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. 


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

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

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

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


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

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

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



Silence is a cancer that grows – from enslaved thinking.

No more silence.

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

What do you have to say?!

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

Let nothing get in the way of speaking up now!

What do you know? What do you feel?

What is deep in you screaming to get out?

What do you have to say?!

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

Speak it now. Allow someone to hear you.

Speak it now!

Concentrix Management: How To Cross Pollinate Innovation Teams

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

We are each at the center of our own Universe.

How does yours relate to mine?

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


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

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

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

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


CM Fundamental Architecture



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



Formulating group alignment flow-structures : 

Social Innovation:

A Three Phase Transformation Process

Collaborative Design:

Methods for Developing Social Capital


principlepracticepolicyCombining integrity flow principles : 

Principle Practice Policy




Fundamental Strategy Developments

1- CM provides method for delegation of responsibilities

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

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

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

5- An info-structure based on communication

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

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

8- Description of an RTC Free Agent

9- Allow agreement

10- Whole-part-whole cycles of a meeting

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

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

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

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

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

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

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

18- Board’s responsibility/role

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

20- Multi-centered organization

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

22- Simplest form of company (internal community)

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

24- Simplest form of stakeholder relations (external relations)

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

Concentrix Management and Collaboration Structures
(Items in the Package)

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

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

– COMMUNICATIONS: people responsibility connection map/matrix

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

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

– Individual Sphere meetings use Learning Circle process diagram

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


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

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

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

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

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

-Organizational charting

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

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

Keys to concentrix management strategy development:

how to create a learning exchange marketplace (dynamic process)

organizational geometries (dynamic structure) [a future study]


Collaboration structures often used (4 primary types)


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

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

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

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



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


A Six-Point Architecture For Mapping Next-Generation Innovation

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

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

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

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

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

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

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

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



Extended Definitions

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

Changing Normal: Wisdom-based Societies in the Making


Click Here To Join The Changing Normal Meetup Group.


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


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

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

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


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

Linking Cultural Misfits with Changing Normal

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

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



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

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

social innovation, collaborative design, design ecology



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!

Sustainable Innovation Is Impossible Under Today’s Monetary System

Knowledge is power. Truth in Knowledge is Transformative. 

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

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

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

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

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

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

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

The History of Money

The Money Masters


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

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


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

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


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


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

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


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


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

The Money Masters Series

The Secret of Oz (sequel)

Money as Debt Series 

Comprehending Money’s Value and Amounts

David Graeber, DEBT: The First 5,000 Years

America From Freedom To Fascism

The producer was murdered after he made this film

Ethos: A powerful new political documentary


97% Owned – Economic Truth documentary

Enough is Enough

All Wars are Bankers’ Wars


Review these other money articles:

The Global 1%: Exposing the Transnational Ruling Class

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

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

Collaboration in Context of the Big Shift

On Collaboration

This article by 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


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(by Discovery Fuel)

Download The Design Packet For Creating Your Own Learning Exchange Marketplace

Learning Exchange – SCHEDULE

(3 1/2 hour evening sample)

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

Learning Exchange – PROCESS

1. Write Down Session Proposals

2. Questions are as Appropriate as Answers

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

5. Combine Proposals, Negotiate Times

6. Period A Sessions Begin, Take Notes

7. Integrate Notes into One Report

8. Period B Sessions Begin, Keep a Log

9. Integrate Notes into One Report

10. Note Sessions A and B may be Merged

11. Group Reporting of Sessions Begins

12. Bulletin Board To Post Ideas, Notices

13. Info Exchange meetings are bi-weekly.

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

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

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

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

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

· Stay focused on topic

· One person talking at a time

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

· Listen with empathy, suspend judgment

· Encourage & build on the wild ideas of others.

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

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Download The Design Packet For Creating Your Own Learning Exchange Marketplace

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












Growth Myth: How Sustainability is Linked to Poor Economic Design

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

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

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

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

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

Vic Desotelle

MarCom as a Bridging Agent to Healthy Companies and Society?


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.


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.



* 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



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.


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.

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?

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……

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.”


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 🙂

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.

Innovation is a misrepresented characterization of humanity's creative process.

Innovation is a misrepresented characterization of humanity’s creative process. It is too often used to describe the entire process of manifestation. Actually, INNOVATION is sandwiched between INSPIRATION and INVENTION. This more (w)holistically describes a full creative cycle.

More . . .

If I Wanted America To Fail: Positioning Humanity’s Future

Notice! : I recently received negative feedback on this article. People are particially reading it, then watching the video, and assuming that I am advocating for right wing politics, which is not at all the point of my article. So, as you read, watch for the fears as they arise in your mind. Read with a discerning eye and ask yourself – what is the point of this article? 

I watched this video today and found myself whirling in passion, anger, confusion, and drive, which compelled my to write. Please watch this video ‘first’, then read my article, and please share your thoughts with me in the comments box. I find the underlying topic of the video (i.e. not the subjects of the video themselves) to be a source of volatility and danger. Yet as well, vitality and nourishment are contained therein that can help us become empowered to direct what our future is to become.

This video is an emotionally drawing, well synthesized, manipulation of content that both inspires and conspires. Very well done. It is an excellent piece to bring into conversation for ‘The Next Edge’, ‘ConversationCafe.org’, and similar groups.

The video directs watchers toward a toll on the bridge, where humanity has staged a stand-off between ‘knowledge and intent’, and ‘values and value’. It is mixed with both wrong and right points that influence the watcher’s mind, depending on which side of the bridge you start from.

To take messages like this ‘as-is’ and attempt to stand for your view through reason is suicide. But to collaboratively play with the video’s nuances can help to realize new forms of awareness that become a foundation for humanity’s crossing into our future. A forecast that, by design, does not force individuals to take a stand, but to instead freely cross destiny’s bridge to address our fate together.

I encourage those who come to this grand dialog to not distain nor proclaim the video’s message as ‘reasonable’. Do not take a stand. Rather, become a watcher of what emerges from within a rich non-defensive dialog about the subjects this video brings front-and-center. Allow the unfolding of unexpected answers to happen – those that can only be realized from within a collaborative generative conversation. A gathering where the badges of ‘expert’ and ‘authority’ are left at the gate. Allow its content to guide us (rather than collide us) toward destiny’s call.

Let us use information, such as what is described in this video, to move ourselves from the dangers of positioning an ’emergency’ into a place of ’emergence’, where wonder and creativity (not just rationality and fact) are the foundations for shaping our future.

Moving from Thinking to Action – The Fears and Myths that Bind Us (part 1)

Transformation or Collapse?

Many of us sense that humanity is a a place of act now or die – no exaggeration. Yet, not much change seems to be happening, especially in human behavior.

There seems to be incredible unconscious fears about acting on ideas, and even more about the future that is ours … Just better not to think about that part. Thinking is wonderful, but if it just stays in the mind, nothing new gets created. And I’m not sure that thought is the way out of our misbehavior in a world that is asking for a reunification of its wholeness.

‘Failure’ too is another show stopper. It is so voodoo in most cultures that it freezes people from action, and increases the thinking – It’s safer there. Even the responsibility of success is scary because of the confusion that comes up when we think of having to do the work; for no pay typically. How would we survive?

The essence of personal sustainability emerges in this space and is not being addressed in traditional organizations – even the ones who are attempting to apply sustainability in terms of technical developments. There also seems to be a fear of abandonment and being shamed if acting on their out-of-the-box, culturally unaccepted ideas. I speak from my own experiences here, but this has not stopped me from trying. Not one bit. But I’ll admit it has put me into a horrible place in life, with no ability to make ends meet financially, loss of friends and family, inability to find meaningful work, isolation, and so on. I guess their fears are valid.

Yet: Where are the new heroes going to emerge? I have felt for sometime that the new hero is not “a” hero, but a collective “heronis”. This is my word for a collaborative form of heroism that arises through the integrity of collaborative design. Strangely, very few seem to know how to do this thing called ‘collaboration’ and fall into the trap of linear structured methods of development that depends on singular forms of leadership – truly old paradigm, but still viscerally real in our existing world.

This way of organizing worked in the past, but now it only sets up false expectations based on the idea of a ‘savior’, an idea that is so prominent in all human cultures. The savior mythology for leadership needs to pass out of our consciousness so that a new myth can emerge – a global mythology that reshapes the role of leadership from having power ‘over’ people into power ‘to’ people. Myth is where the unseen directives that influence a society’s way of being come from, and is where we will need to go – if we want to see real change.

More on this is coming – how to move from thinking to action, and how our fears and myths blind and bind us. I plan to move this discussion into the realm of ‘values’ – those tangible tidbits that are visible when a culture’s underlying story (its mythology) expresses itself. They are the bridge from the conscious to unconscious, and have a big role in limiting the emergence of a new creation myth by entangling our abilities to manifest an evolved shared humanity. Vic D. 🙂

A Practical Theory On Leadership & Collaboration – ‘The Shirtless Dancing Guy’

I got this video off of Charles Lemos’ site and was referred to it by Ben Roberts’ Facebook conversation. Derek Sivers gave this presentation at the TED Conference this week and got a standing ovation. It’s pretty brilliant in its takeaway. The video below is a healthy perspective on the collective’s role in leadership, especially the ‘first follower’. Watch how this natural form of taking the lead seeds the beginning of collaboration.

Here’s the transcript, with bold notes made by Charles. Thanks to Charles and Derik. 

If you’ve learned a lot about leadership and making a movement, then let’s watch a movement happen, start to finish, in under 3 minutes, and dissect some lessons:

A leader needs the guts to stand alone and look ridiculous. But what he’s doing is so simple, it’s almost instructional. This is key. You must be easy to follow!

Now comes the first follower with a crucial role: he publicly shows everyone how to follow. Notice the leader embraces him as an equal, so it’s not about the leader anymore – it’s about them, plural. Notice he’s calling to his friends to join in. It takes guts to be a first follower! You stand out and brave ridicule, yourself. Being a first follower is an under-appreciated form of leadership. The first follower transforms a lone nut into a leader. If the leader is the flint, the first follower is the spark that makes the fire.

The 2nd follower is a turning point: it’s proof the first has done well. Now it’s not a lone nut, and it’s not two nuts. Three is a crowd and a crowd is news.

A movement must be public. Make sure outsiders see more than just the leader. Everyone needs to see the followers, because new followers emulate followers – not the leader.

Now here come 2 more, then 3 more. Now we’ve got momentum. This is the tipping point! Now we’ve got a movement!

As more people jump in, it’s no longer risky. If they were on the fence before, there’s no reason not to join now. They won’t be ridiculed, they won’t stand out, and they will be part of the in-crowd, if they hurry. Over the next minute you’ll see the rest who prefer to be part of the crowd, because eventually they’d be ridiculed for not joining.

And ladies and gentlemen that is how a movement is made! Let’s recap what we learned:

If you are a version of the shirtless dancing guy, all alone, remember the importance of nurturing your first few followers as equals, making everything clearly about the movement, not you.

Be public. Be easy to follow!

But the biggest lesson here – did you catch it?

Leadership is over-glorified.

Yes it started with the shirtless guy, and he’ll get all the credit, but you saw what really happened:

It was the first follower that transformed a lone nut into a leader.

There is no movement without the first follower.

We’re told we all need to be leaders, but that would be really ineffective.

The best way to make a movement, if you really care, is to courageously follow and show others how to follow.

When you find a lone nut doing something great, have the guts to be the first person to stand up and join in.

Be a follower, join a movement. That’s how change happens.

Fukushima Radiation and the End of Life as We Know It

OMG … What have we done to ourselves and our children’s future?!

Most of us think the nightmare of Fukushima’s nuclear power towers is over, but it has only just begun. Do not feed your family Pacific Ocean fish, ever again.

The blindness of our so-called intelligent experts, and the complacency of us as citizens, has now placed humanity in an accelerated breakdown of the planet’s life system. And it is continuing to get worse. Only this time it is affecting not just the environment, but us as well – Human Beings DIRECTLY. Scientists are warning the greatest risk to humanity, right now today, is coming from Fukushima’s fuel pools

Even with the Fukushima nightmare happening, are you aware of how many more nuclear plants are being readied for development right now? Why, after a series of major incidents over the years, do we still continue to allow nuclear energy? Feel the fear of our foolishness – Feel it to your core. Because the upwelling of that fear may be the only thing that can enable us to act out against the horror of nuclear energy. With tears in my eyes I ask you to read more on the data being gathered. Here is a list of 28 signs that prove the U.S. West Coast is getting radiated.

Watch the videos below. You have every right to feel terrified as you watch. Let that fear help us to act on what we can today, not tomorrow. Although it may already be too late for us and for many generations to come, please take the initiative to act. Find ways to STOP putting any more radiation into our world. 


Peter Senge on Education, Learning, and Humanity’s Future

How do we tie our children’s learning to the world at large? It’s time to rethink, not just what we are teaching are kids, as the information is old and too often wrong. But also, we need to redo HOW we are teaching them. Our children are way ahead of the system that is trying to teach them. Peter Senge’s video will help you open to some possibilities. Possibilities that have to go beyond conversations and into generative action and change. We start with the children to teach ‘ourselves’ how to learn to change our adult ways, which are inherently unsustainable. Senge addresses a corporate audience regarding the issues at stake that reinforce our need to change what and how way we learn. Start the change of your own learning process now, by having a family chat around the dinner table tonight, and a discussion at your next work meeting regarding the issues addressed in these videos.

Schools Should Teach The Way Children Learn

I love this article from the S.F. Chronicle. It will make you rethink your beliefs around technology’s role in teaching and how we humans tend to learn. Read up. (Click on the article image to enlarge it)

Use your mouse to click, hold, drag, zoom, autoplay, and control the presentation below.