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’.

 

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. 

CREATING SOCIAL INNOVATION – RESEARCH STAGES

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.

COLLABORATIVE LEARNING – TURNING INFORMATION INTO SOCIAL ACTION

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.

+++

ADDITIONAL SUPPORTING ARTICLES:


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.

ConcentrixManagement

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

ConcentrixManagement2

NOTES



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

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

– Sphere PROTOCOLS

– 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)

Type 1: CONVERSATION CAFES

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

Type 2 : POD CLUSTERS
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]

Type 4: CHARRETTE ACCELERATORS
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]

ConcentrixManagement3

ConcentrixManagement4

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.

 

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.

Remember DiscoveryColabs.com

 

Changing Normal: Wisdom-based Societies in the Making

WHOLE SYSTEM COMMUNITIES BY DESIGN

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. I will be an interactive website featuring an open and flexible framework using ‘community domains’ to provide a comprehensive approach for building real-life  communities that are designed with the whole-system in mind. Participants will be invited to use this environment to share their talents, unique creativity, and passion with others. The long term goal is to transfer designs from the online environment into real-life communities. 

WHAT IS A CULTURAL MYTHOLOGY?

A cultural mythology arises when informing messages (mind), expressed through metaphor (emotion), are transfered through a collectively connected medium (body). This is how our shared reality is created, controlled, and sustained. Each person’s true Identity can get suppressed by a 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. The work of ChangingNormal.com 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. 

WHAT IS CHANGING NORMAL?

Writer Jon Rappoport best addresses the idea of what NORMAL is in his many articles. I suggest you start with ‘How I Put Together The Matrix Revealed‘ and go from there. I have yet to find another like Jon who so eloquently speaks to the creation of multiple realities and how our essential creative nature is being suppressed. [Caution: His writings are not for weak minds whose belief systems are easily threatened.]

.

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

.

TOOLS AND FRAMEWORKS FOR CHANGING NORMAL

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

images
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

imgres
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

images-1
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.

NOTES:
note1,  note2

missing in the equation for social redesign: 

+++

New Addition …

THE 6-POINT VALUE CRYSTAL

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.

victor-villain-victim-vulnerable-vigent-virtuous

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

+ + +

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

http://www.youtube.com/watch?v=lXb-LrVkuwM&playnext=1&list=PLB81DC78418FCAFAB

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.

.
WHAT SECRET LIES BEHIND THE CLOSED DOORS OF EMERALD CITY?

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.

ABOUT NEEDED CHANGE – WHERE TO MAKE A HUGE IMPACT? 

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?

SOCIAL INNOVATION’s ACHILLES HEEL

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.

SO HERE’S THE PROBLEM THAT YOU AND I CAN FIX …

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.

THE SECRET OF OZ HAS BEEN REVEALED.

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

http://www.youtube.com/watch?v=rwpf0xVCcL8&feature=share

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 ConfuseOfCalcutta.com 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

.

+ + + + + + + + +

HOW TO CREATE A LEARNING EXCHANGE MARKETPLACE

(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.

+ + + + + + + + +

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

+ + + + + + + + +

Download The Design Packet For Creating Your Own Learning Exchange Marketplace

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

colabs-organizational-design-session

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

 

 

 

 

 

 

 

 

 

 

.

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

MarCom as a Bridging Agent to Healthy Companies and Society?

WHAT IS MARCOM AND HOW IS IT CHANGING?

OLD DEFINITION: (wikipedia)

Marcom is targeted interaction with customers and prospects using one or more media, such as direct mail, newspapers and magazines, television, radio, billboards, telemarketing, and the Internet. A marketing communications campaign may use a single approach, but more frequently combines several.

NEW DEFINITION: (vic’s)

Marcom is a complex set of interactions that uses a variety of mediums to share a message, which attracts interest and builds awareness through meaningful interactions and conversations.

.

PARADIGM SHIFT:

* The basis for MarCom today is connection and meaning, not presentation and message.
* To establish market presence, MarCom must learn to be present with its market.
* This can be done by shifting its perspectives …

FROM capturing an audience TO unfolding community engagement

FROM presenting elevator pitches TO building a story to tell

FROM one directional advertising TO interactive conversations

FROM posting social media content TO finding meaningful social context

FROM creating brand recognition TO aligning with revealed identification

FROM developing targeted markets TO delivering personalized value

FROM structured communications TO fluid shared knowledge

FROM mono-static presentations TO multidimensional dynamic information

FROM isolated media teams TO integrated communities of practice

.

CHANGING THE MARCOM MINDSET

MarCom experts today are no longer just those who are savvy in marketing techniques and communication infrastructures. They must also be aligned with how to enable meaning and metaphor from message, as well. This can not be done in the traditional way. Instead, they must be liaisons between people, not just ideas, as well as artists of the message that is based on a collective morphing of insights that emerge through shared conversation.

A MarCom agent must now also be able to connect deeply into the engagements of company and customer, where open inquiry and questions, not surveys and assessments, are primary tools for becoming informed of both customer need and company capability. Through ongoing engagements, meaningfulness emerges, creating the link between business opportunity and customer selection and satisfaction.

As a result, I believe that the old advertising agency, which is still afixed in our minds when thinking about ‘Marketing and Communications’ (MarCom), is evolving into a vehicle for healthy transformation and change beyond self representation. Thus making room for a world-wide awakening within corporate, company, and organizational, business systems.

Kinda cool right? What do you think?

 

Occupy Movement’s Underlying Purpose

Occupy’s presence is felt to this day. Seeds that were planted years ago have been germinating, and now breaking ground.

bean-seeds_shutterstock_57850783

The reason no one could get their arms around the Occupy movement is because it was of principle, not of policy, and not yet a way of practice. Principle is highly intentional and not always tangible in its early stages. When principle moves into action, it looks like an early practicing community.

If we look at systems that are fixed inherently within human(e) discourse, there are those that act in PRACTICE (communities), others by defining POLICY and rules (government), and others guided by PRINCIPLE (emergent organizing structures like the Occupy Movement).

*Principle groups are a bit futuristic, presenting what needs to happen (intentional vision, where we are headed).
*Policy is of the past, it keeps culture in place based on what has happened (lessons learned; where we come from).
*Practice is the activity that we monitor between the two – A feedback that signals when it’s time to realign our principles with practice.

Government will try to rule over principle making groups, attempting to rein them back into the order it oversees. This is it’s job and purpose. However, when the policy making part of this system goes rogue, and thinks it leads over principle, and no longer recognizes its purpose to regulate between principle and practice, it then fails to serve its purpose. At this time, it signals the overall system that it’s time to change our governing body.

The outcome of Occupy is what the signaled us to this occurring. Flagging a time for not just realignment, but systemic change. Including a replacement of the existing governing body.

Watch presentation by Chris Hedges in Seattle Town Hall Meeting about his encouragement on generating the first peaceful revolution as the only way out of humanity’s predicament.

Read recent article called “Occupy Just Won“, which triggered my thoughts herein my post.

Read more on a framework for comprehending applied change.

Collaboration By Design: The Missing Link

Have you ever noticed how video ratings get very close but rarely hit “5” as an average? Well, these 3 videos hit that big ‘5’ rating, with the first two presently around a million views, and the third ‘hugs’ video having over 57 million. Why do these videos have such huge ratings and viewings? I propose an answer:

In these views videos, our humanity is spoken to. Not our processes, or our procedures, or someone’s organizational goals or strategic plans. But instead, these videos move us at the deepest core of our human nature.

1-The Gift of an Ordinary Day

2-Helsinki Complaints Choir

3-Free Hugs Campaign

I bring this forward because I believe that our discussions and planning about collaboration, and innovation, and the future, and ‘changing normal’, are not spiced with enough of a very essential ingredient, which is this: We are each passionate, passionate people simply awaiting to be amazed by the next moment of ‘awe’ that comes with a sunrise. Each of us – no matter what our situation, crisis, gain, loss, have, or have-not – is deeply in love with life. I guess what I’m asking here is that you watch these 3 videos and allow yourself to ‘fall in love’. Allow yourself to feel the welling of your own emotions as they arise within you. And then, THEN let us ask as a collective: What is collaboration and innovation? What is community? And, why in the world are we wanting to ‘change normal’?


In Spirit,
Vic Desotelle

Fractal Scaling Social Innovation – Alignment with Fractal Brain Studies

The Fractal Nature of Nature

There has been talk within my Facebook ‘Social Innovation’ groups to figure out a way to scale it for growth. I proposed that we can not apply the same methods to social innovation as we have for all our other forms of innovation, as that would backlash and bring down the potential breakthroughs that SI are beginning to tap into.

The idea of ‘fractal scaling’ popped out of my brain and I’ve decided to pursue a study of its potential for us to transform our thinking and actions around social innovation. Sometimes doors open when you put a stake in the ground: Last night I finally watched a presentation that I’ve been wanting to get to forever called “2012 & the Fractal Brain Theory” where neuroscience thinker, Wai H. Tsang presents a revolutionary Fractal Theory of Brain, Mind & Consciousness that could fundamentally alter the course of human(e) progress. This is holy grail stuff.

In the video, Wai correlates new research on the brain that shows how its complexity emerges from fundamental simplicity and links it to fractal math, then eloquently takes the whole subject into a journey of spiritual awareness! Excellent. These are the kinds of people out there that I want to hang with, as his synthesis speaks of a new paradigm that is founded in ancient truths … fractal.

Moving Back into the Sacred

From this work, I believe that we will find the scaling of anything (everything?) may end up correlating with Fractal Brain Theory. If we are to innovate ourselves out of the destructive box we’re in, we will have to paradoxically enter deep into ourselves – only to find that we ‘are’ the Universe.

Sound familiar? God is within us? All is one? And all that sort? Now our technology has reached a point in its fronteer that suggest undeniable connections between spirituality and science. A sort of bounded ball of inter-twine.

The outcome is revering our creation of technology as a Sacred Act. What would our world be like from this frame of mind? How wonderful. From this work, I propose that a model of ‘fractal’ scaling for social innovation may be just what the doctor ordered, and will emerge a few of us addressing what is being presented in Wai’s video below.

It seems that complexity truly is the offspring of simplicity. And from simplicity, breeds complexity. The fractal cycle of matter, and ‘what’ matters, in this world. The future of innovation and our social wellbeing will be founded upon this universal condition.

2012 & the Fractal Brain Theory from Paradigm Shift Productions Ltd on Vimeo

The Dirty Little Secret About Sustainability

With all the growing commitment to green, is sustainability actually happening?  

quick_draw_rattle_shake_by_blackrhinoranger-d6qkqhlAs an advocate for sustainability for many years, I sincerely want to know what you think. My goal here is to rattle things up a bit. To shake and stir us sustainability advocates into sharing what I believe is a silent voice regarding its future. 

On our way to where? …

Consider the statistics in the video presentation and then please share with me – Are we on our way toward sustainability? Maybe the survey statistics are not correct – that 2/3’s of all CEO surveyed don’t see today’s sustainability efforts as solving the growing problems we face.

He mentions incremental vs transformational change …

So far, it seems we are spending most our time with ‘incremental’ rather than ‘transformational’. These are very different animals; are they not? Why would one work and the other fail?

Social and environmental systems should be showing more signs of improvement … 

Yet the crisis in both cases is still getting worse.  Are we at a place along this journey where we need to reconsider that SUSTAINABILITY MAY NOT BE ON THE RIGHT PATH? 

Maybe it’s time we touch on truths that we do not wish to address … 

Uncomfortable as it may be, are we denying what is really happening and avoiding looking at the bigger picture? How can we bring these statistics to the front of the room and talk about fears we have about our ongoing efforts? How do we step up to a deeper level of responsibility regarding our direction?

From my view, it’s time we shake out the dirty little secret about sustainability (as stated in the video) and rattle things up a bit as a collective.

Please share your thoughts … 

What do you have to say about what is said in the video? Might you be in agreement with my own conclusion, that sustainability is failing? Or not? If no, tell me why. If yes, what do we need to do to turn things around?

The Notion of Right and Wrong … is Wrong

The primary principle of innovation is this. It is being able to consider and change our ‘notions’; our so-called facts of our experiences; our factual claims; into something new that goes beyond our own individual reality. The statement of this work is at the foundation of collaboration and discovery. He speaks of science and the evolution of values. Excellent.

Watch this video …

Lossy vs Efficient Organizations – How to Design a Sustainable Supply Chain Management System

My recent insight on Sustainable Supply Chain Management System design … Lossy vs efficient organizations – how to design a ‘sustainable’ supply chain management (scm) system

sustainability in supply chain management is optimized by measuring the lossiness cause by reflective coefficients at the sources and sinks of each learning node (suppler/vendor) in the chain. This refers to both informational and material flows. Thus, when the reflective coefficients are high, much loss occurs in the transfer of energy (product/services) process.

This generates a highly inefficient system and utilizes more resources, times, and people – thereby money; than a system that has been optimized at each supplier connection point with the goal of minimizing resistance and maximizing flux of information. The higher the flux (meaning bidirectional flow of information so that it is received and absorbed or assimilated), the lower the cost factors in product/service creation, is involved.

In a closed loop supply chain system (for example see the metabolic closed loop system diagram) each point of technology/materials transfer become an increasing way to build sustainability into the supply chain. this generates, not only a cleaner product generator through the network (chain), it also non-linearly reduces the costs involved – after an initial startup cost factor to break through the existing system’s resistance (otherwise known as momentum).

By defining reflective coefficient models as result of source/sink information and materials flow ratios, the evolution of a supply chain can be monitored, measured, and melded into an optimized performance system that directly affects world sustainability.

Sustainable Supply Chain Management System

copyright vic desotelle vicdesotelle.com

comments from drew:  drew goodwin: just read  your piece….. good stuff overall….. devil in the details….. precisely what has to be measured?  and how ? ….. cool thing is that if you can figure out a way to measure “inefficiency ” then you have a metric that can be monitored for improvement over time….. providing a benchmark to substantiate claims of gain/loss…. also, would be nice to specify and quantify those data (the “flux”) that are necessary and sufficient for efficient supply chain management……

Alice’s Mirror and the Great White Elephant

A story of conflict and healing in human interaction & collaboration

With compassion in his voice, he said (something like) you can be too sensitive. The energy with it was almost as if the conflict was not that big of a deal, and more in your mind; as if it wasn’t real enough. Since there are some similarities between you and me in the area of ‘sensitive’: Do you think we are too sensitive? In what ways? How might we blow things up bigger than they really are? Or how much of this is others projecting the unseen ‘white elephants’ that arise in the room and shoving them onto our backs? Hec, I usually just want to return her to her herd.

It’s hard giving up something that one likes, but I’ve been here before and things don’t change, so I end up alone – either while in the group, or because I feel a need to choose a lesser of two evils, to leave the group. Usually it’s about this white elephant that no one will acknowledge. I love the white elephant. It’s a misunderstood soft but wounded feminine energy that this elephant represents … And it’s a dark feminine energy that rides her. Ahhhh, there’s the conflict.

And this elephant just wants the weight off her back. She just wants to play (participate) and be reclaimed/accepted by her community, but is guided by the reins of her unconscious master. I wonder where her herd is that she longs for? And where does the rider belong; certainly not on this white elephants back.

Somehow she keeps getting lost in the safari, or is it abandoned?, misguided?, forced to leave? (by others, by self?) In that vulnerable place she is bridled. Or when lost on her own, the poor animal gets surrounded by a mash-up of uninitiated bulls that have clustered together from other elephant tribes. Desperate to claim their masculine nature, but un-fathered – their energy is abusive, manipulative, and of war.

If you look closely, you will see a few unusual elephant warriors that seem to be of this turbulent tribe, but are merely seekers who journeyed into the group as they crossed paths. Afraid of this stranger, they know not who the real leader is, and project their dark masculine force in all directions, suppressing the needed insight that arises, seen in reflection through the new one’s presence. Then, when the dark feminine rider smells this musk energy on the rise, she pulls on the reins of her white elephant and leads it into the culminating battle. The pubescent masculine force becomes a gathering of wimps, confused by the intertwined light and dark feminine that overpowers with rage, killing the masculine acts.

In rage, the rider and elephant reach the looking glass. Wonder if the white elephant can see her own reflection in Alice’s mirror? No. She can not see herself. But the rider does. Although it’s too late, as the white elephant stampedes through (rather than step into) the mirror, and shatters it. Too late now for reflection. The rider bleeds to death as the bulls stand silently, and ignorantly helpless; longing and waiting for silence to return.

Ongoing emergent metaphors and questions arise that I’d like to dialog with you about, maybe next time we talk. The story is not clean nor perfectly clear, yet helps me to express my sense of it all better than a summary or review. And it holds its own healing for me, as I weave myth and act into a story to share – a potent potion that helps to return a realm of self and group identity that’s too often hidden – lost within the human psyche.

WHAT COMES UP FOR YOU ABOUT YOUR OWN ‘REAL’ INTERACTIONS WITH OTHERS WHEN YOU READ THIS STORY?

For more experimental information/notes on the subject of human interaction and collaboration,
go to http://tinyurl.com/FractalContinuums

Vic Desotelle

For Those Who Stand in the Arena of Change

May 2014 be the year when the men and women of ‘the arena’ (see below) come together to share our triumphs and struggles, and to celebrate the making of a world that works for all. I wish a to extend to each of you who stand in this very special place, a joyful and transformative New Year.

+++

THE MAN IN THE ARENA by Theodore Roosevelt

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

 

Ethics To Innovation Workshops

Preparing Your Enterprise for an Emerging Global Ethic

Email Vic To Learn More About Onsite and Online Workshops at Your Company

ethicstoinnovationFrom Ethics To Innovation

I have been been training businesses and educational institutions using a unique approach to ethics management. Our ‘Right vs Right’ workshop has been taught at UC Santa Cruz’s Leadership and Management Programs. By incorporating our workshop managers gain a deeper understanding of ethics’ role in their workplace. They also gain essential leadership tools for creating and sustaining a healthy company.

Organizational Ethics – A Conceptual Overview

Today’s troubling business climate requires that organizations have a thorough understanding of ethics so that appropriate decisions can be made when dilemmas arise. But ethics management consists of more than knowing what to do once a problem arises. Appropriate ethical action can only be applied when company managers are committed to leading from an ethical rightness based on values, not just the law. A broader education on ethics can help to reduce legal action by teaching managers how to make clear decisions early in the process.

principlepracticepolicy
Click pic for more on principle practice policy

1PRINCIPLE – 2PRACTICE – 3POLICY  and   4PEOPLE – 5PROFIT – 6PLANET

These ethical concepts for company managers to comprehend:

  1. Know why doing the right thing is important as a principle.
  2. Know how to incorporate ethics as part of a daily decision-making practice.
  3. Know what the legal responsibilities of corporate and government policy.

Knowing the ‘why, ‘how’, and ‘what’ of ethics allows managers to:

  • Intuitively respond to principle needs of involved stakeholders [the why].
  • Rationally apply legal policy-correctness to ethical circumstances [the what].
  • Exercise ethics as part of making quality day-to-day decisions, such as hiring employees, or determining the appropriateness of new technologies [the how].

Join our ethical business community at Entrepreneurs for a Better World.

definingmomentsrightvsrightethicsRight vs Right – Ethics for Managers

Based on the book ‘Defining Moments‘ by Joseph Badaracco

Workshop 1

Description:

Ever find yourself choosing between corporate and personal values? What process do you employ to approach ethical problems? This interactive workshop will explore ethical decision-making through the views of Joseph Badaracco’s book “Defining Moments”. Multiple perspectives from great thinkers including Aristotle, Machiavelli, and William James will be considered. Participants will learn to make ethical decisions by asking a series of ‘right-versus-right’ (rather than right vs wrong) questions aimed at clarifying ethical dilemmas and making better strategic decisions.

This workshop will help you determine what can be done when ethical activity is in question.

Managers will learn how to:

  • Explore what can be done when confronted with an ethical dilemma.
  • Determine how to make ethical decisions using a non-judgmental, collaborative process.
  • View ethical decision-making from multiple perspectives.

This ‘Right vs Right’ workshop will help your organization be more successful by helping its people make better day-to-day. Whether you are part of a large or small organization, the success of your business now requires that decisions be made based on a larger perspective.

The ‘Right vs. Right’ concept for decision-making will help to:

  1. REVEAL basic values and ethical beliefs held by managers that may be keeping your organization from realizing its optimal place within the global market.
  2. STRENGTHEN managers commitments to the organization and to doing the right thing.
  3. SHAPE their personal character to better match the needs of company stakeholders. As the character of management shifts, so will the character of your organization.

‘Right vs. Right’ practices will help to define a more strategic enterprise that is aligned with today’s global society.

 

ethicalonionThe Ethical Onion

Ethics are based in personal and collective values, which are buried at the center of the organization.

Outer Skin: Ethical Policy of the Organization relating to Customer and Supply Chain Relations
Inner Layers
: Manager Awareness of Values and Applied Practices
At the Core
: Underlying Cultural Belief Systems & Mythical Assumptions.

conversationcafeCorporate Ethics – A Company Conversation

Workshop 2

Description:

I also offer facilitated cafe conversations and other collaborative design solutions relating to ethics through DiscoveryColabs.com. Shift your company’s orientation from ‘passively listening to a presentation’ to ‘actively engaging in a conversation. An organization’s commitment to ethics provides value beyond simply getting employees to do the right thing. By engaging in ethical conversations, a company actually opens doors to new forms of innovation at all levels of the enterprise – from hiring quality staff, to producing better products and services.

The conversation will be focused on three primary influences upon organizational ethics: principles, practices, and policies. We will discuss personal understandings of these terms, how they relate to ethical activity within companies, and how both corporate and individual values play a role in building a balanced ethical practice within enterprise and its implications on innovation.

Ask me for a copy of  my ethics conversation slides and conversation table cards.

Review more of my articles on the link between values, ethics, and leadership.

+ + +

Email Vic To Learn More About
Onsite and Online Workshops at Your Company

Social Innovation in Action: Vic Applies for the Bucky Fuller Design Challenge Award

InGENuity Vision And Guiding PrinciplesBuckyFuller Design Science Challenge:

How to shift innovation’s intent from creating intellectual widgets to forming intelligent societies.

I want to share that last week I applied for the Bucky Fuller Challenge Award. Hoping you will wish the inGENuity team and me lots of luck. Learn more at links to the story below. Vic 🙂
.
.
.
.

Days of the “Sage on Stage” are Over

Experiment: A test was given to physics students all over the world. Results showed that students only comprehend 14% more its basic concepts over a quarter.

Outcome: Listening someone to talk is not an effective way for humans to learn. However, if small group discussions are used to learn the same material, it was found that comprehension gains triple by the end of a semester.

The days of the ‘sage on stage’ are over. It is no longer enough to just have information. Teachers today have to be facilitators of a process that enables their students to self-learn through interactive conversations and activity. This is what I like to call “Collaborative Design”. Listen to this great interview from NPR news on how our antiquated lecture framework, an educational model that’s been used for centuries, is no longer enough.

Ecological Design Principles

Principles of Ecology
From the Center for Ecoliteracy (By Fritjof Capra)

1-Networks
*Interdependence, Diversity, and Complexity*

The members of an ecosystem are interconnected in a vast network of relationships in which all life processes are interdependent and achieve stability through a diversity of linkages.

2-Boundaries
*Scale and Limits*

At all scales of nature, we find living systems nesting within other living systems, each within its own boundary and limits.

3-Cycles
*Recycling of Resources and Partnership*

The interactions among members of an ecological community involve the exchange of resources in continual cycles so that all waste is recycled through pervasive cooperation and countless forms of partnership: on the planetary scale, each of the elements vital for life goes through a closed loop of cyclic changes.

4-Flow Through
*Energy and Resources*

The constant flow of solar energy sustains life and drives ecological cycles, all organisms feed on flows of energy and resources, each species producing output that is food for other organisms.

5-Development
*Succession and Coevolution*

The unfolding of life, manifesting as development and learning at the individual level and as evolution at the species level, involves an interplay of creativity and mutal adaptation in which organisms and environment coevolve.

6-Dynamic Balance
*Self-Organization, Flexibility, Stability, and Sustainability

All ecological cycles act as feedback loops so the ecological community regulates and organizes itself, maintaining a state of dynamic balance characterized by continual fluctuations.

Going Beyond the Idea of ‘Conscious Capitalism’

Conscious-CapitalismThe following are my comments to an associate who went to the ‘Conscious Capitalism’ conference.

I anticipated when I reviewed Gil’s notes from the ‘Conscious Capitalism’ Conference, that I would be brought into a state of aggravation. Expecting that the language would point to the same old talk about doing good business, while actually covering up that its not doing ‘good’. BUT, I was pleasantly surprised! I’m so relieved, and quite jazzed, about seeing signs of real change, captured within key phrases that were noted. A shift in the integrity of mind and heart about business and the model of capitalism.

His notes suggest to me that, just maybe, we are finally around the knee of the wake up curve, where many of the speakers seemed to be recognizing the need for a different kind of change in business, that so far has merely been rearranging the deck chairs on the Titanic.

monsterteethWithin the language of his notes, there are signals of a readiness to alter our formula for what business is, how we do it, and why … what it’s real purpose is. While moving away from concepts that have merely cloaked more of the same destructive activity that continues to occur.

I will also be so bold (dare I say?) that I was relieved not to see the word used that has represented a mission we have all adored as our savior for so many years – ‘sustainability’. LOL! Suggesting to me we have to go beyond what it represents in order to achieve it.

Finally, to also see that people were questioning even the conference theme itself (as in the last note) by stating: “Does the phrase ‘conscious capitalism’ further instill the corporation with misplaced personhood?” This is where I hope to see a powerful generative conversation to emerge. Because behind its teeth are answers we’ve been seeking.