join in!

What is Social Innovation? An Online Collaboration Project

To demonstrate how Social Innovation can work in collaboration …

As we move into an age of human(e) design and collective creativity, my ultimate goal is to co-create an ebook that collectively defines what SOCIAL INNOVATION (SI) is. It becomes a practical guide for every manager or guiding group (of a family, village, organization, community, company, or corporation) who recognizes that SI is no longer merely a do-good concept, but has evolved to become a founding pillar for what innovation is.

So, what do we all want Social Innovation to be?

I believe there is a COLLECTIVE TAP that will reveal this notion. But it needs you (and you and you and you) to turn it on and get it pumping. Bring your child-like nature and become a co-author of this momentous ebook whose time has come.

Want to collaboratively shape a formula that encompasses all of our struggles, our emergent thinking, our visions of the future, and help to boost ideas into powerful transformative action? All integrated into a clarity that defines our desires, our children’s creativity, and their children’s way of life? Then contact me and come play in this sandbox, and become a co-editing author. Come participate in the making of our future – today.

I have created a simple wiki to allow us to collectively define what Social Innovation is – what we want it to be. Read below for my email to join us.

Social Innovation Tranforms

(DRAFT: under collaborative construction at Social Innovation Colab)

1. Design Ecology vs Developmental Methodology
2. Induced Evolution vs Productive Revolution
3. Leadership Empowered vs Leader Directed
4. Open Network vs Closed Hierarchy
5. Technological Effluence vs Technical Influence
6. Collaborative Exhibition vs Competitive Inhibition
7. Democratic Process vs Socratic Construction
8. Self-Adaptive Identity vs Preordained Behavior
9. Principle Guided vs Ruling Order
10. Abundant Flows vs Limited Capacities
11. Openly Sourced vs Intellectualized Property
12. Fractal Wholes vs Fractured Parts
13. Differentially Awarded vs Isolated Recognition
14. Qualitative Value vs Quantifiable Profit
15. Multi-forms vs Uniform(s)
16. Inspirationally Driven vs Expert Qualified
17. Essential Wisdom vs Credentialed Intelligence
18. Add more SI transforms by clicking here

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How this got started …

As I was applying for a “Social Innovation” position at eBay today. I began to study the meaning and application of the term ‘social innovation’ (SI) and how companies are using it.

So far, I find its comprehension to be inadequate and feel the inherent value of SI is merely within the fetal stages of our knowledge. In one sense this is a good thing, because SI stands for the evolution of an ever evolving understanding of our human creativity. On the other, I see that many people are using the term in replacement of the term ‘sustainability’, while others are using it to identify it with ‘social entrepreneurialism’, and still others overlay it with the idea of capitalism (i.e. social capital) in an attempt to give it value within today’s capitalistic driven economy. Certainly Social Innovation stands at the center of a complex design ecology that is inclusive of all these subject areas. How do we bring this all together?

As I began to sit with the question, “What is Social Innovation?”, I started to write down comparative language as a way to look at, not just what SI is, but also what it isn’t. Or to be more accurate, I wanted to create a visual pattern that could help my brain recognize shifts in our collective thinking and how it is influencing our applied actions.

The result so far is the above list of 15 variations on what I see ‘Social Innovation’ emphasizing, compared to other forms of innovation. It is not a perfect formulation yet. So, in the name of COLLABORATIVE DESIGN, I invite you to help me shape this list into an over-arching description that is meaningful to all of us.

As the list emerges, I think it will be useful to build short paragraphs and imagery that describes the meaning of the term-phrases that we have selected, and show how they differ from each other. In this way, an ‘over’-standing emerges from within the space between two ‘under’-standings, which is a very powerful way to learn together.

Want to participate?

If so, I propose that we all build this list (and ultimately the book) collaboratively. Ideally, a wiki would be useful here, if anyone has suggestions? For now, I started a google wiki at SocialInnovationColab. If you want in on this game, please request wiki editing access by sending me an email with subject line: “yes i want SIcolab editing access”.

If we do this, please have respect for each other’s views by minimizing use of the delete button (LOL!), and be sure to make lots of inquiries about what people are posting before you post your own, using alternative fonts, or the comments section at bottom of each page, etc. Do not assume that you know what a person means, but instead USE INQUIRY with each other to determine similarities or differences in understanding. We will have to create a democratic (or better?) method for agreeing and making decisions on the book’s evolving form. I am open to your suggestions. Also, if anyone has a better wiki solution and/or a wiki collaboration protocol for us to use in the building of this list, I’m sure that would be very helpful.

I’ve posted this invitation to Facebook’s social innovation groups including: SOCAP, SIX, and SIE.

What say yee? ARE YOU IN? Then send me an email.


Sustainable Innovation Is Impossible Under Today’s Monetary System

Knowledge is power. Truth in Knowledge is Transformative. 

I’m sure I am irritating some of you with my remarks that social capitalism and sustainable business can NOT happen under the existing monetary model, which is now globally applied. I find it interesting that no one has either supported nor refuted this point here.

However, I implore you to consider this as a an extremely important point regarding transformation and real sustainable change. If we wish to create and insert socially responsible innovations into today’s global society, then we ‘must’ also redesign the money system, along with all of our other green, clean, and socially sound cool ideas.

Because money is what ties all of it together and allows for the exchange of those innovations to happen. Since the present monetary system being used for these exchanges is not itself sustainable (even mathematically it is not), then there is no way that any person, organization, or company can insert their genius products or processes into our world without the money system tainting their performance. You may see isolated successes, but if we look closely, we have all seen how 9 out of 10 of even successful inventive endeavors decay over the short or mid term. None of them sustain their power long term. Why? It’s the money.

So, to build a new economy, the money system used must be new as well. It must be invented just like all the other innovations and applied. To do this, we do not have to destroy the existing one. If fact any attempt to do so would cause war and killing like never before seen. No, let’s not go there. Instead a new money system must be built in parallel with the existing world’s money system(s). Then and only then can the amazing creativity and innovations that I see crossing this colorful ‘bridge’ group can actually have a chance of sustainably changing the world for the better.

The first step is to reeducate ourselves on how money actually works, because 99 out of 100 of us have no idea how it works, and in fact believe that it works differently than it really does. This is so dangerous. Knowledge is power right? But ‘truth’ in knowledge is transformative. Watch these two video series below on money and educate yourself on how money really works. They have a U.S. reference, but the money model used here is global, and in fact started in Europe.

After you watch the videos (note it may take a few watches to grock it), I ask: Which of you out there are open to a dialog on the following point:

All higher purpose missions that are inherent in Social Capitalism, Social Innovation, Sustainable Business, Green Technology, and Social Entrepreneurship can not be reached unless the fruit of their labors are exchanged within a new form of money system.  Vic

The History of Money

The Money Masters

Why the Social Innovation Movement is Bound to Fail: It’s The Money Stupid!

For social entrepreneurship to truly take hold, a redesign of the world’s money systems has to be a part of any complete social innovation plan.


We all go around wondering why such bad things happen. Why are so many out of work? Why I can’t make ends meet at the end of the month? How come green technologies rarely seem to reach the marketplace? Why do people do such bad things to other people and the planet? Why is it taking so long for sustainability to get implemented? How come corporations are so manipulative? Why is our government made up of people that none of us trust anymore? … WHY?

Sure there’s those of us doing good things out there. But the overall decay of our ecological and social systems are getting worse, not better. We have to face up to this and recognize that you are not some kind of rambling ‘chicken little’ suggesting that ‘the sky is falling’ to say so. … No this is real. Personally, I may be cynical, but I’m an optimist at heart. And over the years, I have also become a realist, willing to look at what is happening under the covers.


What if there were a source to our world’s major problems and we had the power to change it? Would you do something about it? What if homelessness and all our other major global problems, like pollution and war, were solvable within just a couple of years? What if paradise was actually at our door step? What if it were so palpable that you could almost taste this future? Would you act knowing that you could help and truly make a difference?


Many of these questions fall under the trendy movement called ‘Social Innovation‘ or ‘Social Entrepreneurship‘, among others, which are exciting new realms of positive change that is happening all over the planet. Yet, in order to create this wonderful world, we have to first wake up to an unspoken truth. The bad guys are winning, and they are doing so using a weapon that you and I personally use every single day. Do you know what it is? This weapon is the reason that you and I have little or no power, and are feeling more and more disempowered every day.

It also means however, because it’s in my hands, that I am the person who can help to replace the power back to the people. This is so for each of us …  for you, and you, and you. And unless we come to terms with this unspoken truth and deal with it, many of our social movements – from the Occupy Movement to the use of clean energy technologies, will eventually fail for all but the elite. I believe one third of the world is headed for this ‘elite’ status. The other two thirds will be enslaved to serve those elites without enough to have a happy life themselves; constantly struggling and being over-worked just to make enough for basic survival. Don’t believe it? Look out your window with different eyes. It’s already happening.


Watch the below videos and learn about the weapon each of us wields every day. Drop your denial hats at the door and stay open to what you are about to see. And rather than make vicious remarks in an attempt to deny what you hear, instead begin to ask questions and inquire with each other about what your beliefs are about money and how those beliefs are holding us back from a better world for all, not just a few. Consider what your future role could be in creating a real live sequel to these films.


Now that you know the secret, what are you going to do about it? Anything? I look forward to this important dialog toward change.

The Money Masters Series

The Secret of Oz (sequel)

Money as Debt Series 

Comprehending Money’s Value and Amounts

David Graeber, DEBT: The First 5,000 Years

America From Freedom To Fascism

The producer was murdered after he made this film

Ethos: A powerful new political documentary

97% Owned – Economic Truth documentary

Enough is Enough

All Wars are Bankers’ Wars


Review these other money articles:

The Global 1%: Exposing the Transnational Ruling Class

Our Money or Our Lives? More on the scenes behind the failed system

Let’s build on this video list:
Please add your money videos below under ‘add a comment’.

Collaboration in Context of the Big Shift

On Collaboration

This article by is a must read. It helps to describe the critical shift from isolated accumulative information, represented by degrees and the like, to collaborative flows of knowledge, which is only on the fringes of being recognized, let alone accepted within the world’s production-oriented cultures and societies.

The article provides a great summary that addresses a new level of consciousness that emphasizes: adaptive, flowing, dynamic, and learning over established, structural, static, and educated as a basis for today’s thinking, creating, and hiring. I for one consist of the former and believe that this issue is one of the main reasons why many of us have been unable to get jobs, as we are on the front edge of the change curve! These changes in creativity and productivity are also why I  believe that intellectual property (IP) design, sharing, and legal practices will continue to decay as open source (OS) becomes the norm.

It is crucial that we deepen our understanding of these new concepts and frame them in ways for others to understand, especially company executives and human resource (HR) people.  Vic D


The authors develop this point into an argument that we need to move away from experience curves to collaboration curves. Experience curves were about the past; they contain historical experience and explicitness and sought to extract value by repeating that experience in military fashion; and, in consequence, marginal utility diminished over time while marginal costs increased, and a classic diminishing-returns model ensued. Collaboration curves, on the other hand, are about the future; they seek to containerise tacit knowledge, the ability to learn, to adapt, to evolve; value is created by making the company better at learning.” Bert-Ola Bergstrand


How the Social Enterprise enables this Big Shift-based collaboration

  • The Social Enterprise, even in its simplest form, is designed to respond to the Big Shift, as shown below.
  • Built around flows, not stocks
  • Underpinned by foundations of trust
  • Designed to facilitate learning and memory
  • Making discovery easier
  • Subscriber-based
  • Filtered by the network
  • Making use of collective intelligence
  • Simplifying pattern recognition
  • Triggering beyond the tacit: the role of serendipity
  • Extending beyond the enterprise

[Admit it. You were about to say that’s the longest list of buzzwords you’ve seen without the word “leverage” in it.]

Actually things are a lot more serious than that. The list above is not really about buzzwords. If we behave like they’re buzzwords, we have a fate worse than death awaiting us. We will continue to live in a world where e-mail and document attachments dominate the space that would otherwise be taken up by true collaboration. We need to understand what the terms mean, why they’re important, how to embed them in our day-to-day operations. So let’s look at each phrase in turn and try and figure out what it means in a work environment.  Read more …

Creating a Learning Exchange Marketplace

Learning Exchange Markets uncover hidden innovation which is often at the fringes of an organization.

Within a Learning Exchange Market, a shift of emphasis occurs between the participants from debates and discussions to generative dialogue, which must be in place for true forms of sustainable innovation to emerge. During the learning exchange process, multiple conversations – both strategic and envisioning, are allowed to occur at the same time.

This approach actually accelerates results toward action-oriented activities while also empowering the individuals who will become responsible for the deliverables. It works miracles for companies working on becoming a learning organization. And your idea can’t get bagged or pushed aside!


One of the primary tools applied to Learning Exchange Markets is called ‘Open Space’ …..

The ‘Open Space Technology’ Concept
(as described from Co-Intelligence Inst.)

” In my experience open space is based on the belief that we humans are intelligent, creative, adaptive, meaning- and fun-seeking. It sets the context for such creatures to come together knowing they are going to treat each other well. When this happens there is no limit to what can unfold.” Alan Stewart

Open Space Technology was created in the mid-1980s by organizational consultant Harrison Owen when he discovered that people attending his conferences loved the coffee breaks better than the formal presentations and plenary sessions. Combining that insight with his experience of life in an African village, Owen created a totally new form of conferencing.

Open Space conferences have no keynote speakers, no pre-announced schedules of workshops, no panel discussions, no organizational booths. Instead, sitting in a large circle, participants learn in the first hour how they are going to create their own conference. Almost before they realize it, they become each other’s teachers and leaders.

Anyone who wants to initiate a discussion or activity, writes it down on a large sheet of paper in big letters and then stands up and announces it to the group. After selecting one of the many pre-established times and places, they post their proposed workshop on a wall. When everyone who wants to has announced and posted their initial offerings, it is time for what Owen calls “the village marketplace”: Participants mill around the wall, putting together their personal schedules for the remainder of the conference. The first meetings begin immediately.

Open Space is, as Owen likes to say, more highly organized than the best planning committee could possibly manage. It is also chaotic, productive and fun. No one is in control. A whirlwind of activity is guided from within by a handful of simple principles.

[For managers with concerns for loss of control, the principles below will seem ridiculous, and the Open Space approach may drive you crazy – but only for awhile … Once you see how much work actually gets done, and how happy everyone is while doing this process, you’ll never have a (so-called) normal meeting again!]

The ‘Open Space’ Principles:

1. Passion & Responsibility: The most basic principle is that everyone who comes to an Open Space conference must be passionate about the topic and willing to take some responsibility for creating things out of that passion.

2. Whoever comes are the right people.
3. Whatever happens is the only thing that could have.
4. Whenever it starts is the right time.
5. When it is over it is over.
6. The Law of Two Feet (see below):

“If you find yourself in a situation where you aren’t learning or contributing, go somewhere else” (or move to another level of awareness and participation). This law causes some participants to flit from activity to activity. Owen rejoices in such people, calling them bumblebees because they cross-pollinate all the workshops. He also celebrates participants who use The Law of Two Feet to go off and sit by themselves. He dubs them butterflies, because they create quiet centers of non-action for stillness, beauty, novelty or random conversations to be born.

– – – – – –

Open space conferences can be done in one day or less, but the most powerful go on for two or three days, or longer. Participants gather together briefly in the morning and the evening to share experiences and announce any new workshops they have concocted. The rest of the day is spent in intense conversation. Even meals are come-when-you-can affairs that go on for hours, filled with bustling dialogue. After a few days of this, an intense spirit of community usually develops that is all the more remarkable considering that participants are all doing exactly what they want.


Open Space conferences are particularly effective when a large, complex operation needs to be thoroughly re-conceptualized and reorganized — when the task is just too big and complicated to be sorted out “from the top.” On the assumption that such a system contains within it the seeds of everything that needs to happen with it, Open Space provides it with an opportunity to self-organize into its new configuration. For this to work, however, the system’s leaders must let go of control so that true self-organization can take place.

Open Space Technology is also a delightful, useful tool for any group of people who are really interested in exploring something that they all care deeply about, and is one of the simplest, most brilliant combinations of order and chaos that I have yet found. It has been applied in thousands of meetings around the world with between five and one thousand participants. It can be effectively used by virtually anybody. Owen has provided excellent instructions in his books, below.

  • Resources: H. H. Owen and Co., Open Space Institute, The Co-Intelligence Institute
  • Books: Open Space Technology: A User’s Guide, Expanding Our Now: The Story of Open Space Technology, Harrison Owen, The Millennium Organization


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(by Discovery Fuel)

Download The Design Packet For Creating Your Own Learning Exchange Marketplace

Learning Exchange – SCHEDULE

(3 1/2 hour evening sample)

6:15 Check Bulletin Board for Announcements
6:30 Mission Statement
6:40 Brief Introductions
6:50 How It Works
7:00 The Exchange Market
7:30 1st Period Sessions
8:00 2nd Period Sessions
8:30 Share Learning
9:00 End

Learning Exchange – PROCESS

1. Write Down Session Proposals

2. Questions are as Appropriate as Answers

3. Verbally Announce Your Session
4. Post Session on Schedule Wall

5. Combine Proposals, Negotiate Times

6. Period A Sessions Begin, Take Notes

7. Integrate Notes into One Report

8. Period B Sessions Begin, Keep a Log

9. Integrate Notes into One Report

10. Note Sessions A and B may be Merged

11. Group Reporting of Sessions Begins

12. Bulletin Board To Post Ideas, Notices

13. Info Exchange meetings are bi-weekly.

14. Results Incorporated at Bi-weekly Strategy Meetings and Continued at Next Info Exchange Meeting

Learning Exchange – PRINCIPLES
· Whoever comes is right. Whatever happens … happens.

· Leave personal status outside. Bring ideas and knowledge inside.

· Be passionate about the topics. Take responsibility for creating things out of that passion.

· Law of Two Feet: If you aren’t learning or contributing, increase participation, or move to another session.

· Stay focused on topic

· One person talking at a time

· Shift ‘Yeah-But’ responses to ‘YES-AND’

· Listen with empathy, suspend judgment

· Encourage & build on the wild ideas of others.

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Download Discovery Fuel’s Design Packet (pdf file) for creating a Learning Exchange Marketplace. For more information contact us for a chat.

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Download The Design Packet For Creating Your Own Learning Exchange Marketplace

Social Dennovation (not social innovation)

Where is social innovation is headed? Whose lives are actually being improved? How are individuals becoming more self resilient, independent, and free?

It seems we need to coin a new term to contrast the lack of useable effective innovation that is happening. Let’s call it ‘dennovation’. (LOL! My Google spell checker tried to correct this word 7 times!)

For those of you who feel you are making a difference, dare I ask you to think again? Maybe we are merely designing the box we’re in with more pizzaz and security? Thereby enslaving us to our own ill-conceived notions of social improvement?

These days, I mostly see how the corporate media is suggesting that the economy is improving. But statistics can be shaped into any result you want. So, what about these other statistics (see link below) that suggest economic improvements are not true? There are so many of us out still of work, or working 3 jobs just to make ends meet. Not to buy that extra car, but to ‘make’ ‘ends’ ‘meet’.

Read this article and notice that reducing opportunities, along with shrinking salaries, along with rising costs of living, are leaving the rich with more, the poor with reduced survival benefits (like food stamps going down while food prices go up), and the continued annihilation of the middle class.

Social Innovation will have to stand much taller if its going to even pretend to be the white knight riding in to save the day. Read more from Robert Reich on … Why Widening Inequality Is Hobbling Equal Opportunity

Our Future and the Mistake We Continue to Make

the mistake we continue to make is about how we learn and make Decisions

Taking action on our future is less about ‘what‘ we know and ‘who‘ is in the room, than it is about ‘how‘ we come together to learn. We’ve had this wrong for a long long time.

Look at the photo below. This is a “climate action” conference. Observe how people in the room are positioned. Notice how one person is actively presenting to a large audience of folks, who are passively listening. The geometry of how they are all lined in rows and focusing on one person is actually how you place people if brain-washing is your goal. I know that seems a bit strong, but it’s actually true when you think about it: One person’s idea being obsorbed by many, with very little or no ability to interact with what they are hearing.

My point is this: The process and configuration that we presently use to learn in groups is the MISTAKE that will continue to drive inappropriate choices and unhealthy decisions about our future.

Instead, conferences, meetings, and gatherings, need to advantage of the collective mind that’s in the room by developing a vibrant, dynamic, life-generating, learning-exchange marketplace. In this learning exchange marketplace, a collaborative design process is used to shape an environment from which relationship-building and information-exchange is enhanced to a very high level. In this marketplace, information is traded and moved toward meaning, using a parallel collaboration process that allows for better choices to be created and thereby better decisions to be made. This process is called a CoLab.

Note the chaotic nature of healthy interaction in this picture


A Colab taps into both a community’s collective emotional state, as well as its co-intelligent capacity, to bring out a diverse head/heart knowledge from people that rarely gets accessed in traditional group sessions. A Colab moves individual agendas into group-mind learning and reasoning by combining story-telling and metaphor-making as a key part of the collaboration process, thereby allowing for the intuitive brain to incorporate what the rational brain can not.

Furthermore, a Colab will transform a stuffy-room full of authoritative egos into a dance-hall of fun-loving folks who are sharing a diversity of ideas, morphing them into a consensus of choices, and turning them into an intelligent, strategic plan that can be rationally assessed and moved toward solution-based action. All this is done in a fraction of the time of traditional approaches (as seen in the picture), with an increased density of content being shared, received, and absorbed more easily by the majority (rather than the minority) of folks in the room. The result of a Colab process is that – rather than folks feeling frustrated, adversarial, and dreading the work ahead, I have found that more people leave feeling charged, accomplished, participants that are ready to act. Now THIS is how to move ourselves into a future that works!

For more on Collaborative Design, see how to create your own Colab.


This is the article that triggered me to write this post …

—— Begin Forwarded Message

Investors Representing $13 Trillion Call for Climate Action Now

NEW YORK, New York, January 14, 2010 (ENS) – The world’s largest investors today issued a statement calling on the United States and other governments to “act now to catalyze development of a low-carbon economy and to attract the vast amount of private capital necessary for such a transformation.”

The U.S., European and Australian investor groups, who together represent $13 trillion in assets, called for “a price on carbon emissions” and “well-designed carbon markets” to provide “a cost-effective way of achieving emissions reductions.”

Investors urge governments to address the risks of climate change. (Photo courtesy Ceres )
The statement was announced at the Investor Summit on Climate Risk, a meeting of 450 global investors at the United Nations that includes U.S. Special Envoy for Climate Change Todd Stern, billionaire investor George Soros and former Vice President Al Gore.

The investors said while some progress towards a global agreement limiting greenhouse gas emissions was made at the UN climate summit in Copenhagen in December 2009, “we cannot wait for a global treaty.”

“Policymakers made only incremental progress in Copenhagen, leaving a great deal of work to be done to address the risks that climate change presents to the global economy and to investments,” they said. Anne Stausboll (Photo courtesy CalPERS )

“U.S. leadership is critical in this regard, including U.S. Senate action to limit and put a price on carbon emissions,” Stausboll said.

“What investors need most from national and state legislatures are transparency, longevity and certainty,” said Kevin Parker, global head of Deutsche Asset Management and member of Deutsche Bank’s Group Executive Committee.

“Until the U.S. Congress passes climate regulation, America will be at a competitive disadvantage in the development of renewable energy and other climate change industries,” he said.

The Investor Statement on Catalyzing Investment in a Low-Carbon Economy was endorsed by four groups representing more than 190 investors – the Investor Network on Climate Risk, Institutional Investors Group on Climate Change, IIGCC, the Investor Group on Climate Change, and the United Nations Environment Programme Finance Initiative.

“Given that Copenhagen was a missed opportunity to create one fully functional international carbon market, it is more important than ever that individual governments implement regional and domestic policy change to stimulate the creation of a low carbon economy,” said Peter Dunsombe, chairman of the IIGCC, a network of European investors.

“Time is of the essence and world leaders from both developed and developing countries need to act now to compensate for the lack of progress at an international level,” he said.

In their statement, the investors observed that the costs of action to reduce greenhouse gas emissions are “both affordable and significantly lower than the costs of inaction,” but said developing a global low-carbon economy will require “substantially increased levels of investment from the private sector.”

The UNFCCC Secretariat estimates that more than $200 billion in total additional investment capital for mitigation is required each year by 2030 just to return greenhouse gases to their current levels by then.

The International Energy Agency estimates that additional investment of $10.5 trillion is needed globally in just the energy sector from 2010-2030 to stabilize atmospheric concentrations of greenhouse gases at around 450 parts per million, the investors noted.

Mindy Lubber (Photo courtesy Ceres )
“This equates to roughly 0.1% of the total value of world financial assets and approximately 0.23% of the total value of debt and equity securities, so this is certainly an achievable level of investment – and one that would yield returns in terms of energy savings, energy security, reduced capital expenditures for pollution control, and avoided climate damages,” they said. “But it is also well above current investment levels.”

“As powerful as these investors are, they can’t underwrite a clean energy transformation at the critical scale needed without clear rules only government can provide,” said Mindy Lubber, president of Ceres, a U.S. coalition of investors and environmental groups, and director of the Investor Network on Climate Risk.

“Government policy can make clean energy cost-competitive by leveling the playing field with fossil fuels,” Lubber said. “Only government policy provides the long-term certainty that can turbo-charge private investment in clean energy, address the climate change threat and protect our planet.”

Click here to download the Investor Statement on Catalyzing Investment in a Low-Carbon Economy.

Copyright Environment News Service (ENS) 2010. All rights reserved.

—— End of Forwarded Message

Using Fractal Mapping To Build Organizational Inductive Performance

The below map sketches out an applicable model for deepening the capacity, value, and intelligence of an organization’s performance.

It’s impact suggests that non-productivity, or inductive activities are aspects of a company’s behavior that should be nurtured rather than exterminated. Similar to the model for energy, which has both electric and magnetic characteristics, so too should we look at our organizations and acknowledge that people and activities that do not directly impact the production line, are still critically important to the company’s health and thereby its sell-able products and services.

If production correlates to electricity, then induction correlates to magnetism, which are self defining from one to the other. Those that carry the keys to the magnetic state of the organization are found in areas such as a company’s EHS (Environmental Health and Safety) group. The characteristics of these groups tend toward relational, which is opposite of the productivity side of the house, which is informational. Hand in hand informing (I) and relating (R) bring together the electro-magnetic charge of the organization. If done in the correct formula, the combined IR literally brings a company to life.

Today however, many organizations have lost their life or ‘soul’, because I and R are so far out of balance. Growth is often misinterpreted as a company being full of life-giving attributes. Only to find out that, when you speak to the individuals in the organization, it is a wasteland of dismayed people. For a company to run as a whole system, and to actively induce rather than only promote innovation, it must bring its vital charging abilities back in line with its producing capabilities.

Since I have now decreed that my blog postings are to be works in progress, I hope you will pardon my chicken scratch in my sketch below. Hand-to-pen is still the best way for me to initiate insight and move it toward an innovative potential.

By incorporating the below map, a company becomes apart of an “Ecology of Design”, which I have written about in this blog. Now we can begin to build a true commerce ecosystem, done by enabling the other half of the manifest equation, as described above. For more information on how to bring this map to life through real application, see my works on “Colabs” and “Concentrix Management”.

EHS Fractal Relational Map












Our Money Or Our Lives?

These talks (below) by Peter Joseph establish a baseline for understanding why sustainability can ‘not’ happen (listen up all you greenies!) under our existing monetary system.

Time to educate anew in order to clear ourselves of the old. Note this clearing will not from those ”with” but rather from those of us with”OUT”. What are you going to do TODAY to start taking action? Get RE-educated now, not tomorrow.

As with so many of us, I am quickly becoming a part of the wrong 50% who are in or on the edge of poverty in the U.S. I have a plan to eliminate my situation (and 1,000’s of others like me), which is pointed toward a horrific way of life living on the streets. If I can find a way to keep a roof over my boy’s head long enough to move my project forward, maybe it’s the ticket to making a difference. So, watch for my crowd funding proposal to eliminate homelessness.

Your money or your life:

  1. This youtube talk is one of the better I’ve heard on why homelessness is growing and ecological decay is increasing.
  2. I’m learning that money and way of life are actually two very very different things, which our society thinks is dependent upon each other.
  3. This article helps clarify how money and social classes work.
How about you? What are you going to do help the change happen? Start today, not tomorrow.

This 2 part talk is a must … Watch it all the way through.

Related Article: 

Social Innovation: A Three Phase Transformation Process

I often like to dabble in the abstract. There, I am taken to transitory state that help me feel closer to the Creative Source. For example: below consists of two intertwined trinity models, of which I like to play with when considering the architecture of ‘whole systems’. These models help us to both ‘look at’ and ‘participate in’ (w)holistically oriented organizations and communities: “structure-pattern-process” and “principle-practice-policy“.

Note the principle of ‘three’ shows up in my work a lot, because I believe it helps us to expand our consciousness, while at the same time providing a simple framework to contain the complex nature of creativity and innovation. You will see more discussions relating to these concepts from me over time. Let me know what comes up for you when you read through it. For now, soak your mind on this draft concept and see what comes up for you …

Transformation (deep innovation) occurs through a three phase evolution:

I’ve been thinking about the potential for progressing toward a global mind: My experiences with group emergence have noted that a majority of efforts collapse before the desire is sustained and self-propelled; a progression toward the vision that initiated the group in the first place. I propose the reason for this is that there is only a one or two level strategic plan in place made up of immediate context without the anticipation of collective content; a synthesis from which the incredible happens.

What if we instead provide a guiding framework that allows group migration into deeper forms of connection with each other? Eventually this connection moves into behavioral forms of change and action. I believe this can be done using a 3-phase framework for processing together; thereby allowing a group to consciously see itself go through deep transformation. This would mean for each phase of processing together, there is a SYNTHESIS of its content – a summarizing of what has been done. This would occur as a part of all three phases; thereby generating a thread of synthesis that allows for FRACTAL integration.

These three phases are as follows, which can be noted in the 8-gate group alignment map diagram:

Click To View Map

1- Establishing Group Intention:
This phase’s nature is chaotic. It is expressed by conversations of desire and passion which drive an unfolding *PROCESS*. A focus on creating +PRINCIPLES+ based on diverse values, which opens of new level of awareness; thereby setting the stage for a loosening of existing physical *structure* and allowing change to occur. Vibrational activity is dissonant (unconscious) and non-geometric.

2- Building a Value Network:
This phase’s nature moves from chaotic to chaordic. It is expressed by individuals linking and clustering around collective ideas – a virtual *STRUCTURE* emerges. A focus on creating +PRACTICES+ sets the stage for individual changes in behavior and an early forming of group identity to occur. Vibrational activity is recognizable (awakening consciousness) but not stable.

3- Experiencing a Community of Practice:
This phase’s nature moves from chaordic into order. It is expressed by the emergence of community (collective) identity PATTERNS to be realized and an acceptance of participatory-oriented activities are in place. A focus on creating +POLICY+ is empasized; thereby a change of governance occurs.

Go here for more on the relationships between Principle, Practice, and Policy. Also review my other blog articles for more information how we can build the next generation society based on understanding the principles of social innovation, sustainable innovation, leadership ecology, global mythology, and collaborative design.

Vic Desotelle

Sustainable Business Planning Workshop Series

Start Your Own GREEN Company!


Create a sustainable business plan through my private coaching and online workshops.


Social Entrepreneurs, Green Business Start-ups, Clean Tech Ventures, Sustainable Designers, Business Technology Incubators, and Corporate Green Programs and Innovation Teams.

A Sustainable Business Planning Workshop Series

Turn Your Green Ideas Into A Real Sustainable Company!

  • Got a great idea but missing certain business know-how pieces to make it happen?
  • Would you like to tap into a network of skilled, green, socially-minded entrepreneurs?
  • Want to turn the bad economy into an opportunity to start your own successful green business?

Join Teacher and Facilitator Vic Desotelle for his online collaborative business planning series.

Would you like to claim yourself as a small business entrepreneur? Have you dreamed of owning your own sustainable business? Learn how to make a viable business plan that moves your green idea from conception to execution. Create a sustainable future for yourself, for your customers, community, and planet, through this sustainable innovation and business planning learning series.

During this ONLINE business planning series you will:

  • Group of people making a pile of hands

    Build your own business plan and begin executing.

  • Get clarity, guidance, and support on your idea to bring your innovation to life.
  • Become part of a unique community of practice with other green entrepreneurs who are implementing sustainable practices.
  • Generate a clear path for making your dream a reality.
  • Network with entrepreneurs from all over the world.
  • Tap into sustainable business learning communities using powerful online collaboration tools.
  • Increase your understanding collaborative design to drive your company.
  • Learn to create your own success by strengthening others potential for success.
  • Develop a GREEN business plan that will move your idea into the market place … and make money.

Sessions Overview

Businesses are not built during a weekend workshop. That’s why this complete workshop series will be held over a six month period, two times per month. One-on-one coaching sessions are also available.


  • Section 1: An overview of the year, Get to know each other, Get comfortable with the online environment, To get started, join our online entrepreneurs community.
  • Section 2: Computer tricks and web skills, overview and access to online tools.
  • Section 3: Develop expense spreadsheet, word document, and Power Point presentation.


  • Section 4: Starting Your New Green Business
  • Section 5: Writing Your Green Business Plan
  • Section 6: Marketing Your New Green Business
  • Section 7: Bookkeeping Basics


  • Section 8: Sustainable Company Overview
  • Section 9: Green Products, Services, Intellectual Property
  • Section 10: Define Industry, Market Research
  • Section 11: Green Marketing Strategy, Risks
  • Section 12: Management, Regulations, Green Operations
  • Section 13: Financial Projections
  • Section 14: Executive Summary, Confidentiality
  • Section 15: Sustainable Business Presentations

Review my Sustainable Business Planning Guide (under construction).

How long do you want to sit on your dreams?


Join us and find new motivation to make your green business happen. While you’re at it, sign up for our online business community at Entrepreneurs for a Better World.

Contact Vic by email for more information.




Growth Myth: How Sustainability is Linked to Poor Economic Design

The future of HUMAN sustainability is directly linked to the models that we have created to manage our social systems.

And our inability to connect with exponential growth concepts is about to take the whole thing down in flames.

I highly encourage you to watch Chris Martenson‘s ‘Crash Course‘, which covers a slightly different set of 3E’s: economy, energy, and environment. Chris builds a clear and concise description of money and its relationship to the decline of the world’s economies, based on our lack of understanding of how ‘exponential’ growth works.

He also ties failing money systems to the earth’s limited resources and energy production. And he talks about how the Federal Reserve’s ‘right’ to freely make money keeps our poorly designed financial system going – until now.

I ask you: How do we best bring this knowledge to our communities so that we can redesign the system before the inevitable collapse? Learn for yourself by watching and learning at the link below. Thank you Chris for a well done program. 

Vic Desotelle