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

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.

Click here to view the embedded video.

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.

I’ve just been declared ‘critically in-sane’ by the authorities.

So you can disavow anything I say or do, as it is merely a fig-newton of my delirious irrational in-sanity-iation. You can visit me. I’ll be in padded cell # 13 talking through steel-secured cement walls to other cuckoo’s who got nested here before me. You know – the ones society locks up because they are nut cases, insane, crazy, out of touch with reality? Good thing too. This place helps to keep us nut jobs off the streets so that truly sane people can be in authority and do the great work they are doing, without a bunch of dimmed light bulbs like us getting in their way.

How hard it must be for our authorities to have cultural misfits like me hanging around them.

Well, the nice people here, the ones that wear those neat little white suits, have helped me to understand that my ’bouts of speaking truth is too painful to hear. It hurts them and I must stop. I’m really trying to stop. And my visions; seeing things and all – they are wrong, dangerous, and bad. My actions have been hurting all those good people who are running our society. I’m so sorry to have hindered their way. They are so smart and intelligent and compassionate and right. How could I have done what I did, and said what i said to them? I must be truly mad. It’s good that I’m put away now.

Funny how in-sane I’ve become over time.

I can see my craziness when I talk to my cuckoo friends in here, because they make more sense to me than the people outside. Can you imagine thinking this way? I know, probably not. That’s why I’ve been told I need a lot of help. I get scared when they tell me these things and I have to take more pills. Sure is a good thing for the medicine though. It keeps me calm and helps me to realize there is nothing I can do and that it’s alright. Everything is okay.

I see now that it’s a good thing they’ve locked us all up, cause who knows what we might have done with our feelings-of-grandeur! All those attempts to save the world, and my sick desire to change normalcy. Geeez. The world is just fine, so what was I thinking?! Can you imagine what might have happened if I were still on the streets?! OMG!

And there are so many more of me out there that will be in here soon.

I welcome your company. It’s okay. Let them bring you in to get better with me. I guess we will have to have a lot more of these places built because it seems to be like a virus or disease or something. More and more people are going crazy, just like me. I hope they find a cure for it soon.

Well, I’ve been cured and saved from my turmoil. I’m happy now.

Visiting hours end at 5pm sharp, so I can receive my pharma-cocktail, which I very much look forward to. Please don’t let them take that away. You can send me an email from my blog site here – at least until they take it down. Good thing too, because there is a lot of whacked out stuff I said on here. And the videos? – do NOT watch any of them. The things I was learning from them are very very bad.

Well, it’s cocktail time so I’m signing off now.

Sincerely from a critically in-sane person.

Vic D.

Suggestion: Consider ChangingNormal.com, an early online community that is championing the change of what we call “normal” (or in – sane).

Do you know what plutonium is? Do you know that it’s leaking into the Pacific? Do you what this means? And here we are, watching CNN journalists argue about who’s got the bigger balls to be president? LOL!

You’re right: It’s not funny. Because the game is over and nobody knows it. Everyone is still playing as if time had not run out. But it has. It reminds me of the truth that the movie “The Matrix” revealed. Our lives are apparently a great big lie; a dream that we don’t know we are dreaming. Time to wake up to the truth of what’s happening, don’t you think? Watch Nobel Prize winner Dr. Helen Caldicott’s video below called “What We Learned From Fukushima”.

Don’t you get it?

The dark genie is now out of its bottle. The wild woo-ly beast – a creature from our worst nightmares, is free. The seers death card has been played. Plutonium has over a 26,000 year half life, and right now it’s particles are filling our skies, leaching our waters, and contaminating our soils, poisoning the entire food change of life. And do you realize that no one knows how to filter out all this radiation, let alone where to put it if they could? Meanwhile, this Pluto-creature is insatiably eating any living flesh it touches. It’s happening RIGHT NOW. Millions of us are being eaten alive in this moment, and we don’t even know it.

So much for innovation.

Want to be remembered for an innovation that saved humanity? Best get started. Forget that great new app or awesome widget that will make you a million dollars, because you life span has been so shortened at this point that you won’t be here to spend it. Instead show the world some real innovation by figuring out how to stop the madness and find a way to get the dark genie back into its bottle. Maybe the next great idea is not an app or  device but is instead a way to passify humanity’s devisive nature. The mothers of invention, named Problem and Crisis, have never screamed so loud for their new borns.

Sustainability? – What a joke.

Oh, and for this whole sustainability movement: Give me a break. How arrogant can we be, while pushing chairs around on the deck of the Titanic. What a joke the whole sustainability movement is. A complete failure. Worst part is, we actually had the know-how and technology to avoid this insane suicide. But now, the only green we can talk about for the rest of our very shortened life spans is the green that is coming from a very sustainable pile of glowing dead flesh, effectively lighting up the planet. Guess this is one thing we can brag about: In a sick sort of way, our energy and environmental problems have be solved!

Look – It’s too late.

Why bother at this point? Really. It is too late. Game over. End of story. Might as well go play with your children for the short time we have left. Watch them drink their last few glasses of radiation-enriched Kool-aid, knowing from here on that we will be watching our families die slow, horrific, painful deaths.

Without most of us even knowing that we’ve asked a question that has provided us an answer – a solution has appeared in an unexpected way. Done from inside our ridiculous problem-solving philosophy (which by the way ‘is’ the actual problem), one of humanity’s greatest problems is now declared solved. Guess we got what we asked for. Next question please?

+ + +

Watch Nobel Prize winner Dr. Helen Caldicott:
What We Learned From Fukushima (April 2, 2012)

Few people know that the Pacific Northwest got whacked hard by fallout from the Fukushima disaster with radiation rates hundreds of thousands of times higher than normal background radiation.  The damage from this is not something that the corporate media or the government is talking about.  It mysteriously disappeared from the radar almost immediately.  Dr. Caldicott referred to this as a process of “cover-up and psychic numbing.”  Looks like it may be working.  The Nuclear Regulatory Commission just approved two new nuclear power plants this week (4/2/12) in South Carolina in addition to the two approved earlier this year in Georgia. Dr. Caldicott talks about the dangers and hidden costs of nuclear power then tells the awful truth in minute detail about the actual scale of the Fukushima disaster and compares it to the nuclear disasters of Chernobyl and Three Mile Island.  Recent studies estimated that a million people have died so far from Chernobyl. Dr. Helen Caldicott is a physician, Nobel Peace Prize winner, noted author, anti-nuclear power advocate and has founded numerous national and international groups which oppose nuclear power & weapons, including Physicians for Social Responsibility. See also: www.helencaldicott.com

Do you know?

What comes to mind?

++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++++

DANGER!!!
Platitude beasties in the area

…. When something ‘new’ needs to be said ….
Watch out for the Platitude beasties hiding behind rocks!

DEFINITION

platitude |ˈplatiˌt(y)oōd|
noun
a remark or statement, esp. one with a moral content,
that has been used too often to be interesting or thoughtful : she began uttering liberal platitudes.

• the quality of being dull, ordinary, or trite :
educators willing to violate the bounds of platitude.
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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

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… DRAFT (under construction)

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.

copyright
vic desotelle
vicdesotelle.com

comments from drew:

[03/31/12] 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 bench mark to substantiate claims of gain/loss…. also, would be nice to specify and quanitify those data (the “flux”) that are necesssary and sifficient for efficient supply chain management……

Authentic Leadership Coaching Is For …

Coaches, Executives, Managers, & Those in Life Transition

The professional coaching process is not what it once was. It’s purpose and intent is changing. Your own leadership abilities will improve and become more meaningful to you -and others- once you revisit the notion of coaching itself. When you work with me, you will find that your own values, identity, and sense of authenticity will be considered based on a non-formula approach to the coaching process.

To understand what it means to be a leader today, we must consider being coached away from traditional methods.

Why? Because each one of us is unique. And too often that one-of-a-kind identity does not get to reveal itself through traditional coaching methods. Leadership consulting and coaching process formulas only work to a point. Then what? How do we address you – that part of your personality that does not just have goals, strategies, and tasks to perform more efficiently. These are only on the surface of our inner personal truths, which are the TRUE DRIVERS OF THE CHOICES WE MAKE IN LIFE. This is what authenticity really is. Once revealed the whole world looks different. How you act and make choices will change. You – in your full authentic self – will actually become a more balanced self-realized leader of others. All of which comes from revealing your authentic place inside.

My approach to Leadership Development is different

There is a difference between leading and leadership; between directing as a manager and managing as a mentor. There is also a difference between practicing formulated exercises to create personal change, and experiencing deep transformational change through self awareness.

Leadership Ecology suggests that a person’s leadership qualities are transferred to another through a shared awakening process.

This is done by first empowering yourself as a leader in your own right based on your interests, capabilities, and passions to realize your unique authentic identity. Instead of your leadership being placed upon another by ‘leading the charge’, you rather consciously follow and look for opportunities to ‘catalyze the charge’. By following team members and watching for their own ‘yellow brick road’, you inject power into the group’s journey, one individual at a time – starting with yourself. In other words, you evolve an Ecology of Leadership (read this article) by positioning yourself to see others, rather than them seeing you. Thus, my coaching approach is somewhat opposite of run-of-the-mill coaching. It comes more from a place of ‘guiding’ than it does from a traditional ‘leading’ coaching perspective.

Find the Authentic Leader Inside Yourself

… Start Here

1. Learn more about this perspective by reading my blog article on Authentic Leadership.

2. Review client praise for my work, personal integrity, and coaching and facilitation skills.

3. Contact me Vic Desotelle, by email or phone (831) 454-8046 for a no-obligation inquiry together.

FIRST COACHING SESSION IS FREE
Consider working with me online – It works great.

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Learn how to facilitate more powerful, generative meetings using this collaborative design process.

The following will guide you through the creation of your own Colabs™, meetings, or gatherings.

Save money and learn to do it yourself by using this outline to move things along. If needed, we can help you get started with a couple hours of time to coach you along.

Benefits of running your own Colab™

• 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.

What is a Colab™?

A Colab is a facilitated group experience specifically designed to create the necessary conditions for intensively creative and productive activity.

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.

The Primary Ingredients in a 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. Knowledge 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.

CoLab™ Deliverables

To 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 to run your own meetings this way.

Contact Vic by email for more information.

Start Your Own GREEN Company!

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

THIS WORKSHOP SERIES IF FOR:

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

A Sustainable Business Planning Workshop Series

Turn Your Green Ideas Into A Real Sustainable Company!

• Got a great idea but missing certain business know-how pieces to make it happen?

• Would you like to tap into a network of skilled, green, socially-minded entrepreneurs?

• Want to turn the bad economy into an opportunity to start your own successful green business?

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

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

During this ONLINE business planning series you will:

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

Sessions Overview

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

PART I – INTRODUCTION & COMPUTER READINESS

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

PART II – BUSINESS BASICS

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

PART III – DESIGN YOUR COMPANY

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

Review my Sustainable Business Planning Guide (under construction).

How long do you want to sit on your dreams?

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

Contact Vic by email for more information.

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

From 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.

STOP! ... don't do it!

The 6P’s of Organizational and Global Ethical Influence are:

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.

Right 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.

Balancing my right with your right

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.

Download Right vs Right workshop slides

Moving through the layers of the ethical onion

A Company’s 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.

Conversation cafe's bring the humaneness back into the picture of company ethics and sense of right, as well as individual morality and belief systems.

Corporate Ethics – A Company Conversation

Workshop 2

Description:

I also offer facilitated cafe conversations relating to ethics. 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.

Download ethics conversation slides and conversation table cards.

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Join an Ethical Green Business Community at Entrepreneurs for a Better World.

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

]]> http://vicdesotelle.com/2012/03/01/ethics-to-innovation-workshops/feed/ 0 http://vicdesotelle.com/2012/01/24/moving-from-thinking-to-action-the-fears-and-myths-that-bind-us-part-1/ http://vicdesotelle.com/2012/01/24/moving-from-thinking-to-action-the-fears-and-myths-that-bind-us-part-1/#comments Tue, 24 Jan 2012 19:20:01 +0000 VicDesotelle http://vicdesotelle.com/?p=7355 more »]]> 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 later on this, and how to move from thinking to action, as well as how our fears and myths blind us 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.

Systems View of Life Video (click pic)

Biomimicry Video (click pic)

Watch these videos on a Systems View of Life and Biomimicry. Then review these thought-provoking guidelines, including a set of Sustainability Principles and Concepts for Sustainable Design, to get a flavor for how brand new (w)holistically-conceived frameworks are changing the way we innovate, design, and shape our world.

Regen/Restore Commerce Loop

The basic premise asserts that, to design well, you must start with the WHOLE SYSTEM (see these extended definitions 1, 2, 3), which in practical terms needs be several orders of magnitude larger in scope than the specific system being designed (see Bucky Fuller principles). In other words, sustainable innovation is the process whereby the connections between the structure being designed, related processes, and the patterns which emerge, are recognized and intentionally ‘hooked up’ into closed loop systems that ultimately create a growing capacity of knowledge capital using a simple interdependent system that is based on an ‘ecology of design‘. True innovation taps into emergent properties that are latent within all systems, which is literally one vast inexhaustible resource, a closed loop metabolic system that’s available to all humanity for creating and sustaining a livable future.

Metabolic Material Design Loops (click pic for larger view)

A common example of sustainable innovation in practice is stakeholder involvement in the solving of complex organizational problems. In this case, even though the stakeholders may not have a completely vested interest in the immediate success of the organization, or even specific decision making authority, they are nonetheless significant due to their potential impacts, whether positive or negative. It is this ‘impact potential’ that signals the necessity for recognizing interconnected links between the components of the system being developed, and then using that awareness to inform all organizational design decisions. This collaborative design effort is what Discovery Fuel’s Colabs™ are all about.

From Fractured-Parts To Fractal-Wholes

Another example is Nature; which is truly a whole system; an ecosystem, that is tightly integrated into one global unit which carries unique varieties of form within an enmeshed network of fractal wholes. An economy, a family, a company, a community, etc., can also be viewed as whole systems. A whole system view would include all the factors involved by examining how they relate to each other and how they work together as a whole. To deal with a whole system, we can not leave anything out as irrelevant.

Note that intuition (or gut sense) is an important “rationale” to be included in whole system design process. A convergence of both scientific (rational) and artistic (irrational, or intuitive) approaches are necessary to become aware of the “whole system”, as well as material and spiritual needs, small as well as big, what we think AND FEEL, and what we perceive as well as what we imagine as we build a world of communities that is generative rather than destructive.

Using principles of sustainability as a catalyst, Discovery Fuel’s primary objective is to help your company realize deeper forms of collaborative, sustained INNOVATION. We seek to work with your whole organization – the “whole system,” while considering the inter-dependencies of factors that influence an innovative outcome. To do this, we look beyond environmental conditions to a blend of economic viability, ecological stewardship, and social equity (known as the triple bottom line – also see matrix. We consider how individual values become a valued product or service, how your organization learns, and what drives healthy decision-making guided by a values process.

Triple Bottom Line Symbol (click pic)

This defines a deeper nature of “sustainability” using a tri-lens (ecology-economy-equity) to view the outcome (see triple bottom line economics). Ultimately, this is about realizing new forms of sustainable innovation. And sustainable reporting is becoming the primary driving force behind business growth, technology inception, global community development, and the creation of a regenerative commerce system.

For more information, see innovation mapping and the sustainable innovation paradox.

Contact Vic Desotelle directly for a conversation.

A Shift …

1:  A Shift From Single -> To Triple Bottom Line Management

Developing Evolved Organizing STRUCTURES

2:  A Shift From Building Mechanistic Systems -> To Growing Living Wholes

Advancing Technological PATTERNS

3:  A Shift From Linear Sequencing -> To Nonlinear Cyclic Closed Loops

An Integration of Value-Web PROCESSES

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DiscoveryFuel.com’s long term objective is to create a global network of innovation learning centers. Each interdependent center will incubate innovative technologies and companies that can work for a our emerging globally conscious community.

The concept, known as ‘Regenerative Commerce‘, will act as an integrating framework for incorporating principles of sustainable innovation for the realization of business products and services that work for a post-industrial society.

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RELATED CONCEPTS

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1- Sustainable Design Techniques
Closed Loop Systems * 7e’s of Strategic Innovation * 7 Elements of New Enterprise * Sustainable Innovation Defined

2- Development Principles for Metabolic Growth
Biomimicry * Ecological Systems * Knowledge Capacity * The Natural Step * Permaculture * BauBiologie

3- Knowledge Distribution Methodologies
Triple Bottom LIne Matrix * EcoManagement * Innovation Mapping

4- Regional Design & Dialogue Frameworks
Tri-Cellular Communities Model * Conversation Word Map * World Dialogue Experiment on Change & Myth

5- Sustainable Enterprise
Ethics & Ethics to Innovation * Values Considerations * Innovation vs Invention * Technology Council * Sustainable Business Planning Guide

6- Networked Communications Modeling
Concentrix Management For Group Design * Collaborative Learning Exchange Markets * Community Domains For Culturally Creative Design

3P's of community design; click pic for more

Creating Sustainable Society Based on Conscious Design

In the near future, the PRINCIPLE-PRACTICE-POLICY model ( 1 * 2 * 3 * 4 * 5) will be integrated into the Regenerative Commerce (RegenCom) concept.

Here, the policy body acts as a ‘governor’ that monitors the effectiveness of pre-determined guiding principles via the principle body, and provides feedback to the overall system so that adjustments can be made as the chosenb principles play out in a practical way within the practicing body.

What is missing in today’s model for community design and development, based on this 3P’s model?

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What are you’re thoughts? Blog me below, or contact me directly at RegenCom@DiscoveryFuel.com, or join me and others in collaboratively designing and applying this concept by going to the Regenerative Commerce collaboration wiki (This is a new effort and I need and want your help!).

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The idea of the ‘smart’ super hero is on top for 2012. Leading the pack on this theme is a movie called “The Hunger Game”, which I believe exemplifies the state of our society. I was intrigued how exhilarating it was, just watching the preview. I don’t think I’m alone, as this surge within me is collective. Plans for this movie becoming a mega-block buster suggests it’s story is addressing a rising desire within us. Some are aware of it, but most of us are not.

There is a growing edge of discomfort occurring world-wide, and I believe that it is crucial to keep an eye on emerging mythical stories that are being told in film and other medium. For it provides us with a crystal ball that reveals an emerging future. Watch how movies are talked about at  home, at work, and on political stages. Look for changes in the myths that are told. How is the super hero’s story changing and why? And how does it reflect real world circumstances?. Listen to NPR’s news brief on the relationship between movies, super heroes, and myth.

How To Become An Authentic Leader

Click here to view the embedded video.

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We are each at the centers of our own Universe. How does yours relate to mine?
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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.

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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).

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

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Concentrix Management Outline
Putting Collaborative Ideas Into Action:
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A Guide tool for generating collaborative corporate principles, strategy, and realizing integration of the <a href=”http://discoveryfuel.ning.com/forum/topics/a-domains-overview-for”>Community Domains</a>.

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Collaboration structures (4 types)
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Type 1: <a href=”http://www.conversationcafe.org/How%20a%20cafe%20works.htm”>CONVERSATION CAFES</a>
Conversations done irregularly (1 to 2 month window), for individuals … company staff &amp; 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: <a href=”http://discoveryfuel.com/team-facilitation-workshops/”>COLLABORATORIES</a> (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: <a href=”http://en.wikipedia.org/wiki/Charrette”>CHARRETTE</a> 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]

<p style=”text-align: left;”><img src=”http://api.ning.com/files/HbIzS18n1KqsKW6-BPOJrKGSntL9uy*DHbOBgZiYQNKJw7TDD2zg17Wb3IvMz1xk2UGT75qcc485FRF0cbzooTLtg-eigrG4/CMcrosspollearning.jpg” alt=”" width=”850″ height=”1168″/></p>

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Fundamental Strategy Developments
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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-Fluencial Resources (input &amp; output)

4- Method(s) for reporting: (i.e. communication to other stake holder 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 <a href=”http://www.google.com/intl/en/options/”>Google Groups, Sites, and Docs</a> 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 -&gt; first layer 12 -&gt; 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

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Concentrix Management and Collaboration Structures
(Items in the Package)
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- 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

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Keys to concentrix management strategy development:

- learning exchange markets how to create a learning exchange marketplace (dynamic process)
- organizational geometries (dynamic structure) [a future study]

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NOTES …

<p>I was reading my LinkedIn Groups this morning and came across Mike Smith&rsquo;s &lsquo;Life Back West&rsquo; thoughts on people, teams, organizations, effectiveness and success (thanks Mike!). Now, it may seem that I jump around here a bit, so buckle your seat belt and see if you can stay with me on this …</p> <p>So, after reading his short blurb on leadership that caught my eye, I went to Mike&rsquo;s blog planning to oppose what I anticipated would be a description of an old belief system that suggests, if we are professional, our feelings are to be suppressed in the workplace. Instead, Mike described how his young son has inspired his professional nature to include expression, compassion, and emotion. Having a young boy myself, I can totally relate to how he and I allow each other space for emotional expression. But then, why is it that we are not allowed too much expression at work without being sited as a problem?</p> <p>It seems that our society has become afraid of our own human-ness. Have we lost our sense of how to be with each other in the messiness of our humanity? For me, today&rsquo;s sorely needed emerging leaders can not be likened anymore to the stoic guy on a horse riding off into the sunset after he single-handedly saves the town from Godzilla. Why? Because this guy (usually someone we all aspire to be) rarely shows the kind of emotion that allows for collective transformation. Rather he tends to be about eliminating a problem, along with the people that go with it.</p> <p>What if instead, we began to choose our leaders based (in part) on how well they have learned to express their emotional selves and how well they are exemplars for others by the way they share the messy parts of their humanity and also be able to hold it for others? I propose that we dare ourselves to allow messiness in the workplace by helping to teach and &ldquo;lead&rdquo; groups through spells of negative emotion. Rather than try to find ways to avoid or expel it. Note the key piece here is how to teach groups or teams to hold individuals in their time of need, rather than expecting the so-called leader to do it alone. This is known as collective leadership and I believe that gold can be found within the mines (minds) of our organizations that will generate amazing new forms of innovation. Why? Because the form and function of innovation becomes an expression of&nbsp; the group or company who created it.</p> <p>I think <a href=”http://www.youtube.com/watch?v=r3wyCxHtGd0&amp;eurl=http://discoveryfuel.com/team-building-leadership/a-twist-on-the-idea-of-professionalism-in-leadership/” target=”_blank”><object width=”425″ height=”344″><param name=”movie” value=”http://www.youtube.com/v/r3wyCxHtGd0&hl=en&fs=1&”></param><param name=”allowFullScreen” value=”true”></param><param name=”allowscriptaccess” value=”always”></param><embed src=”http://www.youtube.com/v/r3wyCxHtGd0&hl=en&fs=1&” type=”application/x-shockwave-flash” allowscriptaccess=”always” allowfullscreen=”true” width=”425″ height=”344″></embed></object>Daniel Goleman&rsquo;s talk on TED</a> points to this evolved form of leadership that I speak of. And it often starts with what he called a &lsquo;human moment&rsquo;, which are the times when we are paying full attention to the person(s) we are with. Additionally, he suggests that there is zero correlation between intelligence and the awareness of another (compassion). Yet we hire our leaders and managers almost completely based on their level of intelligence and rarely rate them based on their ability to express, show compassion, or hold a group through troubling periods. Why is that? Interesting to me is that he also correlates the rapid growth of information to compassion. And it makes sense! This begins to define a true ecology of thought and being and I feel that this is where we are headed – a collaboration of relationships that connect as we become more present moment to moment in our lives. Now, this is a bit of a paradox because our increased access to information so often pulls us away from being present with another, right? Well, both are happening. Now, I am aware that my writing is moving in a number of directions, but hang in there with me.</p> <p>I am trying to suggest an <strong>ecology of leadership </strong>and the relationships and awareness that make this up. And that the meaning of &lsquo;professionalism&rsquo; is morphing into something completely different. In ecological terms, this means that even the idea of &ldquo;the leader&rdquo; is old, and that we instead need to consider the possibility of what a collective leadership would look like and how this carried into group dynamics can help to generate a deeper form of authenticity within ourselves and our companies.</p> <p>I plan to write about this later on in my blogging. But for now, let us all &ldquo;re&rdquo;consider and discuss what it means to be a &ldquo;professional&rdquo;, and also reconsider what kind of &ldquo;leadership&rdquo; we really need in this new interconnected world of ours.</p> 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Learn more about the author, Vic Desotelle.

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.