tag:blogger.com,1999:blog-4401826328875684202024-03-18T23:15:40.594-05:00Life Sustaining OrganizationsThis blog explores a range of topics, issues, people, and organizations of all sorts related to the design, development, management and leadership of work organizations that love their people and seek to live in harmony with nature.Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.comBlogger49125tag:blogger.com,1999:blog-440182632887568420.post-67835140409339408132015-04-09T17:12:00.000-05:002015-04-10T11:48:19.910-05:00What Do We Mean by Organizational Learning<div dir="ltr" style="text-align: left;" trbidi="on">
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<b><span style="font-family: "Helvetica Neue"; font-size: 14.0pt; mso-bidi-font-size: 18.0pt; mso-fareast-font-family: "Times New Roman";">What Do We Mean by Organizational Learning?<o:p></o:p></span></b></div>
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There are, of course, many commentaries
and books written on exactly this subject; so, I do not consider mine to be
definitive in any way.<span style="mso-spacerun: yes;"> </span>But, I want to
address seven subjects that have been on my mind me regarding the field:<o:p></o:p></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The exhausting thrill of multiple perspectives<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in; mso-list: l12 level1 lfo2; tab-stops: list .5in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->A simple model of learning<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in; mso-list: l12 level1 lfo2; tab-stops: list .5in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The centrality of feedback and the forces that
oppose it<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in; mso-list: l12 level1 lfo2; tab-stops: list .5in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">4.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The power of vision and hope<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in; mso-list: l12 level1 lfo2; tab-stops: list .5in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">5.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The complexity introduced by various units of
analysis<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in; mso-list: l12 level1 lfo2; tab-stops: list .5in; text-indent: -.25in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">6.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Whole system sight<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">7.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Post-materialism and the future of Organizational
Learning<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<b><i>The Exhausting Thrill of Multiple
Perspectives<o:p></o:p></i></b></div>
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It is a gross understatement to describe
organizational learning is an interdisciplinary field.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
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When I file my yearly tax return, my
accountant regularly complains about the items I include as business expenses
that enhance my practice:<o:p></o:p></div>
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<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjyQKxeiQ6kIkOQ27YURPJmyXAsqxT9sfUtMkt7wH38YC_X7s1FKBilAvpdfRNO0vtNOHpDrUlG8GIvVLU6rwi5_M_h2YE7svkqhmhwdyBoc_s_3hyphenhyphen68KpJ4Pzvt23jTBBU2_2zxD0dbJY/s1600/The+Matrix.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjyQKxeiQ6kIkOQ27YURPJmyXAsqxT9sfUtMkt7wH38YC_X7s1FKBilAvpdfRNO0vtNOHpDrUlG8GIvVLU6rwi5_M_h2YE7svkqhmhwdyBoc_s_3hyphenhyphen68KpJ4Pzvt23jTBBU2_2zxD0dbJY/s1600/The+Matrix.jpg" height="133" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Neo and Trinity</td></tr>
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CPA: How could going to see first run <i>The
Matrix </i>possibly be a business expense?!<o:p></o:p></div>
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MS: Well, it<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s got a lot of
great stuff about futurism which is always great to talk about with clients. It
presents an incredible hero myth in the person of Neo and his crew, which is
key to understanding what it takes to be a leader. It<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s got betrayal
because one of the team members doesn<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t get his needs met, which points up
the need for better recruitment processes and the criticality of getting to
know your teammates.<span style="mso-spacerun: yes;"> </span>I could go on.<o:p></o:p></div>
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CPA: Okay, okay.<span style="mso-spacerun: yes;"> </span>But Keanu Reeves, I mean, come on!<o:p></o:p></div>
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MS: Actually, he<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s quite good in the
role, and both he and Carrie-Anne Moss kill in leather!<o:p></o:p></div>
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The way I look at it, virtually
anything and everything is grist for the mill of organizational learning. OL is
a field of boundless curiosity about socio-technical systems. The hard
sciences, the social sciences, management science, the <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>dismal science<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"> </span>of
economics, the humanities, architecture, urban planning, ethnic studies, poly
sci, philosophy<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">…</span>.you got an <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>-ology<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span>,
there<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s a role for it to play in that beautiful and somewhat
chaotic field of OL!<o:p></o:p></div>
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And that is totally as it should be!
Let 3,863,452 flowers bloom! The disciplines that contribute to the
understanding of how and what those human systems called organizations learn
are probably as multifaceted as the human project itself. Even though there are
a number of commonalities and essential patterns to organizational life, (e.g.,
gathering inputs, through-putting input, and outputting product and services),
there have been all kinds of systems over the course of human history, and they
have done a heck of a lot of different things.<span style="mso-spacerun: yes;">
</span><o:p></o:p></div>
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<span style="mso-spacerun: yes;"><br /></span></div>
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<o:p></o:p></div>
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<span
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgxrTs012d2l05aOLkMXIpbIXMkLCL3nEpcZKa0XFHCCcWWbiDPsTOfNDhBXpFecsXEWimhaQYSD3GOe1nVZ5Gzs1epVKIz2GG2JBF8jnL-0Mp7Qpw3zThe4zmkl5Az44uKVc7R1nmDifA/s1600/Lee+Bolman.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgxrTs012d2l05aOLkMXIpbIXMkLCL3nEpcZKa0XFHCCcWWbiDPsTOfNDhBXpFecsXEWimhaQYSD3GOe1nVZ5Gzs1epVKIz2GG2JBF8jnL-0Mp7Qpw3zThe4zmkl5Az44uKVc7R1nmDifA/s1600/Lee+Bolman.jpg" height="200" width="160" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Lee Bolman</td></tr>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBWyOseQvb6e0zn1Npu-gTNVarI_Qc8DwNvt-t1SBBz4hp1Cr7MMXjU0E4ZpL1SxaAfaVI3CjDuO25NGrKW5ttxXDnsnI331a3dp9ppVd5cpq5Idz8oUtRArg3MDtZ-0JwfEY5ZHbbcJw/s1600/Peter+Senge.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhBWyOseQvb6e0zn1Npu-gTNVarI_Qc8DwNvt-t1SBBz4hp1Cr7MMXjU0E4ZpL1SxaAfaVI3CjDuO25NGrKW5ttxXDnsnI331a3dp9ppVd5cpq5Idz8oUtRArg3MDtZ-0JwfEY5ZHbbcJw/s1600/Peter+Senge.jpg" height="133" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Peter Senge</td></tr>
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</v:shape><![endif]--><!--[if !vml]-->Specialization does
present a problem to the field, however. It is relatively easy to find plenty
to do in a relatively small cubbyhole and end up thinking that you<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>ve
found the magic key to the kingdom of deep understanding of everything.<span style="mso-spacerun: yes;"> </span>Nobody since Leonardo has gotten to take that
big a bite of the Tree of Knowledge.<span style="mso-spacerun: yes;">
</span>Thought leaders like Peter Senge, Lee Bolman and Terry Deal have done a
big favor to the field by classifying various sorts of inquiries into
categories that help us orient our research and our work as practitioners. <i>Reframing
Organizations, The Fifth Discipline </i>and <i>The Fifth Discipline Fieldbook </i>are
something guides that everyone should pack before lighting out into the OL
territory. Without a map of the whole, it<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s pretty easy to
get lost in the particulars.<span style="mso-spacerun: yes;"> </span>(You might
want to bring a copy of Peter Drucker<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s <i>Management </i>along too.)<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<b><i>A Simple Model of Learning<o:p></o:p></i></b></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXsLui50u9rCGgg4CpHuuCaPDyFWALaSvX4S_NTbjFcvBpqtO6QPYATf9i09QbiJGJ0FrOKcSV2u4tYGZp_XmAqsIIxJzgFUnnylxKj3IdQ3LFCK_c5S43WZyMQfgz5LpBVVlOhQ_7gnQ/s1600/PastedGraphic-1.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhXsLui50u9rCGgg4CpHuuCaPDyFWALaSvX4S_NTbjFcvBpqtO6QPYATf9i09QbiJGJ0FrOKcSV2u4tYGZp_XmAqsIIxJzgFUnnylxKj3IdQ3LFCK_c5S43WZyMQfgz5LpBVVlOhQ_7gnQ/s1600/PastedGraphic-1.png" /></a>Given the number of tributaries feeding
into the sea of organizational learning, it does seem to me that those of us
attempting to set a course ought to be able to describe what we mean by OL in
pretty straightforward terms.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
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<span style="mso-spacerun: yes;"><br /></span></div>
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<p class=Body align=center style='text-align:center'>
<span
style='font-size:9.0pt'>Peter Senge</span></p>
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<br />
<div class="Body" style="margin-right: .5in;">
The framework developed by Don Sch<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">ö</span>n
and Chris Argyris in their masterwork, <i>Organizational Learning: A Theory of
Action Perspective, </i>has served me well.<span style="mso-spacerun: yes;">
</span>They looked at learning as an perpetual cycle of action.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
</div>
<div class="Body" style="margin-right: .5in;">
<div class="separator" style="clear: both; text-align: center;">
<a href="webkit-fake-url://3e22b178-07f9-4dc2-90a3-9a250963f934/application.pdf" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><span style="font-family: Symbol; font-size: 5.5pt; text-align: left; text-indent: -0.25in;">Þ<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><i style="text-align: left; text-indent: -0.25in;"><b>Discover</b></i><span style="text-align: left; text-indent: -0.25in;"> where learning needs to
occur.</span><span style="text-align: left; text-indent: -0.25in;"> </span><span style="text-align: left; text-indent: -0.25in;">The need could be simple [How to redraw
a graphic for a training program to make it more understandable] or
overwhelming [How bringing about an end to war]..</span></a></div>
</div>
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<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 5.5pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><i style="mso-bidi-font-style: normal;"><b>I<span style="mso-bidi-font-style: italic;">nvent</span></b></i>
an experiment that might respond to the need that<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s been discovered.<span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 5.5pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><i><b>Produce</b></i>
and test the experiment in circumstances where it will have results.<span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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</div>
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgNHV9P4dvO16PDGaB8fRJyTl-RzupXYRIGayGpfv48M4VeUzvrlzKkIw5xIcrAp8OOV8l2vW-QvZ5DTpyZ7eRrhEDu1BGRYLyjrl4wfzOG6jlWf_mAJDo0zbMdxKn-o_rd5vtvmI5EKIk/s1600/Chris+Argyris.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgNHV9P4dvO16PDGaB8fRJyTl-RzupXYRIGayGpfv48M4VeUzvrlzKkIw5xIcrAp8OOV8l2vW-QvZ5DTpyZ7eRrhEDu1BGRYLyjrl4wfzOG6jlWf_mAJDo0zbMdxKn-o_rd5vtvmI5EKIk/s1600/Chris+Argyris.jpg" height="200" title="" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Chris Argyris</td></tr>
</tbody></table>
<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 5.5pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]--><i style="mso-bidi-font-style: normal;"><b>Generalize</b></i> the results to extract
learnings that can be applied in a range of circumstances: Was it easier or
harder to use the training exercise after redrawing the graphic? Did
disarmament make war less likely? <span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: Symbol; font-size: 5.5pt; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";"> </span></span></span><!--[endif]-->Completing
the loop, generalization leads to new discoveries.<span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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There are wheels within wheels in this
learning cycle. The more one engages in each of these practices the better one
gets at it. <span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiw4EQM8y2uDa8R1zmHxZstNp2vCGGKLDOyKYd025ZHL9BZJN_29h-QmoTqv9rgCxCjJWzM7ScVmzmDMk4gcKG5QEIQyIQcxmhEXuT7YeVQ9ohvwps-wAdbwpILxaunx7a5L0-pI0LRBiw/s1600/Don+Scho%CC%88n.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiw4EQM8y2uDa8R1zmHxZstNp2vCGGKLDOyKYd025ZHL9BZJN_29h-QmoTqv9rgCxCjJWzM7ScVmzmDMk4gcKG5QEIQyIQcxmhEXuT7YeVQ9ohvwps-wAdbwpILxaunx7a5L0-pI0LRBiw/s1600/Don+Scho%CC%88n.jpg" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Don Schön</td></tr>
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Organizational learning in Argyris and
Sch<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">ö</span>n<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s framework, results from people
skilled in <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>collaborative inquiry<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span>, i.e., the ability
to know less and listen more especially when dealing with emotional stressful
topics surrounded by ambiguity.<span style="mso-spacerun: yes;">
</span>Collaborative inquiry comes from consistent and intentional attention to
the Discover <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">—</span>> Invent <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">—</span>> Produce <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">—</span>> Generalize
learning cycle.<span style="mso-spacerun: yes;"> </span>The more widely this
competency is distributed among the actors in a system, the greater the
organizational learning. <span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="mso-ascii-font-family: Helvetica; mso-ascii-theme-font: major-latin; mso-hansi-font-family: Helvetica; mso-hansi-theme-font: major-latin;">The point: it is useful to see learning as a
cyclical process. To paraphrase an old dictum, even if practice in learning doesn’t
make perfect, paying close attention to your practice moves actors and
organizations in that direction. </span><a href="http://en.wikipedia.org/wiki/Gregory_Bateson"><span class="Hyperlink0"><span style="mso-ascii-font-family: Helvetica; mso-ascii-theme-font: major-latin; mso-hansi-font-family: Helvetica; mso-hansi-theme-font: major-latin;">Gregory
Bateson</span></span></a><span style="mso-ascii-font-family: Helvetica; mso-ascii-theme-font: major-latin; mso-hansi-font-family: Helvetica; mso-hansi-theme-font: major-latin;"> referred to this sort of learning from practice as
“deutero-learning”. <span class="Hyperlink0"><span style="mso-spacerun: yes;"> </span>By that he meant</span> learning what the
context is within which one is acting so that one is able to act in an
increasingly more effective fashion. Bateson uses a trained porpoise that comes
to understand his wider context as an example. At first, the porpoise learns
that responding to a whistle in a water tank will result in getting fed a fish.
But, then, the porpoise discovers that there is no whistle, and flaps his tail
in annoyance and a bit of confusion.<span style="mso-spacerun: yes;">
</span>And, lo and behold, this results in getting fed. Then, the porpoise
comes to see that neither responding to a whistle nor flapping a tail will
necessarily result in getting fed, but other, new behaviors will. And,
ultimately, the porpoise realizes that it’s not a specific behavior that will
result in getting fed but behavior that neither the trainer nor the audience
has ever seen before that results in the reward. Innovation is rewarded.<span style="mso-spacerun: yes;"> </span>The porpoise has “learned to learn”.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></div>
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Children go through deutero-learning within
the context of their family.<span style="mso-spacerun: yes;"> </span>They learn
what the culture of the family is and what it expects of them. <span style="mso-spacerun: yes;"> </span>In some families, the children are supposed to
be funny, and the more inventive the humor is supposed to be in a family, the
more a child is likely to become a comedian or to suffer insecurity because he
or she didn<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t pass the family<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s test.<span style="mso-spacerun: yes;"> </span>In other families, children are expected to
be physically adventurous, and, if they<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>re not, they<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>re disdained.<span style="mso-spacerun: yes;"> </span>In some, the context that must be understood
is about religiosity.<span style="mso-spacerun: yes;"> </span>And so on.<span style="font-size: x-small;"><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftn1" name="_ftnref1" style="mso-footnote-id: ftn1;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="color: black; font-family: Helvetica; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: "Arial Unicode MS"; mso-bidi-language: AR-SA; mso-fareast-font-family: "Arial Unicode MS"; mso-fareast-language: EN-US; mso-hansi-font-family: "Arial Unicode MS";">[1]</span></span><!--[endif]--></span></span></a><span style="mso-spacerun: yes;"> </span></span><o:p></o:p></div>
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Organizations face a similar sort of
contextual learning challenge, and the more they become a recognizable brand,
the greater the learning requirements:<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="4" src="PicExportError" width="4" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Apple is known to be a highly innovative
company. It goes through one quarter where it doesn<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t introduce a new product
and the price of its stock falls 25%.<span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="4" src="PicExportError" width="4" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Greenpeace has earned a reputation as an
aggressive defender of the environment. When the organization implements some
numbskulls idea of <a href="https://news.vice.com/article/drone-footage-shows-extent-of-damage-from-greenpeace-stunt-at-nazca-lines"><span class="Hyperlink0">trampling all over the Plains of Nazca</span></a> in as a
massive ad for the organization, its supporters are horrified and its
detractors delighted.<span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="4" src="PicExportError" width="4" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Coke wants to be seen as a fun drink, but it<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s
becoming clear that sugary sodas are a primary contributor to <a href="http://drhyman.com/blog/2013/02/15/how-diet-soda-makes-you-fat-and-other-food-and-diet-industry-secrets/#close"><span class="Hyperlink0">increasing rates of diabetes and obesity</span></a>.<span style="mso-spacerun: yes;"> </span>Not fun. <span style="font-size: 5.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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In each of these instances (and in
countless others) the context demands that the organization understand and
respond to requirements that may be ambiguous, hard to determine, and rapidly
changing.<o:p></o:p></div>
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Organizations and systems of all sorts
must contend with contextual requirements as well.<span style="mso-spacerun: yes;"> </span>The United States advertises itself as the <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>land
of the free and the home of the brave.<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"> </span>Inspiring words that leave the country
susceptible to derision whenever it doesn<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t live up to its
high sounding principles.<span style="mso-spacerun: yes;"> </span>China<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s
Communist Party presents itself as the <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>vanguard of the proletariat<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span>,
but it looks pretty ridiculous when the top 1% of the vanguard turn out to be <a href="http://www.nytimes.com/2012/10/26/business/global/family-of-wen-jiabao-holds-a-hidden-fortune-in-china.html"><span class="Hyperlink0">exceedingly corrupt.</span></a><span style="mso-spacerun: yes;"> </span>The bigger the game a system wants to play,
the harder the hill it has to climb.<o:p></o:p></div>
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Argyris and Sch<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">ö</span>n encourage systems
to play big games, but point out that the less a system knows about itself, the
less it studies itself, the more vulnerable it becomes to losing its way. A
family may think of itself as deeply loving, but if it doesn<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t
notice the occasions where family members aren<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t very generous or
courteous with each other, it can end up moving farther and farther away from
its ambitions for itself.<span style="mso-spacerun: yes;"> </span>Ditto for any
and every other unit of social system analysis (team, division, organization,
industry, community, etc.)<o:p></o:p></div>
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<i>Double Loop learning </i>is an
antidote to being on automatic as a system.<span style="mso-spacerun: yes;">
</span>Such learning requires the constant consideration of the why a system is
doing what it<span style="mso-hansi-font-family: Helvetica;">’</span>s doing and
reflection on how well it<span style="mso-hansi-font-family: Helvetica;">’</span>s
doing it.<span style="mso-spacerun: yes;"> </span>Here<span style="mso-hansi-font-family: Helvetica;">’</span>s a graphic from <a href="http://leadershipnow.com/"><span class="Hyperlink0"><i>LeadershipNow.com</i></span></a> on the topic:<o:p></o:p></div>
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<div class="Body" style="margin-right: .5in;">
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<div class="Body" style="margin-right: .5in;">
Single-loop learning is common.
Objectives are set and they are met or missed. Lots of common strategies
designed to improve results derive from single-loop learning.<span style="mso-spacerun: yes;"> </span>Prices are cut, expenses are cut; marketing
and R&D budgets are increased, etc.. <o:p></o:p></div>
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<br /></div>
<div class="Body" style="margin-right: .5in;">
Double-loop learning is much rarer. It
entails attention to contexts and how they are changing. For example,
globalization and the resistance to it are two of the strongest forces coursing
around the planet today. Cultures are slamming into each other. Assumptions
about how the world work and how it ought to work are under great stress. A
great deal is up for grabs. The double-loop learning agenda is full, and, yet,
it is hard to do -- both because there is so much to learn and because systems practiced
in learning are so uncommon.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div align="center" class="Body" style="margin-right: .5in; text-align: center;">
<br /></div>
<div align="center" class="Body" style="margin-right: .5in; text-align: center;">
Organizational
learning is double loop learning.<o:p></o:p></div>
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<br /></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;">The Centrality of Feedback to Double Loop
Learning</i><o:p></o:p></b></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<span style="mso-bidi-font-style: italic; mso-bidi-font-weight: bold;">An Action/Feedback cycle is the key element
distinguishing single and double loop learning but this kind of learning seems
to be relatively rare. What are the forces opposing it? To answer this, we need
to observe and analyze two feedback features of every human system: structure
and agency. <o:p></o:p></span></div>
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<br /></div>
<div class="Body" style="margin-right: .5in;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-style: italic;">Structure</span> </b>refers to the policies,
procedures, protocols and institutions that facilitate feedback. Many
organizations that systematically collect data for quality improvement and
process analysis have some of the ingredients for good feedback activities
already in place. The entire quality movement is designed and intended to
produce organizational learning.<span style="mso-spacerun: yes;"> </span>But, in
the context of Wall Street<span style="mso-hansi-font-family: Helvetica;">’</span>s
attention to quarterly earnings and the glare of media attention on organizations
that are in motion, frequently there isn<span style="mso-hansi-font-family: Helvetica;">’</span>t enough time to analyze mountains of information,
understand their meaning, assess the implications and implement change.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
For example, let<span style="mso-hansi-font-family: Helvetica;">’</span>s take the issue of privacy and social media: <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Facebook, Google, Instagram and other
outlets have repeatedly upset privacy advocates. Hell,<i> </i>Facebook was
created as a result of <a href="http://www.slashfilm.com/the-truth-behind-the-social-network/"><span class="Hyperlink1"><span style="mso-hansi-font-family: Helvetica;">Zuckerberg’s
deliberate violation of the privacy of a woman who rejected his advances</span></span></a>.<span style="mso-spacerun: yes;"> </span>All of these organizations are engaged in
probes and corrective measures regarding privacy.<span style="mso-spacerun: yes;"> </span>Google wants to provide us with street views
of every corner of the planet, no matter how remote, <i>but </i>it agrees to
blur out the faces of every person that might appear in its footage (subsequent
to a bunch of <a href="http://www.theverge.com/2013/3/12/4094522/google-settles-street-view-privacy-case-with-states-for-7-million"><span class="Hyperlink1">lawsuits</span></a>). The National Security Agency and other
intelligence organs in the US and elsewhere want access to information that
Facebook, Apple and other networks keep private, <i>but</i> the companies are
fighting tooth and nail to keep governments from gaining access that they are
or will be using for targeting advertising to their users.<span style="mso-spacerun: yes;"> </span>The situation is in flux. And yet, there is
an absence of thoughtful conversation at a mass communications level on the
dilemmas surrounding privacy. Yes, elites are engaged in these conversations at
academic centers and in thoughtful media convesations, but the billion plus
people who are using Facebook aren<span style="mso-hansi-font-family: Helvetica;">’</span>t
actually engaged in a dialog about what privacy ought to look like in the 21st
century. <o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
At present, there are no structures
that can facilitate reflection in an intentional fashion. Of course, the <span style="mso-hansi-font-family: Helvetica;">“</span>market<span style="mso-hansi-font-family: Helvetica;">” </span>is a structure, and it<span style="mso-hansi-font-family: Helvetica;">’</span>s enough for a lot of folks, but it<span style="mso-hansi-font-family: Helvetica;">s</span> not really set up to generate learning such as this. The
market is dominated by what is exciting, popular and profitable at the moment,
regardless of whether it<span style="mso-hansi-font-family: Helvetica;">’</span>s
a good idea from a longer-term perspective. <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Structures that support such learning
are difficult to imagine.<span style="mso-spacerun: yes;"> </span>Putting the
topic in a double-loop learning context, what privacy is, where is came from
and where it is going are examples of underlying assumptions that aren't really
being explored. Whether Robert Durst murdered a bunch of people and what price
he<span style="mso-hansi-font-family: Helvetica;">’</span>ll pay for it if he
did, <i>that </i>is being thoroughly explored.<span style="mso-spacerun: yes;">
</span>What act of insanity will be committed next by ISIS, <i>that </i>is
being investigated.<span style="mso-spacerun: yes;"> </span>The opinion of
anyone and everyone on the teams that will be part of the Sweet Sixteen, <i>that
</i>is the focus of a massive communication structure.<span style="mso-spacerun: yes;"> </span>Is Hillary Clinton too old to be President, <i>this
</i>inquiring minds want to know, but what is going to happen to privacy<span style="mso-hansi-font-family: Helvetica;">…</span>too complicated.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<b style="mso-bidi-font-weight: normal;"><span style="mso-bidi-font-style: italic;">Agency</span></b><i> </i>has to do with the
choices made by organizations (and the individuals and groups that act as their
representatives) regarding the content of feedback channels and how feedback is
expressed.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Unfortunately, there is a lot of data to
demonstrate that most of us tighten up and protect ourselves in emotionally
tense feedback situations.<span style="mso-spacerun: yes;"> </span>Argyris
described this communications posture as a network of automatic defensive
routines that happen beneath the level of full self-awareness. While this is
not the setting to go into great detail regarding Argyris<span style="mso-hansi-font-family: Helvetica;">’ </span>view of interpersonal and
organizational dynamics, a quote from <a href="http://www.amazon.com/Strategy-change-defensive-routines-Argyris/dp/0273023292"><span class="Hyperlink0"><i>Strategy, Change and Defensive Routines</i></span></a><i> </i>provides
a look into his critical perception of many, if not most, organizational
communication processes:<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: 63.0pt; margin-top: 0in;">
We are programmed to deal with other<span style="mso-hansi-font-family: Helvetica;">’</span>s or organizational defensive
routines by bypassing them and acting as if we are not.<span style="mso-spacerun: yes;"> </span>The others tend to collude because the
bypassing behavior is usually seen as being thoughtful and civilized; no one
will be embarrassed.<span style="mso-spacerun: yes;"> </span>The collusion is
reinforced by the culture of the organization as well as the larger culture in
which the organization exists.<span style="mso-spacerun: yes;"> </span>That is,
one set of defensive loops reinforces each other.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: 85.5pt; margin-top: 0in;">
The next set of defensive loops is
related to the professionals who are supposed to help clients overcome the
defensive routines.<span style="mso-spacerun: yes;"> </span>Management
consultants (internal or external) often use the same bypass routines when they
deal with threat.<span style="mso-spacerun: yes;"> </span>Thus, professionals
collude in creating another defensive loop.<span style="mso-spacerun: yes;">
</span><o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
In other words, most of us don<span style="mso-hansi-font-family: Helvetica;">’</span>t like to get bad news, and a
lot of us don<span style="mso-hansi-font-family: Helvetica;">’</span>t like
delivering it either.<span style="mso-spacerun: yes;"> </span>We hide critical
information because we<span style="mso-hansi-font-family: Helvetica;">’</span>ve
been highly trained to experience that as painful, impolite, inappropriate,
and/or immature.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
This is a profound dilemma:
organizational learning requires feedback and the discussion of valid data, but
doing so evokes defensiveness and polarization that makes organizational
learning difficult or impossible.<span style="mso-spacerun: yes;"> </span>So,
what we get are half-measures where a little learning happens, but everyone
agrees it<span style="mso-hansi-font-family: Helvetica;">’</span>s <span style="mso-hansi-font-family: Helvetica;">“</span>not nearly as rich as it would
have been if only so-and-so would be willing to listen to some honest feedback.<span style="mso-hansi-font-family: Helvetica;">”<span style="mso-spacerun: yes;">
</span></span>Alternatively, we get escalating polarization as folks who
disagree with each other dig in and (sometimes literally) throw grenades at
their opponents.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Bottom line, structure and agency
combine to yield low learning in a multiplicity of situations<span style="font-family: "Arial Unicode MS"; mso-ascii-font-family: Helvetica;">…</span>
<o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .25in; margin-right: .5in; margin-top: 0in; mso-list: l11 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->from frozen O-rings that many Morton-Thiokol
engineers knew were a big problem before Challenger blew up <o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .25in; margin-right: .5in; margin-top: 0in; mso-list: l11 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->to an Iraqi invasion based on demonstrably false
information about uranium cake <o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .25in; margin-right: .5in; margin-top: 0in; mso-list: l11 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->to violent predators being released from prison
into society even though there is no doubt that they will harm others again <o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .25in; margin-right: .5in; margin-top: 0in; mso-list: l11 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->to parents continuing to deprecated their kids
even though that clearly constitutes bad parenting <o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .25in; margin-right: .5in; margin-top: 0in; mso-list: l11 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->to traffic jams that happen as regularly as
clockwork <o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .25in; margin-right: .5in; margin-top: 0in; mso-list: l11 level1 lfo33; text-indent: -.25in;">
<!--[if !supportLists]--><span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">Þ<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->to bankers repeatedly violating the same laws
against insider trading and facilitating tax evasion that they<span style="mso-hansi-font-family: Helvetica;">’</span>ve already been fined for
several times previously. <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; text-align: left;"><tbody>
<tr><td style="text-align: center;"></td></tr>
<tr><td class="tr-caption" style="text-align: center;">!</td></tr>
</tbody></table>
<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="webkit-fake-url://74e07834-19c2-4793-a2f4-4f2c6721e819/application.pdf" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a>At present, in many situations, we have
neither the communication structures nor the human will to engage in the
feedback processes we need to achieve organizational learning.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Maybe I should end this thought piece
right here and put my head in a plastic bag!<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<b><i>The Power of Vision and Hope<o:p></o:p></i></b></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Fortunately, when I look at all of the
social and scientific innovation happening across the world and at all the
positive, generous and kind people doing all manner of projects, I am saved
from the <span lang="NL" style="mso-ansi-language: NL;">swamp</span> of
pessimism.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
When a person or a collective of people
confront something or someone that they are truly passionate about, that they
truly believe in, they are willing to move past the boundaries created by
defensiveness and the limitations of existing communication structures and step
up to honesty and new opportunities.<span style="mso-spacerun: yes;"> </span>I
have seen this many times in my own life and in my observation of others.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<div style="text-align: right;">
</div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgwXzSUxgNGzSqDf6GoXMnW1HnQgBBAQmnhmMDaXNPdQy4RpyvZJeECp6gAGoCoGF_O9othORlKCuPcJhf600-xAXdDV5g9wO3n4cVPZLB0wbU-OdfvFlxw_vk9uFKDjr4FifgtIFukoeo/s1600/Steve+Jobs.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgwXzSUxgNGzSqDf6GoXMnW1HnQgBBAQmnhmMDaXNPdQy4RpyvZJeECp6gAGoCoGF_O9othORlKCuPcJhf600-xAXdDV5g9wO3n4cVPZLB0wbU-OdfvFlxw_vk9uFKDjr4FifgtIFukoeo/s1600/Steve+Jobs.jpg" height="200" width="141" /></a></div>
<span id="goog_955310120"></span><span id="goog_955310121"></span>Walter Isaacson<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s biography of
Steve Jobs returns repeatedly to Jobs<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"> </span>ability to <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>distort the reality
field<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"> </span>of people with whom he interacted. He showed them that
things they didn<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t think were possible were, in fact,
very much realizable, as long as one could <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>think different<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span>.<span style="mso-spacerun: yes;"> </span>This ability to remake the eyes with which
one and others see the world strikes me as a fundamental ingredient of
visionary leadership.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
There are a lot of people individually,
collectively and organizationally telling their truths. Sometimes the truths
people tell are in direct opposition to each other.<span style="mso-spacerun: yes;"> </span>In philosophy, these juxtaposed truths are
called antinomies, a contradiction between two apparently equally valid
principles or between inferences correctly drawn from such principles.<span style="mso-spacerun: yes;"> </span>For example, <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>Welfare state saves
millions of lives<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"> </span>versus <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>Welfare state
enslaves millions into a life of dependency.<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"><span style="mso-spacerun: yes;"> </span></span>Both positions have strong and
articulate adherents. When I listen closely and with something like an open
mind to each view, I get a headache!<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
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<div class="Body" style="margin-right: .5in;">
But, that<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s beside the point.
When people and organizations argue persuasively for and against a multitude of
ideas, products and services, they sway others, they incline others to do more
than they might have thought themselves capable of doing, more than they were
actually capable of doing.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Love, vision, idealism, and hope impel
and compel people and organizations to transcend the constraints of structure
and conformity.<span style="mso-spacerun: yes;"> </span>If the channels aren<span style="mso-hansi-font-family: Helvetica;">’</span>t there to facilitate
communication on critical topics, people will build them, even in <a href="http://www.al-monitor.com/pulse/originals/2013/03/economy-a-bridge-for-peace.html"><span class="Hyperlink1">places like Israel and Palestine</span></a> where acrimony and
suspicion are the rule rather than the exception.<span style="mso-spacerun: yes;"> </span>If you really believe in someone or some
institution, if you love someone, you<span style="mso-hansi-font-family: Helvetica;">’</span>ll
take a hard lesson from him, her or it.<span style="mso-spacerun: yes;">
</span>If you think that the product or service you<span style="mso-hansi-font-family: Helvetica;">’</span>re working on will make a difference that matters, you<span style="mso-hansi-font-family: Helvetica;">’</span>ll go through hell to see it
through. If you have to become simultaneously psychologically tougher and more
sensitive to have a relationship with another person, another group, another
organization, a new public to achieve a highly desired goal or state of being,
you can.<span style="mso-spacerun: yes;"> </span>You must.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<b><i>Organizational Learning</i></b><b><i><span style="mso-hansi-font-family: Helvetica;">’</span>s Unit of Analysis<o:p></o:p></i></b></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
A unit of analysis refers to the scope
of the system or organization that is supposed to be engaged in a learning
process. The more complex a system, the bigger its learning challenge. Its
vision must be highly compelling and its structures for integration have to
work very well.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Assume a simple system, a small
business employing 30 people supplying a fairly specific service, e.g., a
dental office in a bedroom community owned by two male dentists who are also
relatives.<span style="mso-spacerun: yes;"> </span>Its learning requirements are
neither trivial nor massive. <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Here are a few of the learning needs
that such an organization might face: <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .4in; margin-right: .5in; margin-top: 0in; mso-list: l21 level1 lfo6; tab-stops: list .4in; text-indent: -.15in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Its personnel must be professional in both their
technical skills and in the quality of their interaction with patients. <span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .4in; margin-right: .5in; margin-top: 0in; mso-list: l0 level1 lfo7; tab-stops: list .4in; text-indent: -.15in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Its tracking and record keeping systems must be
efficient.<span style="mso-spacerun: yes;"> </span><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Its leadership must assure quality communication
between hygienists, assistants and administrative staff members.<span style="mso-spacerun: yes;"> </span><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Attention must be paid to new clinical
developments and technological advances (e.g., the role remote monitoring and
the internet of everything will play in dentistry).<span style="mso-spacerun: yes;"> </span><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The community being served should be well
understood and the outreach campaign to establish and maintain relations with
that community should be well thought-through and maintained. <span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->A succession plan involving the right parties
needs to be thought through.<span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The dynamics of each owner<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s
family life will affect the enterprise and, therefore, need close
consideration. <span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Within the practice, there are several
potential units of analysis:<o:p></o:p></div>
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<!--[if !supportLists]--><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Each of the dentists: what is their curiosity
about themselves as clinicians and as a <span style="mso-spacerun: yes;"> </span>leader
of a practice/business?<span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 30.0pt; margin-right: .5in; margin-top: 0in; mso-list: l25 level1 lfo14; tab-stops: list 30.0pt; text-indent: -12.0pt;">
<!--[if !supportLists]--><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The dentists as partners:<span style="mso-spacerun: yes;"> </span>how open are they with each other about
issues in the practice? How skilled are they at engaging in conversations that
open their partnership up to learning rather than polarization?<span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 30.0pt; margin-right: .5in; margin-top: 0in; mso-list: l28 level1 lfo15; tab-stops: list 30.0pt; text-indent: -12.0pt;">
<!--[if !supportLists]--><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Each of the staff functions (i.e., hygienists,
assistants, administration): What are their expectations for their own
development as professionals<span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: 30.0pt; margin-right: .5in; margin-top: 0in; mso-list: l23 level1 lfo16; tab-stops: list 30.0pt; text-indent: -12.0pt;">
<!--[if !supportLists]--><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Each of the functions in their relationships
with the owners: How well do the players do at empathizing with the challenges
that each position in the system faces?<span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Each of the functions in their relationships
with one another: How well do they do at identifying inefficiencies and
inadequacies in their relations with each other and in fixing those problems
themselves<span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The interaction of all of the internal players
with patients<span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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</span></span></span><!--[endif]-->Various patient groupings (e.g., children,
teenagers, middle-aged adults, elderly)<span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;">•<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The practice<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s interaction with
its community or communities<span style="mso-spacerun: yes;"> </span><span style="font-size: 13.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<br /></div>
<div class="Body" style="margin-right: .5in;">
Considering these units of analysis
from a double loop learning perspective, one might want to know: What is the
quality of learning happening in each of these domains and in the system as a
totality?<span style="mso-spacerun: yes;"> </span>What are the structures that
support learning? How much inquiry and openness is expressed in the conversations
between the players in the system?<span style="mso-spacerun: yes;"> </span>Is
the system as a totality united by an overarching vision of service and
professionalism that is actually manifested in practice through the
identification of gaps between the vision and present outcomes in a spirit of
joint inquiry?<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
This brief and incomplete excursion
into the world of dental practice is only meant to highlight the complexity of
what it means to establish a learning organization. Imagine the challenge of
achieving the ambition of double-loop learning in a huge system like a
multinational corporation, a state government, an international agency, etc.. <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Of course, the more complicated the
system, the stronger one would expect the mechanisms for organizational memory,
feedback and learning to be.<span style="mso-spacerun: yes;"> </span>Data
collection and processing protocols would probably be codified and routinized,
for example.<span style="mso-spacerun: yes;"> </span>Staff meetings and data
analysis sessions would be commonplace and regularly scheduled.<span style="mso-spacerun: yes;"> </span>Management consultants would be running
around improving systems and offering insightful suggestions.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
But, ultimately, we are still looking
at human beings and their level of engagement with the systems they are part
of, their willingness and their ability to reflect together on past events and
future possibilities, their openness to the ideas and perspectives of others,
their curiosity about their internal processes and their behavior together,
etc.. So, the more complex the system, the larger the unit of analysis and the
more challenging the job of comprehending and/or improving the nature of
organizational learning. If one expects a system of 100,000 to operate as an
effective, focused learning entity, the job of assessing how it<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s
doing is a daunting one.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<b><i>Whole System Sight<o:p></o:p></i></b></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Yet, very large systems do learn.<span style="mso-spacerun: yes;"> </span>Francis Fukuyama<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s most recent book,
<i>Political Order and Political Decay: From the Industrial Revolution to the
Globalization of Democracy, </i>describes six interrelated elements of all
political systems that need to work together well in order for a state to be
successful, i.e., deliver high quality goods and services to its citizens and
residents who manifest their happiness in being part of a state by high levels
of social engagement. Very briefly, these are:<o:p></o:p></div>
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<br /></div>
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<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Economic growth, i.e., that there is some degree
of dependable economic robustness and security<span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Social Mobilization, i.e., that the members of a
social system participate in activities related to the functioning of that
system<span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Idea/Legitimacy, i.e., that people within a
society believe in something that makes the functioning of the state legitimate<span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The State itself, i.e., the workings of the
governing institutions<span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->The Rule of Law, i.e., the extent to which
everyone in a society is subject to the same set of rules that have been
codified <span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Democracy, i.e., the degree to which there is
public participation in the structuring of the state.<span style="font-size: 4.5pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><o:p></o:p></span></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Fukuyama asserts that learning and
development have clearly occurred in the last three of these factors, State,
Rule of Law, and Democracy.<span style="mso-spacerun: yes;"> </span>Both in this
volume and its companion, <i>The Origins of Political Order, </i>Fukuyama
describes many, many centuries of experimentation that make a system mature or
immature and demonstrates how the strength or weakness of Economic Growth,
Social Mobilization and Ideas/Legitimacy impact the particular ways in which
the other elements unfold and vice-versa.<span style="mso-spacerun: yes;">
</span>In other words, the elements of the system of political order interact
in ways that reinforce learning and productivity or chaos and poverty.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
It<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s beyond the scope
of this note to address the richness of Fukuyama<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s argument (other
than to say that it<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s a great book, in my opinion), but I
do want to note one point that he makes repeatedly about the development of the
State, which is relevant to the question of learning in highly complex systems.<span style="mso-spacerun: yes;"> </span>He makes it very clear that a professionally
trained and competent bureaucracy is critical to the success of states.<span style="mso-spacerun: yes;"> </span>The people who work at the IRS have to know
how to add and subtract!<span style="mso-spacerun: yes;"> </span>More seriously,
government and administrations of all sorts need to be based on meritocracy and
well-considered standards of practice. <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
This was absolutely not always the case
and, <a href="http://www.nytimes.com/2015/04/10/world/americas/chile-joins-other-latin-american-nations-shaken-by-scandal.html?ref=world">in
many places today</a>, the qualifications of bureaucratic personnel remain
anything but professional. <span style="mso-spacerun: yes;"> </span>For example,
prior to the Progressive Era and innovations by the two Roosevelt presidents in
particular, the Federal bureaucracy in the United States was almost completely
a <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>clientistic<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"> </span>operation, i.e., political machines
promised people jobs in governmental departments in exchange for the delivery
of votes.<span style="mso-spacerun: yes;"> </span>This began to change in the US
in the late 1800s, in part because of the effectiveness of German
bureaucracy.<span style="mso-spacerun: yes;"> </span>The German state, which was
still significantly autocratic, delivered in ways that the US did not. The US
had <i>to learn </i>to change the operation of its Federal bureaucracies, which
happened as a result of extensive legislative analysis and debate.<span style="mso-spacerun: yes;"> </span>The decisions that improved the functioning
of the agencies of the American state strengthened both the Rule of Law and the
Democracies of both society, while supporting Economic Growth, Social
Mobilization, and Ideas/Legitimacy.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Fukuyama is one of a large, but pretty
rarified, group of observers and commentators who think in whole system terms.
STRATFOR<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s George Friedman with his geographically based view of
geo-politics is one. Jared Diamond<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s comparison of learning processes in
longitudinal versus latitudinal continents is another.<span style="mso-spacerun: yes;"> </span>Marx is a significant figure in a fairly long
line of systems thinkers who map the evolution of economic systems by looking
at the forces that alter the locus of power between different classes of
actors. Peter Senge<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>s presentation of system archetypes
provides a very powerful analytical framework for looking at organizational
blind spots at a whole system level, such as the automatic tendency to over-invest
chronically in existing business lines while systematically ignoring new
developments.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
The firm Anika Savage and I created,
Art of the Future has presented its own way of thinking about how whole systems
operate in our book <a href="http://www.artofthefuture.com/2011Book.html"><span class="Hyperlink0"><i>Life Sustaining Organizations </i></span><span class="Hyperlink0"><i><span style="font-family: "Arial Unicode MS"; mso-ascii-font-family: Helvetica;">—</span> A Design Guide</i></span></a><i>, </i>which concentrates on
the rigor and robustness of an organization<span style="mso-hansi-font-family: Helvetica;">’</span>s approach to anticipating the future.<span style="mso-spacerun: yes;"> </span>Our thesis is that the more open-minded an
organization is about the diverse pathways to alternative futures, the better
job it will do at recruiting and keeping creative talent who will function well
in a range of scenarios. We have described a whole systems approach to
considering future possibilities and <span style="mso-hansi-font-family: Helvetica;">“</span>interrogating<span style="mso-hansi-font-family: Helvetica;">” </span>these possibilities for actions
to take in the present.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Barry Oshry, the designer of
simulations that have constituted a database for his research over the last 40+
years, offers another powerful way of seeing entire systems at both the
organizational and societal levels.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhyce_bIKDBAIap43iZC2xdi8zIzsKS9AdIsoSAJ1s3g0xPmdis7ZU4-XGZQbYcfYl7TexprgZKZFyoNqPAPCt07Ai7Cj8hshksTM7rF0JtEdMTcXiW48ofMEASw9EZLps9-nQTl-tB-qw/s1600/Barry+Oshry.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhyce_bIKDBAIap43iZC2xdi8zIzsKS9AdIsoSAJ1s3g0xPmdis7ZU4-XGZQbYcfYl7TexprgZKZFyoNqPAPCt07Ai7Cj8hshksTM7rF0JtEdMTcXiW48ofMEASw9EZLps9-nQTl-tB-qw/s1600/Barry+Oshry.jpg" height="200" width="150" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Barry Oshry</td></tr>
</tbody></table>
<div class="Body" style="margin-right: .5in;">
<br />
<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
According to Oshry, organizations can
be stripped down to a basic four-player model:</div>
<div class="Body" style="margin-right: .5in;">
<o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .4in; margin-right: .5in; margin-top: 0in; mso-list: l7 level1 lfo27; tab-stops: list .4in; text-indent: -.15in;">
<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-style: italic;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Tops, who have overall responsibility for the
functioning of the organization<i><span style="font-size: 4.5pt;"><o:p></o:p></span></i></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .4in; margin-right: .5in; margin-top: 0in; mso-list: l22 level1 lfo28; tab-stops: list .4in; text-indent: -.15in;">
<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-style: italic;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Bottom, who do specific work within the
organization and report to others<i><span style="font-size: 4.5pt;"><o:p></o:p></span></i></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .4in; margin-right: .5in; margin-top: 0in; mso-list: l17 level1 lfo29; tab-stops: list .4in; text-indent: -.15in;">
<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-style: italic;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Middles, who manage some of the Bottoms and
report to the Tops<i><span style="font-size: 4.5pt;"><o:p></o:p></span></i></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .4in; margin-right: .5in; margin-top: 0in; mso-list: l30 level1 lfo30; tab-stops: list .4in; text-indent: -.15in;">
<!--[if !supportLists]--><span style="font-size: 4.5pt; mso-bidi-font-style: italic;"><span style="mso-list: Ignore;"><img alt="*" height="3" src="PicExportError" width="3" /><span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Customers and other members of the
organizational environment, who depend on the organizations goods and services
for what they want to do and/or need the organization to function in particular
ways<i><span style="font-size: 4.5pt;"><o:p></o:p></span></i></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Oshry points out people existing in
each of these organizational positions face a particular set of vulnerabilities
and opportunities.<span style="mso-spacerun: yes;"> </span>Inattention to the
vulnerabilities is characteristic of organizations on automatic, which don<span style="mso-hansi-font-family: Helvetica;">’</span>t do well over time.<span style="mso-spacerun: yes;"> </span>Understanding the vulnerabilities and paying
conscious attention to their management is characteristic of organizations that
value partnership and learning. It is a powerful and simple way to understand complex organizational dynamics.</div>
<table cellpadding="0" cellspacing="0">
<tbody>
<tr>
<td></td>
<td><br />
Oshry’s whole systems thinking also includes a way of assessing
the vulnerabilities and “robustness” of a system based its
management of two dialectal axes<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftn2" name="_ftnref2" title=""><sup><span style="font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><sup><span style="border: none; color: black; font-size: x-small;">[2]</span></sup></span></sup></a>:<br />
<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi7qswfvmyzxLdgd9_dfnxyqtWmHcjklreWq5CrETffFSF9bhKGvRQ68gx9Y5u3g-FqnMP43Bc2P8a7eM4sx3mIi87dRGk98Gc9It8K3RaaS9zgjLOpLUrQ6Q5ZP4NcSuXZmpsvSGlmUAc/s1600/PastedGraphic-2.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em; text-align: center;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi7qswfvmyzxLdgd9_dfnxyqtWmHcjklreWq5CrETffFSF9bhKGvRQ68gx9Y5u3g-FqnMP43Bc2P8a7eM4sx3mIi87dRGk98Gc9It8K3RaaS9zgjLOpLUrQ6Q5ZP4NcSuXZmpsvSGlmUAc/s1600/PastedGraphic-2.png" height="227" width="400" /></a><br />
<br />
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Integration</p>
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Differentiation</p>
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Individuation</p>
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Homogenization</p>
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<td></td></tr>
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<br />
<br />
The Integration/Differentiation axis
concerns the degree to which a system coheres around a set of principles or a
mission versus the degree to which it is subdivided into different parts or
power centers pursuing their own objectives.<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftn3" name="_ftnref3" title=""><sup><span style="font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><sup><span style="border: none; color: black; font-size: x-small;">[3]</span></sup></span></sup></a> The Individuation/Homogenization axis refers
to the degree to which a system encourages self-expression at a multiplicity of
levels versus the degree to which it requires uniformity in behavior.<span style="font-size: x-small;"><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftn4" name="_ftnref4" title=""><sup><span style="font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><sup><span style="border: none; color: black;">[4]</span></sup></span></sup></a> </span> These axes are like a gyroscope for systems:
if any one node gets overweighted even slightly the whole system can start to
destabilize and tip over. A robust
system is one in which there is enough balance between these poles to tolerate
a wide range of different behaviors and impulses without faltering. I’ve
found it very useful to have this model of what a whole learning system should
look like. </td></tr>
</tbody></table>
<div class="Body" style="margin-right: .5in;">
<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Obviously, these comments about seeing
the whole system are impressionistic and meant only to highlight the importance
of holistic thinking for the advocate or assessor of organizational learning.
The agent of organizational learning needs to have a full repertoire of
frameworks for seeing whole systems. This is extremely helpful in assessing
whether an organization as a totality is learning, what kind of learning it<span style="mso-hansi-font-family: Helvetica;">’</span>s doing and how it is
accomplishing it. There are so many perspectives to work with in this
field.<span style="mso-spacerun: yes;"> </span>Like I said, organizational
learning is exhausting fun! <o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
<b><i>What the Disappearance of the
Bottom Line Means for Organizational Learning<o:p></o:p></i></b></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
To achieve its full promise, I believe
that the field of organizational learning must embrace a post-materialist
vision of the future.<span style="mso-spacerun: yes;"> </span>What does that
mean and why do I say it is so?<span style="mso-spacerun: yes;"> </span>I
believe that humanity is standing on the edge of at least two great oceans of
change and mystery that<span style="mso-spacerun: yes;"> </span>must be seen and addressed for our species to
move forward.<span style="mso-spacerun: yes;"> </span>Both expanses of the
emerging future require us to give up certain mental models and defensive
patterns.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjJx05Y45Vr56PPgpZzis0VxzwMcv5ozIrPh7KjyVS1cU_4RUyEzJrNoiP08F8bt7WCXl_j7GaHS_nMp29hwKea57OzpKO5ABexwi6R_azCbQ1xDi_0Iyp1_ELoS3UNDzEGwKgDmnIFYic/s1600/Mountains+of+Trash+in+Mumbai.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjJx05Y45Vr56PPgpZzis0VxzwMcv5ozIrPh7KjyVS1cU_4RUyEzJrNoiP08F8bt7WCXl_j7GaHS_nMp29hwKea57OzpKO5ABexwi6R_azCbQ1xDi_0Iyp1_ELoS3UNDzEGwKgDmnIFYic/s1600/Mountains+of+Trash+in+Mumbai.jpg" height="212" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">A Trash Mountain in Mumbai</td></tr>
</tbody></table>
<div class="Body" style="margin-right: .5in;">
One concerns the dialectic between the
global environmental crisis and the need to adopt technologies that can
transcend our present limitations and to develop a deeper practice of
conservation on a global basis. Virtually every day<a href="http://www.bloomberg.com/news/videos/2015-03-23/invisible-solar-cells-that-could-power-skyscrapers"><span class="Hyperlink0"> innovations</span></a> are being developed that could
revolutionize patterns of energy consumption, transportation, pollution, and
waste of resources.<span style="mso-spacerun: yes;"> </span>And, every day, most
things remain pretty much the same.<span style="mso-spacerun: yes;"> </span>New
technologies aren<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">’</span>t adopted.<span style="mso-spacerun: yes;"> </span>Most current models of the <span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">“</span>good
life<span style="mso-ascii-font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;">”</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: Helvetica;"> </span>continue to emphasize material success and <a href="http://www.ibtimes.com/china-confirmed-most-materialistic-country-world-even-luxury-spending-slumps-lowest-level-2000"><span class="Hyperlink0">consumerism</span></a>. Those whose lives would be upended by
a shift away from the status quo understandably deny the need for change and <a href="http://takingnote.blogs.nytimes.com/2015/03/25/mitch-mcconnells-drive-to-keep-the-coal-fires-burning/?smprod=nytcore-ipad&smid=nytcore-ipad-share"><span class="Hyperlink0">remain in power</span></a> in many if not most political
arenas.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
There is a very real chance that we are
not only burning up the planet by over-consuming its resources and
underinvesting in paths forward, but we are also risking an endless sea of war
as millions of armed people are driven to the wall by poverty and hopelessness.
<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
The maturity advised in 1 Corinthians
is relevant:<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<span style="mso-spacerun: yes;"><br /></span></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in;">
When I was a child, I spake as a child,
I understood as a child, I thought as a child; but when I became a man, I put
away childish things.<o:p></o:p></div>
<div class="Body" style="margin-bottom: .0001pt; margin-bottom: 0in; margin-left: .5in; margin-right: .5in; margin-top: 0in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
Our species and our planet are dealing
with a variety of pressing crises. It is the responsibility of organizational
learning as a field to embrace the challenge of these big, messy, wicked
problems.<span style="mso-spacerun: yes;"> </span>Of course, it is pleasant to
have nice things and a comfortable lifestyle, but organizational learning
professionals should resist the blandishments of material success for their own
sake, if they take us away from our roles as agents of inquiry and
learning.<span style="mso-spacerun: yes;"> </span>Too much of the energy of
organizational learning practitioners is devoted to supporting a
political-economic system that has no ultimate objective beyond making a small
group of people very rich and another larger group of people relatively
comfortable.<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftn5" name="_ftnref5" style="mso-footnote-id: ftn5;" title=""><sup><span style="mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica; mso-hansi-font-family: Helvetica;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><sup><span style="border: none; color: black; font-family: Helvetica; font-size: 11.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-language: AR-SA; mso-fareast-font-family: Helvetica; mso-fareast-language: EN-US;">[5]</span></sup><!--[endif]--></span></span></sup></a><span style="mso-spacerun: yes;"> </span>In my opinion, that kind of collusion with
the status quo misses the point of the field: we are supposed to see and work
with the new context, the wider whole. The times require, if not heroic action,
then at least a life lived, at least partially, in concert with the seriousness
of the era. The paths toward a sustainable future are clearly marked. We have
to be part of the leadership that starts walking down them.<o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
While the first of the great challenges
requires learning in the face of resource limits and the need to invest in long-term
solutions, the second compels us to confront infinity. Both our planet and our
individual consciousnesses have become pilgrims in unfathomable and uncharted
oceans of the unknown.<span style="mso-spacerun: yes;"> </span>At a planetary
level, we have discovered that we are on Spaceship Earth and in the last fifty
years we have begun actively to probe the vastness of space and time that our
forbearers could only dream of or explore theoretically.<span style="mso-spacerun: yes;"> </span>At the level of our own being, physics is
demonstrating that our assumptions about the nature of reality itself are only
that, assumptions that are increasingly up for grabs.<span style="mso-spacerun: yes;"> </span>Certainly, there is and will be an
interaction between the discoveries that are occurring in inner and outer
space.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7Zd5XD2k5j9va85wwoRpMlySmtYvxdHqQ-Jyu3gG5OkORrWRJrQd5voGO-U-Q2r6s9ymNMgd6ugqQ2DupHKmdEb6aG4w3YIM2z06K3ZVG27jJOABzs8hUnR3JjR5DHKkhrLhMq7Zrico/s1600/Wormhole.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg7Zd5XD2k5j9va85wwoRpMlySmtYvxdHqQ-Jyu3gG5OkORrWRJrQd5voGO-U-Q2r6s9ymNMgd6ugqQ2DupHKmdEb6aG4w3YIM2z06K3ZVG27jJOABzs8hUnR3JjR5DHKkhrLhMq7Zrico/s1600/Wormhole.jpg" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">The Possibilities are Infinite</td></tr>
</tbody></table>
<div class="Body" style="margin-right: .5in;">
It takes a highly developed degree of
curiosity, imagination and openness even to begin to think about engaging infinity
as a fact, not as a mental construct. The films <i>Interstellar </i>
and
<i>Contact </i>offer some sense of what it means to be the new person who can
see emerging new truths.<span style="mso-spacerun: yes;"> </span>I can only
begin to speculate on the consequences of what is emerging in the science of the
universe and the study of the self on the practice of organizational learning,
but I know that they are profound.<span style="mso-spacerun: yes;"> </span>They
require a future mind that unifies science and wonder.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
<div class="Body" style="margin-right: .5in;">
<br /></div>
<div class="Body" style="margin-right: .5in;">
A new era is unfolding, one that seems
to necessitate both retrenchment and expansion simultaneously.<span style="mso-spacerun: yes;"> </span>The discipline of organizational learning has
a great deal to offer those undertaking this adventure. The horizon is vast;
let us move toward it.<span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
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<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftnref1" name="_ftn1" style="mso-footnote-id: ftn1;" title=""><span class="MsoFootnoteReference"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-family: "Times New Roman"; font-size: xx-small; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: "Arial Unicode MS"; mso-fareast-language: EN-US;">[1]</span></span><!--[endif]--></span></span></a> <span style="font-size: xx-small;"><span style="font-family: Helvetica;">For a fuller discussion of Bateson’s ideas on
levels of learning see his work directly in publications such as <i>Steps toward and Ecology of the Mind </i>or </span><i style="mso-bidi-font-style: normal;"><span style="font-family: Helvetica;">Guide to Emergent Learning </span></i><span style="font-family: Helvetica;">by Marilyn
Darling, Heidi Sparkes Guber and </span><span style="color: #463c3c; font-family: Helvetica;">Jillaine Smith. </span></span><o:p></o:p></div>
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<div id="ftn2" style="mso-element: footnote;">
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<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftnref2" name="_ftn2" style="mso-footnote-id: ftn2;" title=""><sup><span style="font-size: 9.0pt;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><sup><span style="border: none; color: black; font-family: Helvetica; font-size: 9.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-language: AR-SA; mso-fareast-font-family: Helvetica; mso-fareast-language: EN-US;">[2]</span></sup><!--[endif]--></span></span></sup></a><span style="font-size: 9.0pt;"> For a more detailed description of Oshry’s thinking
see his work directly, e.g., <i style="mso-bidi-font-style: normal;">Seeing
Systems, </i>or my “The Power of Position: A Diagnostic Model” in <i>Organization
Development: A Jossey-Bass Reader, </i>2006.<span style="mso-spacerun: yes;">
</span></span><o:p></o:p></div>
</div>
<div id="ftn3" style="mso-element: footnote;">
<div class="Footnote">
<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftnref3" name="_ftn3" style="mso-footnote-id: ftn3;" title=""><sup><span style="font-size: 9.0pt;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><sup><span style="border: none; color: black; font-family: Helvetica; font-size: 9.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-language: AR-SA; mso-fareast-font-family: Helvetica; mso-fareast-language: EN-US;">[3]</span></sup><!--[endif]--></span></span></sup></a><span style="font-size: 9.0pt;"> Think of General Electric’s Works Equation:<span style="mso-spacerun: yes;"> </span>“We have a relentless drive to invent things
that matter: innovations that build, power, move and help cure the world. We
make things that very few in the world can, but that everyone needs. This is a
source of pride. To our employees and customers, it defines GE.” <i>versus</i>
the fact that the company has been identified as the </span><a href="https://web.archive.org/web/20070927204419/http://www.rtknet.org/new/tox100/toxic100.php?database=t1&detail=1&datype=T&reptype=a&company1=&company2=8337&chemfac=fac&advbasic=bas"><span class="Hyperlink0"><span style="font-size: 9.0pt;">fourth largest corporate
producer of air pollution</span></span></a><span style="font-size: 9.0pt;"> in
the United States and has been repeatedly fined and criticized for causing
environmental damage.<span style="mso-spacerun: yes;"> </span>Obviously, there
are occasions where the company isn’t working together as a unit in service of
its high-minded mission.</span><o:p></o:p></div>
</div>
<div id="ftn4" style="mso-element: footnote;">
<div class="Footnote">
<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftnref4" name="_ftn4" style="mso-footnote-id: ftn4;" title=""><sup><span style="font-size: 9.0pt;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><sup><span style="border: none; color: black; font-family: Helvetica; font-size: 9.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-language: AR-SA; mso-fareast-font-family: Helvetica; mso-fareast-language: EN-US;">[4]</span></sup><!--[endif]--></span></span></sup></a><span style="font-size: 9.0pt;"> Think of a creative arts high school in which one
might observe scores of individual fashion statements daily versus a parochial
school requiring a specific uniform.<span style="mso-spacerun: yes;"> </span></span><o:p></o:p></div>
</div>
<div id="ftn5" style="mso-element: footnote;">
<div class="Footnote">
<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ftnref5" name="_ftn5" style="mso-footnote-id: ftn5;" title=""><sup><span style="font-size: 9.0pt;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]--><sup><span style="border: none; color: black; font-family: Helvetica; font-size: 9.0pt; mso-ansi-language: EN-US; mso-bidi-font-family: Helvetica; mso-bidi-language: AR-SA; mso-fareast-font-family: Helvetica; mso-fareast-language: EN-US;">[5]</span></sup><!--[endif]--></span></span></sup></a><span style="font-size: 9.0pt;"> For a thorough, data-based assessment of trends in
inequality and their consequences, see Thomas Piketty, <i>Capital in the 21st
Century, </i>Harvard University Press, 2014.</span><o:p></o:p></div>
</div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-35082017203701054882015-03-03T17:27:00.003-05:002015-03-03T17:27:48.098-05:00Anticipatory Leadership: Holistic Thinking and Global Achievemen<div dir="ltr" style="text-align: left;" trbidi="on">
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Introducing Executives to Anticipatory</h1>
<h1 style="background-color: white; color: #333333; font-family: Arial, Verdana, sans-serif; line-height: 20.799999237060547px; text-align: center;">
Leadership</h1>
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<div style="background-color: white; color: #333333; font-family: Arial, Verdana, sans-serif; line-height: 20.799999237060547px;">
How should executives and managers plan for the future? Of course, there are many, many creative responses to this question. Anticipatory Leadership integrates systems thinking and scenario planning in a way that interrogates the future, asking it to elaborate on the clues already in the present to reveal alternative futures that might emerge. What follows is our response to an RFP we received recently, which I think you might find of interest. Even though we didn't get the job, I still like what we came up with. </div>
<span style="background-color: white; color: #333333; font-family: Arial, Verdana, sans-serif; line-height: 20.799999237060547px;">Two truths:</span><br />
<ul style="background-color: white; color: #333333; font-family: Arial, Verdana, sans-serif; line-height: 20.799999237060547px;">
<li>You win some and you lose some</li>
<li>The journey is as important as the destination</li>
</ul>
<span style="background-color: white; color: #333333; font-family: Arial, Verdana, sans-serif; line-height: 20.799999237060547px;">So, it was fun for us to put some thinking together and you may find what we came up with to be useful.</span><br />
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<span style="font-family: Helvetica; font-size: 18.0pt; mso-hansi-font-family: "Arial Unicode MS";">Anticipatory Leadership:</span><span style="font-family: Helvetica; font-size: 18.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; font-size: 18.0pt; mso-hansi-font-family: "Arial Unicode MS";">Holistic Thinking and Global
Achievement</span><span style="font-family: Helvetica; font-size: 18.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">World class jugglers balance a
multiplicity of moving objects while maintaining a dynamic stillness. They remain alert, strong and centered
while things around them are in motion.
Designer, artist and photographer, Lazlo Moholy-Nagy used the term </span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">“</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">suspended
equilibrium</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">”</span> </i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">to capture this capacity.</span></i><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_edn1" name="_ednref" title=""><i><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><!--[if !supportFootnotes]-->[i]<!--[endif]--></span></sup></i></a><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";"> </span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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<o:p> </o:p><span style="font-family: Helvetica;">It is widely accepted that ours is an
era of turbulence, where the movement of one system is both the result of
actions created by other systems and, simultaneously, a force acting on
tangential systems. Leadership
entails a sensitivity to organizational ecosystems and a capacity to explain an
organization</span><span style="font-family: Helvetica;">’</span><span style="font-family: Helvetica;">s environment to others in a way that galvanizes creative,
strategic and well-considered action while remaining alert and centered in
response to change.</span></div>
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<b><u><span style="font-family: Helvetica; font-size: 14.0pt; mso-hansi-font-family: "Arial Unicode MS";">Anticipatory
Leadership</span></u></b><u><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">: Skillfully navigating an organization toward its future</span></u><u><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></u></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Anticipatory Leadership is our term
for the type of executive ability in which futures thinking and strategic
action are manifested in positive, affirmative action. The program we propose here provides
participants with an introduction to this way of thinking.</span><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_edn2" name="_ednref" title=""><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><!--[if !supportFootnotes]-->[ii]<!--[endif]--></span></sup></a><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">We all have </span><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">“</span><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">memories
of the future," images of how our personal situations, our organizations
and the world as a whole are unfolding that guide our action in the present. In many instances, those views are
tacit, i.e., they shape thought, attitude, and behavior at a pre-conscious
level we don</span><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">t pay attention to.
Many of us would be hard pressed to describe our vision of the future in
detail, much less to provide the data behind it. When we do express these images, it is often in a context
where others already agree with us.
When there is a divergence of opinion, expressed views of the future
often lead to debate, disputation and polarization rather than strategic
inquiry and dialogue, especially when that conversation challenges sacred cows
and upends long held assumptions.
A leader who is able to engage groups in open, respectful dialogue
leading to a better understanding of possible alternative futures is rare. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Times New Roman";">It is our intention that this program
will add to the participants</span><span style="font-family: Helvetica; mso-ascii-font-family: "Times New Roman";">’</span><span style="font-family: "Arial Unicode MS"; mso-hansi-font-family: "Times New Roman";"> </span><span style="font-family: Helvetica; mso-hansi-font-family: "Times New Roman";">repertoire of leadership skills so
that they will be better able to convene, articulate and utilize the strategic
foresight of teams of empowered and engaged members of their organizational
ecosystems. We propose to use the
Structural Dynamics Strategic Leadership process to explicate the power of
Anticipatory Leadership through a combination of experiential learning, lecture
and interactive discussion. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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Characteristics
of </div>
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ANTICIPATORY
LEADERS</div>
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Phases of </div>
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STRUCTURAL
DYNAMICS</div>
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Futurist</div>
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Exploring</div>
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Strategist</div>
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Discovering</div>
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Integrator</div>
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Embodying</div>
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All</div>
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Sustaining</div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Here is how Anticipatory Leadership
and the Structural Dynamics Leadership process map:</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">We propose to structure our presentation
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</span></span><!--[endif]--><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Introduction:
We articulate our approach to leadership (Anticipatory Leadership) and
outline the process we'll be using to frame the afternoon's work (Structural
Dynamics).</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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</span></span><!--[endif]--><span style="font-family: Helvetica; mso-hansi-font-family: "Times New Roman";">Experiential Module:
The participants experience a way of investigating the tectonic tensions
and suspended equilibrium between the present and the future. Based on the Exploring phase of
Structural Dynamics, the characteristic of the Anticipatory Leader that is most
called into play here is that of Futurist.</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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</span></span><!--[endif]--><span style="font-family: Helvetica; mso-hansi-font-family: "Times New Roman";">Proceeding: We
turn then to an explanation of how anticipatory leaders apply this experience
to <i>discover</i> strategies based on the future possibilities they have been
developing, <i>embody</i> the strategies within their organization, and <i>sustain</i>
the viability of the selected strategies (via implementation and monitoring).</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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</span></span><!--[endif]--><span style="font-family: Helvetica; mso-hansi-font-family: "Times New Roman";">Wrap Up: We
finish with an interactive discussion of the learning that took place during
the session.</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<u><span lang="FR" style="font-family: Helvetica; font-size: 14.0pt; mso-ansi-language: FR; mso-hansi-font-family: "Times New Roman";">1. Introduction</span></u><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">A <b>decision issue</b> provides the
focus for a Structural Dynamics intervention. It is an issue of vital importance to the future of
the whole organization. We work
with clients in advance of the program to identify a decision issue that would
be highly relevant to the participants. Below is an example of a decision issue germane to the
design of life sustaining organizations:
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<i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">What
kind of environment, technologies, policies and practices do we need to provide
for the people in our organization in order to succeed in an increasingly
complex and interconnected global economy?</span></i><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_edn3" name="_ednref" title=""><i><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><!--[if !supportFootnotes]-->[iii]<!--[endif]--></span></sup></i></a><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">We introduce the idea of <b>Critical
Uncertainties</b>, dynamic, high impact forces that are of substantial
consequence to the Decision Issue but highly uncertain regarding how they will
play out. Depending on the Decision Issue, climate change, the implications of
an aging population, or the political/economic power of women may be examples
of critical uncertainties.
Participants engage in a process of identifying and selecting the most
critical and most uncertain forces related to their decision issue.</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Next, we introduce the <b>Scenario
Archetypes</b> and use this model to demonstrate that the critical
uncertainties they have selected can shape starkly different versions of the
future. </span><u><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></u></div>
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<u><span style="font-family: Helvetica; font-size: 14.0pt; mso-hansi-font-family: "Arial Unicode MS";">2. Experiential module</span></u><u><span style="font-family: Helvetica; font-size: 14.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></u></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Participants, in <b>scenario teams</b>,
</span><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">“</span><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">live</span><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">”</span> <span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">in four
distinct scenarios of the future, grappling with how the critical uncertainties
have played out in their future world:</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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</span></span><!--[endif]--><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Status Quo: Tomorrow will look pretty much like today, except not as
good</span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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</span></span><!--[endif]--><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Discipline: Very soon, lots of people will realize that we</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">ve all
got to pitch in to make long overdue and much needed investments</span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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</span></span><!--[endif]--><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Breakdown: Everything is going to hell</span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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</span></span><!--[endif]--><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Breakthrough: Utopia is just around
the corner</span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">The teams explain the characteristics
of their world to the whole group and how their scenario world constitutes a
potential reality. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Participants learn that very
different futures are quite possible, driven by factors already in play in the
present. This enhanced openness to
alternative worldviews, encourages broader, more inclusive mindsets<b> </b>and
advances participants</span><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span> <span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">ability
to work effectively with others, particularly those who hold different
perspectives on the future.</span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<u><span style="font-family: Helvetica; font-size: 14.0pt; mso-hansi-font-family: "Arial Unicode MS";">3.
Proceeding</span></u><u><span style="font-family: Helvetica; font-size: 14.0pt; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></u></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Based on the participants</span><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span> <span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">experience in the previous module, we
describe the how leaders use these world views to engage their organizations in
strategy development and implementation across an ecosystem. This presentation and interactive
dialogue considers how to use the future (in the form of divergent scenarios)
to guide strategic action, and how the development of forward looking plans
enables, and is enriched by, close ties across internal and external
organizational sub-systems and boundaries. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<b><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Discovering
</span></b><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Strategic
Pathways:<b> </b>How strategies derive from scenarios. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">For the
sake of illustration, let</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">s continue to explore the decision
issue related to the design of life sustaining organizations described
above. Further, let</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">s assume
that the political and economic power of women has been chosen as one of the
critical uncertainties to analyze.
A scenario team living in a </span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">“</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Status Quo</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">”</span> </i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">future
will develop different strategies than one living in a </span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">“</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Breakthrough</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">”</span> </i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">future. For example, the former might
anticipate that prospective female executives will be found, primarily, in
women</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">s colleges and elite schools and plan their recruitment
initiatives built on that assumption.
The latter scenario group might believe that a flood of qualified women
are going to receive certificates of achievement from MOOC's</span></i><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_edn4" name="_ednref" title=""><i><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><!--[if !supportFootnotes]-->[iv]<!--[endif]--></span></sup></i></a><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">
proliferating all over the planet and construct a recruitment program based on
that assumption. </span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">We show how to use a strategy matrix
to evaluate all of the strategies developed by scenario teams. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">The
matrix differentiates between robust, contingent and no-go strategies. Robust
strategies seem to work across all scenarios; contingent work in only one or a
few; No-go</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">s work in none.
Continuing with our illustration, <u>attending to educational
developments </u>would seem to be a robust strategy for the construction of
life sustaining organizations, regardless of the future that is unfolding, but
investing in research and achieving presence in the digital education market
place might be a contingent strategy relevant to only specific scenarios. </span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">The emphasis on articulating and
evaluating strategies stimulates a comprehension of what it means to engage in
the contextual and strategic analysis of complex systems. It will challenge participants to start
thinking about how to work across the boundaries of future thinking, e.g., how
to navigate discussions with those who haven</span><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">t been thinking in the same
terms. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<b><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Embodying</span></b><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">
Organizational Strategy by Integrating Networks: We now lay out an approach to
strategy implementation as a way of addressing the challenge of how to implement
a strategy process grounded in futures thinking. Our primary point here is that the real action will be in
the participants own leadership behavior is key to success. They must be the change. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">For
example, what would it mean for each of them as executives in their organizational
contexts to act in a way that anticipated the full and equal empowerment of
women in their own organization?
Given current demographics, this might seem like a remote possibility. But, what if their strategic analysis
led them see that this seemingly distant prospect is going to become a reality
sooner than anyone might imagine? What
would that mean for them in their executive roles? What would they have to do to build support for strategies
that anticipate this possibility?</span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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<b><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Sustaining </span></b><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Results
and Maintaining Momentum: We discuss the need to monitor outcomes of strategy
implementation, evaluate results and modify as necessary using the
scenarios. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Leaders
ask themselves: Are we on the right track? What changes occurring in the environment necessitate course
corrections? What internal and
external data confirm the path we</span></i><i><span style="font-family: Helvetica; mso-ascii-font-family: Garamond;">’</span></i><i><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">re on?</span></i><i><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></i></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">We provide three tools for monitoring
results: <i>signposts, indicators and warning. </i>Signposts mark changes within an organization that
result from a strategic direction (e.g., percentages of women in managerial
and/or technical positions).
Indicators reveal the impact of changes internally and externally (e.g.,
applications by women for open positions, increasingly aggressive recruitment
of women by competitors). Warnings
are events in the external environment that provide information regarding an
impending change toward a particular future condition (e.g., the election of a
political party opposed to the expansion of opportunities for working
women). </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Certainly the men and women involved
in any leadership program will have their own rich ideas on how to sustain
movement toward strategic objectives.
This conversation will provide an opportunity to learn from the
knowledge in the room. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<u><span style="font-family: Helvetica; font-size: 14.0pt; mso-hansi-font-family: "Arial Unicode MS";">4.
Wrap Up: </span></u><u><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Anticipatory
Leaders Create Organizational Futures</span></u><u><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></u></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Those of us involved in achieving i<span style="background: white;">nclusive, sustainable, value-based global growth are
concerned with the length of time </span>it take for these systems to be
created and to demonstrate results. In <i>The Innovators</i>, Walter Isaacson
shows that interpersonal squabbles, inadequate inquiry structures,
organizational politics and miscalculations, and international geo-political
rigidities frequently put the brakes on innovation and even derailed it
completely -- for a century in the case of the computer.</span><a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_edn5" name="_ednref" title=""><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><!--[if !supportFootnotes]-->[v]<!--[endif]--></span></sup></a><span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";"> </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<span style="font-family: Helvetica; mso-hansi-font-family: "Arial Unicode MS";">Executives and leaders throughout
organizations who know how to create strategic dialogue among divergent parties
achieve the best quality of thought, organizational learning, engagement and
results from their efforts. The
skills of futurist, strategist and integrator allow anticipatory leaders to
optimize the collective intelligence residing within their organizations. Like
the juggler, they are able to maintain strength, concentration and balance in
the face of demanding stimuli coming at them continuously from multiple
directions. This workshop will
provide an introduction to our ideas on developing these skills. </span><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><o:p></o:p></span></div>
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<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ednref" name="_edn1" style="mso-endnote-id: edn;" title=""></a><span style="font-family: Arial; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">Endnotes</span><span style="font-family: Arial; font-size: 10.0pt; mso-bidi-font-family: Arial; mso-fareast-font-family: Arial;"><o:p></o:p></span></div>
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<i><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]-->[i]<!--[endif]--></span></span></sup></i><span style="font-family: Arial; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">
</span><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">While not central to our presentation, a discussion of </span><a href="https://virtualsol.solonline.org/posts/890298-laszlo-moholy-nagy-and-sensing-the-future-pop-life"><span class="Hyperlink0"><span style="font-size: 10.0pt;">suspended equilibrium</span></span></a><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">
in a short film on Moholy-Nagy can be found in SoL North America</span><span lang="FR" style="font-family: Helvetica; font-size: 10.0pt; mso-ansi-language: FR; mso-ascii-font-family: "Times New Roman";">’</span><span lang="NL" style="font-family: Helvetica; font-size: 10.0pt; mso-ansi-language: NL; mso-hansi-font-family: "Arial Unicode MS";">s Meeting Room </span><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">and may be of
interest to the reviewer.</span></div>
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<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ednref" name="_edn2" style="mso-endnote-id: edn;" title=""><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]-->[ii]<!--[endif]--></span></span></sup></a><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">
The approach presented here is laid out in the detailed discussion of various
technologies for futures thinking and scenario planning developed in our </span><a href="http://www.artofthefuture.com/2011Downloadpage.html"><span class="Hyperlink1"><span style="font-size: 10.0pt; mso-hansi-font-family: "Times New Roman";">Life
Sustaining Organizations </span></span><span class="Hyperlink1"><span style="font-family: "Times New Roman"; font-size: 10.0pt; mso-ascii-font-family: "Arial Unicode MS";">—</span></span><span class="Hyperlink1"><span style="font-size: 10.0pt; mso-hansi-font-family: "Times New Roman";"> A Design Guide</span></span></a><i><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">
</span></i><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">and other publications. </span></div>
</div>
<div id="edn" style="mso-element: endnote;">
<div class="Footnote">
<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ednref" name="_edn3" style="mso-endnote-id: edn;" title=""><i><sup><span style="font-size: 12.0pt;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]-->[iii]<!--[endif]--></span></span></sup></i></a><span style="font-size: 10.0pt; mso-bidi-font-family: "Arial Unicode MS"; mso-fareast-font-family: "Arial Unicode MS"; mso-hansi-font-family: "Arial Unicode MS";"> It is worth noting
that the war for talent is always more intense than we might suspect and is
likely to heat up under conditions of anything like a global economic
expansion. For example, the overall US unemployment rate is presently 5.7%, but
unemployment among college graduates is presently only 2%.<span style="mso-spacerun: yes;"> </span>Within some fields, there is virtually
no unemployment.<span style="mso-spacerun: yes;"> </span>Considerations
regarding what it takes to find, recruit and hold truly talented individuals
and team seems like it might be quite relevant topic for executives
participating in leadership development programs.</span></div>
</div>
<div id="edn" style="mso-element: endnote;">
<div class="MsoEndnoteText">
<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ednref" name="_edn4" style="mso-endnote-id: edn;" title=""><i><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]-->[iv]<!--[endif]--></span></span></sup></i></a><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">
MOOCs = Massive Open Online Courses</span></div>
</div>
<div id="edn" style="mso-element: endnote;">
<div class="MsoEndnoteText">
<a href="https://www.blogger.com/blogger.g?blogID=440182632887568420#_ednref" name="_edn5" style="mso-endnote-id: edn;" title=""><sup><span style="font-family: Helvetica; mso-bidi-font-family: Helvetica; mso-fareast-font-family: Helvetica;"><span style="mso-special-character: footnote;"><!--[if !supportFootnotes]-->[v]<!--[endif]--></span></span></sup></a><span style="font-family: Helvetica; font-size: 10.0pt; mso-hansi-font-family: "Arial Unicode MS";">
http://www.bostonglobe.com/arts/books/2014/10/20/book-review-the-innovators-how-group-hackers-geniuses-and-geeks-created-digital-revolution-walter-isaacson/aY6Pt4CBTCwJYL0UhyUChK/story.htm</span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-64429477024410690092013-08-20T16:15:00.003-05:002013-08-23T16:40:13.141-05:00Transformation<div dir="ltr" style="text-align: left;" trbidi="on">
In a burst of authenticity and not knowing where to put all the stuff, Anika recently decided to destroy any painting of hers that she would not like to see on display attributed to her in the far flung future when she's dead and, possibly, famous. Here was one that was being consideried for that fate, her first version of an Almond Tree (Van Gogh loved to paint almond trees and produced them in an array of colorful backgrounds)...<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqoyPR3h40gNeJ3Iaqe7wg8rIK1dZp6hAW63z7v46yfyu5ALy_E3KFUuAFmCY5qzQSmn7KZTavaqyQTg__9-FD15CURaAqGJCRO4H4qB8wQ2enmJQv53t8YTnvRT_dldtm2ttXt1K6uoM/s1600/Almond+Tree+1+Old.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="233" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjqoyPR3h40gNeJ3Iaqe7wg8rIK1dZp6hAW63z7v46yfyu5ALy_E3KFUuAFmCY5qzQSmn7KZTavaqyQTg__9-FD15CURaAqGJCRO4H4qB8wQ2enmJQv53t8YTnvRT_dldtm2ttXt1K6uoM/s1600/Almond+Tree+1+Old.jpg" width="320" /></a></div>
It was recycle day on our street and our neighbor, <a href="http://janroy.com/" target="_blank">Jan Roy</a>, a life-long artist whose work is widely known and recognized, offered Anika a frame that she had had for years and decided that she was never going to use. It was a lovely frame. The price was right so she accepted the offer and put it into her collection of unused frames. <br />
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Back to pondering the fate of the Almond Tree painting. Would it or would it not go into the show at the Art Association that Anika was preparing to hang in a couple of days? Suddenly, the idea of reframing the painting in the new frame sprung into being. It became obvious that this would require some cropping and restretching. The result gave new life to the painting and Anika loved it. When it as displayed at the Art Association, it was among the first items in the show to sell. Yeah! It has found a home with someone else who loves it. And, yes, Anika's future artistic credentials remain potentially in tact. A real Cinderella story.<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgn85itxWcVu9stQurvDwY6yFJQ0SxnR3sfXbyKTMj4wa1JVU5SSXjF1EWvjTubvyPmy46f50QVatwt2yosoGZL0xfR1s6q20XMjG4yP8TJh-gQ-xW7v6CFZXVMa_6v8WBg1lsgBtM0vpA/s1600/Almond+Tree+1+Framed.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="261" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgn85itxWcVu9stQurvDwY6yFJQ0SxnR3sfXbyKTMj4wa1JVU5SSXjF1EWvjTubvyPmy46f50QVatwt2yosoGZL0xfR1s6q20XMjG4yP8TJh-gQ-xW7v6CFZXVMa_6v8WBg1lsgBtM0vpA/s1600/Almond+Tree+1+Framed.jpg" width="320" /></a></div>
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Please visit <a href="http://anikasavage.com/" target="_blank">Anika's website</a> for a full exploration of her work.<br />
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com2tag:blogger.com,1999:blog-440182632887568420.post-69192442852969360962013-08-18T09:12:00.000-05:002013-08-21T12:22:26.364-05:00Life Sustaining Rock 'n' Roll! What Organizational Science has to Learn from the Rock Camp. <div dir="ltr" style="text-align: left;" trbidi="on">
<span _mce_style="font-size: 14pt; font-family: Verdana, Geneva, Arial, Helvetica, sans-serif; color: #003333;" style="background-color: white; color: #003333; font-family: Verdana, Geneva, Arial, Helvetica, sans-serif; font-size: 14pt;" styleclass=" style_ArticleHead">Life Sustaining Rock 'n' Roll! </span><br />
<span _mce_style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: 12pt;" style="background-color: white; color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: 12pt;">What organization </span><span _mce_style="color: #003333; font-family: Arial, Helvetica, sans-serif;" style="background-color: white; color: #003333; font-family: Arial, Helvetica, sans-serif;">science has to learn from the Rock Camp</span><br />
<span style="color: #003333; font-family: Arial, Helvetica, sans-serif;"><br style="background-color: white;" /></span><span _mce_style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: 10pt;" style="background-color: white; color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;"><table _mce_style="text-align: center; margin-top: 5px; margin-bottom: 5px;" align="left" class="imgCaptionTable mceItemTable" style="border: 1px dashed rgb(187, 187, 187); margin-bottom: 5px; margin-top: 5px; text-align: center; width: 210px;"><tbody>
<tr><td _mce_style="text-align: center; color: #003333;" class="imgCaptionImg" style="border: 1px dashed rgb(187, 187, 187); color: #003333;" width="210"><table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="margin-left: auto; margin-right: auto; text-align: center;"><tbody>
<tr><td style="text-align: center;"><img _mce_src="https://origin.ih.constantcontact.com/fs172/1101302370112/img/173.jpg" alt="Anika and Chris" border="0" height="266" hspace="5" name="ACCOUNT.IMAGE.173" src="https://origin.ih.constantcontact.com/fs172/1101302370112/img/173.jpg" style="margin-left: auto; margin-right: auto;" vspace="5" width="200" /></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Anika with Glam Rocker, Chris</td></tr>
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<div _mce_style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: 12pt;" style="background-color: white; color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: 12pt;">
To call the<a _mce_href="http://www.rockcamp.com/bio.php" _mce_shape="rect" _mce_style="color: #003333; text-decoration: underline;" href="http://www.rockcamp.com/bio.php" linktype="1" shape="rect" style="color: rgb(0, 51, 51) !important;" target="_blank" track="on"> David Fishof's Rock 'n' Roll Fantasy Camp</a> fun is like saying that Hell is hot! If it were any more fun, all of the campers would get arrested! Suffice it to say that the opportunity to learn from and perform with the all-time great progressive rock band,<a _mce_href="http://www.theatlantic.com/politics/archive/2013/08/Yes-They-Can/278510/" _mce_shape="rect" _mce_style="color: #003333; text-decoration: underline;" href="http://www.theatlantic.com/politics/archive/2013/08/Yes-They-Can/278510/" linktype="1" shape="rect" style="color: rgb(0, 51, 51) !important;" target="_blank" track="on">Yes</a>, and to have Alice Cooper's friend and lead guitarist, <a _mce_href="http://en.wikipedia.org/wiki/Kane_Roberts" _mce_shape="rect" _mce_style="color: #003333; text-decoration: underline;" href="http://en.wikipedia.org/wiki/Kane_Roberts" linktype="1" shape="rect" style="color: rgb(0, 51, 51) !important;" target="_blank" track="on">Kane Roberts</a>, as your counselor and then to top it all off with a absolutely good-enough performance in front of 300 screaming people at a swanky nightclub in Las Vegas is something arguably better than dying and going to Heaven for a lifelong rock fanatic like Michael. (Plus, as you can see, Anika made some nice new friends too!) </div>
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So, the fun side was outtasite! But, that wasn't all. Unpacking the Rock Camp experience, it's clear that much of what made it great is completely consistent with Art of the Future's thinking about Life Sustaining Organizations, and that's what we want to comment about here.</div>
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Our book, <i><a href="http://www.artofthefuture.com/2011Book.html" target="_blank">Life Sustaining Organizations -- A Design Guide</a> </i>asserts organizations can attract and hold positive, resilient people capable of understanding the macro forces shaping the future; people who can deal creatively with whatever life circumstances those forces produce. The organizations that do so are "life sustaining". They celebrate the vitality of the people who work for them, their products, their relationship to the physical spaces they occupy, and their place in nature. </div>
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Our observation of what works in organizations and what doesn't led us to identify five interacting elements of a life sustaining work system or organization of any type:</div>
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<a href="http://gp1.wac.edgecastcdn.net/802892/production_public/Artist/2168044/image/small/1323562140_JOHNNY_LUST_2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: center;"><br /></a>
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<ol style="text-align: left;">
<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;"><i>Creative, cool, competent and capable people</i> (as defined by the standards and cultural mores of a particular industry or social milieu) are attractive. People want to be around them. They draw people like themselves and students and interested parties of all sorts. Building a cadre of great, talented people is Job 1 for a life sustaining organization.</span></li>
<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">Working environments frequently ask us to leave part of ourselves behind and to treat much of what is going on in the world outside the organization as exogenous to the concerns of the work system. <i>Whole systems thinking </i>is another feature of life sustaining organizations. They want as much of the whole person to show up for work as someone is comfortable bringing through the door. They want teams and groups of teams to function in a skillful and learning-oriented fashion. They want the total organization to act like a living organism, not like a machine of disconnected parts. And, they know that the organization exists in the context of the natural environment and that environment is presently under stress. </span></li>
<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">Life sustaining organizations emphasize <i>design integrity. </i>As with nature, nothing can really be "off" or "ugly" in the context of whole system. Every choice has an aesthetic component. Does it incline the organization toward beauty or irrational inconsonance? The world's largest technology company is an example where such design considerations are paramount.</span></li>
<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">Life sustaining organizations don't over-complexify. Like a good architect, they look for <i>elegant solutions</i>. Shedding divisions that have nothing to do with an organization's core mission can be an example of seeking elegant solutions. Solar power looks like one of the elegant solutions to the present energy crisis.</span></li>
<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">Finally, life sustaining organizations ship. They sustain themselves economically. <i>The produce results. </i>They survive and flourish.</span></li>
</ol>
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<span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">The Rock Camp is an extremely successful business venture with a variety of business lines all dedicated to eliciting the participants' creative spark and interest in music. Fishof has a long way to go and will probably become an ever more networked and influential guy in the music business. </span></div>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhz493dwTpSURi66Kt3sD5h27kdRsh4Ynzn5sOaSQTGL9Z0zoA4ltaJ45coywlhZC_xzNejplzlBQOgzhLeajShJy0ZYGh6RmwxeJZGQ6YJNxYLf3H_jN-D-T3Nn1GfCmIa9t4lRTVUnUEt/s1600/Kane_Roberts_Saints_And_Sinners.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="197" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhz493dwTpSURi66Kt3sD5h27kdRsh4Ynzn5sOaSQTGL9Z0zoA4ltaJ45coywlhZC_xzNejplzlBQOgzhLeajShJy0ZYGh6RmwxeJZGQ6YJNxYLf3H_jN-D-T3Nn1GfCmIa9t4lRTVUnUEt/s200/Kane_Roberts_Saints_And_Sinners.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Kane Roberts</td></tr>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkDQMgjULbSmLKNQ-4IriPyUN-a1wEqM93CYsqw36ff2nqbrPDrT6aDEUC6KpIoZ9orbFIN-Pudt_dybKltm-rajTiIOk-HfGqPY-Sq0fCQbl-Gg2MxLzqV6dg8NSNE-s5jzBRUMk_Cec/s1600/IMG_0682_1024.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgkDQMgjULbSmLKNQ-4IriPyUN-a1wEqM93CYsqw36ff2nqbrPDrT6aDEUC6KpIoZ9orbFIN-Pudt_dybKltm-rajTiIOk-HfGqPY-Sq0fCQbl-Gg2MxLzqV6dg8NSNE-s5jzBRUMk_Cec/s200/IMG_0682_1024.jpg" width="150" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Kane Roberts, fan of Anika Savage</td></tr>
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<span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">In its counselor corps, the Camp brings together some amazingly cool people who are also incredible musicians. As mentioned, Kane Roberts was Michael's counselor. Seriously, everybody loves Kane. If you do a Google search on the guy, you can find pic of him using a <a href="http://www.kaneroberts.com/images/12.jpg" target="_blank">machine gun styled guitar and weighing in as a completely buff 240 muscle man</a>. He's made plenty of money as a heavy metal performer and song writer, probably more than enough to have retired 20 years ago. And, it also turns out, that he was trained at the New England Conservatory of Music and that he can play a multiplicity of instruments in a wide variety of styles. In fact, one of the greatest moments of Michael's experience at Rock Camp was trying to turn Alice Cooper's "<a href="http://www.youtube.com/watch?v=VBEcLxnXVAc" target="_blank">Schools Out for Summer</a>" (on which Kane played lead) into a Chet Baker style jazz ballad. This guy can play and sing whatever he want with whomever he wants. And, probably most important, he has a very well-defined sense of humor, he's extremely skilled at relationships, can quote <a href="http://www.jcf.org/new/index.php" target="_blank">Joseph Campbell</a> fairly extensively and has a thought-through educational methodology that totally cooks. Special guy, huh?</span></div>
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<span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">Right. But, so is <a href="http://www.rudysarzo.com/book/" target="_blank">Rudy Sarzo</a>, a counselor who's played with everyone from Ozzie Osborne to Quiet Riot, and <a href="http://en.wikipedia.org/wiki/Joe_Vitale_(musician)" target="_blank">Joe Vitale</a> --</span><span style="color: #222222; line-height: 16px; text-align: -webkit-auto;"><span style="font-family: Arial, Helvetica, sans-serif;">drummer, flautist, keyboardist and singer-- </span></span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">who's played with The Amboy Dukes, the Eagles, Crosby Still & Nash, Neil Young, etc. <a href="http://www.realrock.com/mpbio.htm" target="_blank">Mike Pinera</a>, the "Mr. Rogers of Rock 'n' Roll, who --if you can actually believe that a mere mortal did such a thing!-- played lead guitar on "<a href="https://www.youtube.com/watch?v=8EfZMi1kHHE" target="_blank">In-A-Ga-Da-La-Vida</a>". And, let's not forget about the fabulous </span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;"><a href="http://www.shantilleone.com/" target="_blank">Shanti</a></span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;"> Lleone or </span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">AJ Johnson</span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;"> or <a href="http://en.wikipedia.org/wiki/User:JOHNNY_LUST" target="_blank">Johnny Lust</a> or <a href="http://garyhoey.com/" target="_blank">Gary Hoey</a> and other members of the staff who were too numerous to name! </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">And that's the point. These were all exceptionally talented people who really knew their chops, had a fabulous work ethic and were terrific fun to hang out with. While these <u>creative people</u> formed the core of this life sustaining organization, e</span><span style="font-family: Arial, Helvetica, sans-serif;">ach participant camper was strongly encouraged to bring in all aspects of him or herself into the picture, including dimensions that are normally left out of a person's behavior at work. Many people felt "liberated" by bringing more of their whole person into the effort. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;">The Rock and Roll Fantasy Camp also embodied the other characteristics of a </span><span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-family: Arial, Helvetica, sans-serif;">life sustaining organization. </span> </span>Each newly formed band was an exemplary demonstration of what we mean by <u>whole systems thinking</u>. On Sunday afternoon, five people complete strangers come together [with only a tiny bit of vetting by the Camp staff] and by Tuesday they have become a team, delivering professional performances in front a live audiences at the MGM Grand's Rouge Lounge in Las Vegas! Getting that done requires a lot of honesty, self-disclosure, vulnerability, experimentation, hard work, attention and laughter. (Of course, the Camp doesn't click for everyone. In fact, each attendee has to sign a lengthy agreement that holds the Camp harmless if one of about fifty different predictable problems --e.g., hating the members of your band-- comes into reality.) While the Camp demonstrates whole personal and whole institutional characteristics, on the whole environment front, the Rock Camp meets the challenge by uniting all participants into the world community of musicians and the realm of the creative arts more generally. In that way, it is a poetic experience for all concerned, a huge bonding with vitality and life. I would say, however, that there is no ostensible connection to nature at the Rock Camp, and, in that way, it is not life sustaining. Set in Las Vegas, a desert with 108° heat and a vast commercial area with no natural oases in sight, this is not an environment that's conducive to appreciating the condition of the planet, especially since the level of carbon consumption -- between constant air conditioning, scant public transportation and the risk to life and limb faced by anyone who trying to walk anywhere other than the Strip -- combine to put one in a completely artificial, life-negating context. Plus, a lot of musicians still smoke. So, that this is one of the Camp's flat spots in my opinion. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Regarding the principle of <u>design integrity</u>, it would be hard to imagine giving the Camp a higher grade! Seriously, it is a beautiful thing to practice a song over and over and over again until every note, every transition, every moment in rhythmic time feels truly perfect. Plus, interacting with musicians like Steve Howe, lead guitarist for Yes, was a profound reminder of why aesthetics are so important. Everyone who has done anything they know is excellent in any realm will understand this. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">The Camp manifested simplicity and <u>elegant solutions</u> in a variety of ways that made it easy to live there. Others might find this an odd comment, but the fact that there was no emphasis on formal networking at the camp made it much easier to interact with people and simply concentrate on one's music. In many team building settings, there is a tremendous amount of energy and time spent of having people get to know each other, complete with name tags, milling exercises, discussions of where one ranked in birth order, etc. At the Rock Camp, I never even got to know the last names of people in my band. It wasn't really important to do so, although it would have been fine. I learned somewhere along the line that one of the people I got to know a bit was a co-founder of Oracle. In the world outside that might have been a big deal. Inside the camp, it added nothing to the fact that he was nice man who could play the guitar quite well. Stressing the networking opportunities at the Camp would have been easy to do, but, in my opinion, it would have detracted from the focus of the experience. If you met people who became life long friends and collaborators, nice. If not, fine. Not part of the Camp's purpose really. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Finally, the fifth principle of life sustaining organizations, the Camp produced <u>results</u>. What do I mean? One video is worth way more than a thousand words:</span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-44021118566909317422013-08-16T12:26:00.000-05:002013-08-21T12:25:20.688-05:00News from the Society for Organizational Learning, North America<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-size: small;">SoL has affected many thousands of people since its founding. It is home to many of the ideas and frameworks out of which Art of the Future draws its inspiration and aspirations. In fact, Michael and Anika met through their work together at SoL. Structural Dynamics, our framework for thinking about the future was stressed tested through workshops, discussions and thought pieces we've done with SoL and its members.</span></div>
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<span style="font-size: small;">SoL has been going through an extensive transition over the last three years as a new legal framework has been established to support its revised mission - being a network of networks for those who want to understand and influence the dynamics of organizational and societal systems. There are now twenty two SoL entities around the world operating in a loose confederation in support of the five disciplines of systems thinking in all of their manifestations.</span></div>
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<span style="background-color: white; color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;">Michael is the co-chair of SoL, North America (SoL NA), one of the largest and most well-established of the SoL constellation. In this capacity, he and his colleagues on the Sol NA Council and in the SoL NA Connectors Infrastructure Subcommittee have been exploring and promoting a number of activities: </span></div>
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<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;"><a href="http://www.solonline.org/?page=projectincubator" target="_blank">The Project Incubator</a> uses a Strategy Matrix co-created by the SoL North American Council and Peter Senge. The Incubator is a bottom-up approach to generating projects related to<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
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SoL's mission and principles that members own and develop. Michael has co-facilitated two of the Incubators. The response of participants has been excellent, generating a high level of energy and enthusiasm.<i> </i><span style="background-color: white;"> </span> <a href="http://www.linkedin.com/groupItem?view=&gid=4720898&type=member&item=253604135&qid=e4c2edb5-ce1a-40c7-acf2-cc3a1a4ba8df&trk=group_most_popular-0-b-ttl&goback=%2Egmp_4720898" target="_blank">Six projects</a> were investigated and developed through the last Incubator. There are several Project Incubators planned in the coming months. In addition, Michael and colleagues like <a href="http://www.abcconnects.org/#!__about-us/vstc59=carol-gorelick/vstc55=our-founders" target="_blank">Carol Gorelick</a>, <a href="http://www.reidyassociates.org/" target="_blank">Deborah Reidy</a>, <a href="http://vimeo.com/13466864" target="_blank">Mark Alpert</a> and Tom Flanagan of <a href="http://www.globalagoras.org/" target="_blank">21st Century Agoras</a> </span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;">are working on creating a version of the SoL NA Incubator that can be applied inside organizations to facilitate greater </span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;">member engagement in the strategy process at all levels of responsibility. </span></li>
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<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;">The <i>Speaker's Bureau</i> is an effort by SoL NA to place members (and probably some others as well) who are skilled at keynote presentations into conferences, associations, <table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; margin-right: 1em; text-align: left;"><tbody>
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corporate, public agency, academic and other settings. Many people who cross paths with SoL NA, either as members, course participants, or "friends of the family" are skilled speakers with wide networks of association. The objective of the Speaker's Bureau is to match up talent with paying opportunities to spread insight and conversation about systems thinking and organizational learning. SoL NA is pulling together profiles of prospective speakers, which it is publishing and will be communicating to potential engagement sponsors. <a href="http://david%20koehn%27s%20profile/" target="_blank">David Koehn's profile</a> is an example of what the end result looks like. (NB: We're still in the process of creating the Bureau; so, the contact number isn't finished at the moment. Please contact <a href="mailto:msales@solonline.org" target="_blank">Michael</a> at <a href="mailto:msales@solonline.org" target="_blank"><span style="background-color: white;">msales@solonline.org</span></a> for inquiries regarding the Speakers Bureau. </span></li>
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<li><span style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;">As part of a larger effort for SoL NA to act as a one-stop shop for association conferences, <a href="http://www.thewoodlandgrp.com/colleagues.html" target="_blank">Stephen Gianotti</a> has taken responsibility for creating a team that will place SoL NA members as <i>workshop leaders</i> before and after these events. His work has already seen some impressive results with a placement at an important organizational learning/systems thinking event. <a href="http://www.prasadkaipa.com/" target="_blank"> Prasad Kaipa</a>, a long time SoL member, will be addressing the American Society for Training and Development's Global Forum on August 21, 2013. To learn more about these efforts, please contact <a href="mailto:sgianotti@comcast.net" target="_blank">Stephen</a> direct via email a<span style="background-color: white;">t </span></span><span style="background-color: white; font-size: small;"><a href="http://sgianotti@comcast.net./" target="_blank"><span style="font-family: Arial, Helvetica, sans-serif;">sgianotti@comcast.net</span>.</a> </span></li>
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<li><span style="font-family: Arial, Helvetica, sans-serif; font-size: small;"><i>SoL NA's core courses</i> (Foundations for Leadership, Executive Champions Workshop and Leadership for Sustainability) featuring faculty like <a href="https://mitsloan.mit.edu/faculty/detail.php?in_spseqno=41415" target="_blank">Peter Senge</a>, <a href="http://ashlandinstitute.org/beth.html" target="_blank">Beth Jandernoa</a>, <a href="http://www.zoominfo.com/#!search/profile/person?personId=2044319&targetid=profile" target="_blank">Robert Hanig</a>, <a href="http://www.ottoscharmer.com/" target="_blank">Otto Sharma</a>, and <a href="http://www.qi-global.com/darcy-winslow" target="_blank">Darcy Winslow</a> (among others) continue to be extremely popular. Most of these are sold out well in advance of the event. SoL NA's President and CEO, <a href="http://www.solonline.org/?SoLStaff" target="_blank">Frank Schneider</a>, takes the lead on the management of these programs. All SoL members receive a 15% discount on these courses. Please contact <a href="mailto:frank@solonline.org" target="_blank">Frank</a> directly at<span style="background-color: white;"> </span></span><span style="font-size: small;"><a href="mailto:frank@solonline.org" target="_blank"><span style="background-color: white; font-family: Arial, Helvetica, sans-serif;">frank@solonline.org</span></a><span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: white;"> </span>for further information about these SoL NA programs. </span></span></li>
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Deborah
Reidy is taking the lead on designing and piloting a <i>Systems Thinking
Certificate Program</i>. Tentatively entitled “<b>Accelerated
Learning: Results in Systems Thinking</b>” the program will build
systems thinking capacity in organizational leaders in a way
that is collaborative, challenging and results oriented so that
critical business challenges are successfully addressed and new learning
occurs. The program is currently envisioned as a virtual
program offered over a period of weeks to a cohort of participants working in
the same company. It is being designed based on cutting edge research in the
field of neuroleadership. Program advisors will include experts in
neuroleadership for the design and systems thinking for the content. For more information, contact <a href="mailto:dreidy@solonline.org" target="_blank">Deborah</a> at <span style="background-color: white;"><a href="mailto:dreidy@solonline.org" target="_blank">dreidy@solonline.org</a>. </span> </div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-73228983164109128462013-08-14T13:26:00.000-05:002013-08-20T15:43:29.680-05:00Making Patient Safety a Key Hospital Priority <div dir="ltr" style="text-align: left;" trbidi="on">
<span _mce_style="color: #003333; font-family: Verdana, Geneva, Arial, Helvetica, sans-serif; font-size: 14pt;" style="background-color: white; color: purple; font-family: Verdana, Geneva, Arial, Helvetica, sans-serif; font-size: 14pt;" styleclass=" style_ArticleHead">Making Patient Safety a Key Hospital Priority</span><span _mce_style="color: #003333; font-family: Verdana, Geneva, Arial, Helvetica, sans-serif; font-size: 14pt;" style="background-color: white; color: #003333; font-family: Verdana, Geneva, Arial, Helvetica, sans-serif; font-size: 14pt;" styleclass=" style_ArticleHead"> </span><br />
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<span style="font-size: small;">Patient safety in hospitals and other healthcare delivery settings is a major public health problem. Several distinctive challenges combine to create a high-risk environment for patients that can result in grave - and costly - personal and organizational consequences. </span></div>
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<tr><td style="text-align: center;"><span style="font-size: small;"><a href="http://www.feinberg.northwestern.edu/gfx/news/Sim_Lab_2.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" src="http://www.feinberg.northwestern.edu/gfx/news/Sim_Lab_2.jpg" height="214" width="320" /></a></span></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-size: small;">A Training Team Works on a Mannequin </span></td></tr>
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<span style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;">Michael and co-authors Dr. <a href="http://www2.massgeneral.org/anesthesia/index.aspx?page=faculty&subpage=cooper" target="_blank">Jeffrey Cooper</a>, Dr. <a href="http://www.hsph.harvard.edu/sara-singer/" target="_blank">Sara Singer</a> and <a href="http://www.peoplesworth.com/" target="_blank">Jay Vogt</a> recently published an article in </span><span style="font-size: small;"><i style="color: #003333; font-family: Arial,Helvetica,sans-serif;">Reflections Magazine</i><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;"> </span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">discussing how defensive behaviors among hospital leaders, managers, and staff aggravate the risks to patient safety in </span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">hospitals</span><span style="color: #003333; font-family: Arial, Helvetica, sans-serif;">. Here is a link to the article, "<a href="http://www.artofthefuture.com/PDF/ReflectionsVol13No1.pdf" target="_blank">The Journey to Patient Safety</a>," in which we describe a multidimensional training program, Healthcare Adventures™, in which the exploration of so-called "automatic defensive routines" figures as an important focus. Healthcare Adventures combines a simulation of a traumatic patient safety event with structured reflection. Taken together, these kinds of learning opportunities support collaborative inquiry and appreciative engagement by the members of healthcare management teams around important issues such as patient safety. (You have to scroll down into the PDF a couple of pages to come to the body of the article.) </span></span></div>
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<span style="color: #003333; font-family: Arial, Helvetica, sans-serif; font-size: small;">Michael, Jay, Jeff and Sara have been working together for a number of years in the under the auspices of the <a href="http://www.harvardmedsim.org/" target="_blank">Center for Medical Simulation</a>, a training institute based in Charlestown MA that has the support and engagement of a number of hospitals and research institutions, such as Partners Healthcare, the Massachusetts General Hospital, Brigham and Women's Hospital, MIT, and the Harvard School of Public Health. </span><span style="font-family: Arial, Helvetica, sans-serif; font-size: small;"><abbr style="line-height: 16px; text-align: justify;" title="Center for Medical Simulation">CMS</abbr><span style="line-height: 16px; text-align: justify;"> was one of the world's first healthcare simulation centers and continues to be a global leader in the field. </span><abbr style="line-height: 16px; text-align: justify;" title="Center for Medical Simulation">CMS</abbr><span style="line-height: 16px; text-align: justify;"> is approved by the American College of Surgeons (ACS) as a Level 1-Accredited Educational Institute, and is endorsed by the American Society of Anesthesiologists (ASA). Jeff Cooper, the founder and executive director of CMS, is also the recipient of a number of awards for his pioneering work in the field of patient safety. </span></span></div>
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<tr><td class="tr-caption" style="text-align: center;"><span style="font-size: small;">Tom Bigda-Peyton</span></td></tr>
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<span style="font-size: small; text-align: justify;"><span style="font-family: Arial, Helvetica, sans-serif;"><span style="line-height: 16px;">Healthcare Adventures is an on-going project. Our thinking is closely aligned </span></span></span><span style="font-family: Arial, Helvetica, sans-serif; font-size: small; line-height: 16px;">with Dr. Tom Bigda-Peyton, managing partner of </span><span style="font-size: small;"><a href="http://www.secondcurvesystems.com/why-second-curve/our-approach/" style="font-family: Arial,Helvetica,sans-serif; line-height: 16px;" target="_blank">Second Curve Systems</a><span style="font-family: Arial, Helvetica, sans-serif; line-height: 16px;">, who focuses on the alignment of functions, technology and people throughout a hospital or other healthcare delivery organization to bring better and safer results to the patient and more positive experiences to clinical and administrative teams. Second Curve Systems offers a paradigmatic shift in the way healthcare is delivered and in the expectations that people have of healthcare systems. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: small;"><span style="font-family: Arial, Helvetica, sans-serif; line-height: 16px;"><br /></span></span><span style="font-family: Arial, Helvetica, sans-serif; font-size: small;"><span style="font-family: Arial, Helvetica, sans-serif; line-height: 16px;">Consider this: the recent airline crash in San Francisco in which two lives were lost constitutes the first such fatal crash in the United States since 2009. Contrast that with the fact that something like 45,000-95,000 </span><span style="font-family: Arial, Helvetica, sans-serif; text-align: left;"><span style="line-height: 16px;">people die in American hospitals every year as a result of preventable safety accidents and issues. What if hospitals were as reliable as commercial airlines? That is the sort of high reliability outcome Second Curve is going for. Second Curve's thinking about the overall context of healthcare combined with Healthcare Adventures capacity for build <i>trust</i> in hospital teams so that they can grapple with and resolve the complex issues confronting patient care looks like a potent and much-needed combination. </span></span></span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-45418366509355667222013-08-13T11:05:00.000-05:002013-08-20T16:49:43.531-05:00Report from the 2013 World Future Society Annual Meeting<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="background-color: white; color: purple; font-size: large;">Report from the 2013 World Future Society Annual Meeting</span><br />
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It's always fascinating to attend the annual meeting of the <a href="http://www.wfs.org/" target="_blank">World Future Society</a>. This year's convention in Chicago was no exception, although the event seemed to be less well-attended than others. Like many other associations, the WFS' conference-based business model seems to be in trouble. More on that later. <br />
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Regardless of my critique of the event's energetic tone, there was much to appreciate in the people and the content of the conference. I was able to get to only a few of the 75 or so sessions; so, there is no way to provide a full report. (<a href="https://www.intelliquestmedia.com/store/search.php?a=E&c=201316" target="_blank">Complete audio recordings</a> of all sessions are available through the WFS if you want them.)<br />
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<tr><td class="tr-caption" style="text-align: center;">Nicholas Negroponte</td></tr>
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Nicholas Negroponte, founder of MIT's Media Lab, <i>Wired </i>Magazine and of the <a href="http://laptop.org/en/vision/index.shtml" target="_blank">One Laptop per Child Foundation</a>, dedicated to providing each child in the world with a means to learn and teach, was the opening keynoter. He began with commentary about ways to consider the future:<br />
<ol style="text-align: left;">
<li><i>Extrapolative</i>, i.e., prediction based on where you are, e.g., revolutions in the photographic, music, and publishing industries were all infinitely predictable based on what digital information has put in front of us. (The same can probably be said of healthcare delivery, the transportation system and the energy infrastructure today, I should think.) Fascinatingly, Negroponte quoted a high-ranking executive from someplace like Kodak as saying that "It was my fiduciary responsibility to deny what I knew was coming." Now, that's what I call dedication to sunk costs! So much for preserving shareholder value! </li>
<li><i>Orthogonal, </i>i.e., hard to see because it's 90° different from what's going on now, e.g., self-driving cars and wirelesses. He points out that it took Bangkok 7 years to install a wireless network while it took Bolivia only 7 days! <a href="http://en.wikipedia.org/wiki/Nikola_Tesla" target="_blank">Nikola Tesla</a> also speculated and demonstrated that wireless power transmission is not only possible, but increasingly probably. (Art of the Future tried to point this out to a prospective client in the power cable business several years ago only to be summarily shown the door.) Negroponte predicts that only 1/10th of the cars on the road will be needed in the relatively near future as self-driving cars become the norm. It's there; it's happening; but we don't see it yet.</li>
<li><i>Metaphorical, </i>e.g., thinking of a computer as a "foreigner" in the land of the humans, an entity who doesn't know that much about communicating with us, but, with our engagement and tutoring, is rapidly learning.</li>
<li><i>Contrarian, </i>i.e., you may think things are going one way, but they ain't. Take nuclear power. According to Negroponte, "Nuclear power is the only one! We need it! We have to have it!" Now, a lot of renewable energy people don't see it that way, but Nick thinks we're all going to have "toaster sized" nuclear power plants installed in our homes sooner than we can imagine. (He's not alone in this way of thinking. My friend, Dr. Leslie Dewan, Chief Science Officer and co-founder of <a href="http://transatomicpower.com/company.php" target="_blank">Transatomic Power</a>, is one of a number of brilliant young scientists looking to new ways of working with nuclear power, in this case turning nuclear waste into energy that can be used safely in consumption and commerce.) </li>
</ol>
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This overview led him to the heart of his talk, universal education. Here's my summary of his comments:</div>
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<ul style="text-align: left;">
<li>The One Laptop per Child effort has demonstrated the efficacy of focusing on curiosity. The Foundation has distributed 3 million laptops to children who have no classrooms and no teachers in places where there is virtually no literacy. There are 100,000,000 such children in the world! The Foundation has stuffed these laptops with a range of 500 apps in English and has engaged in rigorous longitudinal research in following up on outcomes in several villages. Within days, the kids were using 50 apps. Within six months, they were changing the code of the apps by hacking into the system on their laptops, And --in a result I find truly phenomenal-- the research seems to demonstrate conclusively that children can learn to read (a foreign language, English) on their own!!! Let's get those other 97,000,000 laptops distributed pronto!</li>
<li>Learning is different than education. Learning in school is very different than the learning that takes place in the first five years of life. Education shouldn't be in the testing business until children are something like 13. It should be in the curiosity business, promoting and using the natural eagerness of children to know something about the world around them.</li>
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<a href="http://lifeboat.com/ex/bios.jose.luis.cordeiro" target="_blank">José Luis Cordeiro</a> led a session on the work of the <i>Singularity University, </i>which, as the logo states, sees itself as "preparing humanity for accelerating technological change." The Singularity is based on the view that, by 2045, computing power will be equivalent to human brain power, i.e., according to Cordeiro, "You won't know if you're talking to a person or a computer." Immortality is one of the consequences of this. By printing organs and swapping out stuff of ours that gets old with kidneys and lungs that never get tired, we're going to live forever! </div>
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I have very mixed feelings about the Singularity. One mixed feeling I have about it is that everyone associated with the project has an IQ that I can't even calculate with a digital adding machine, and that's a bit intimidating. Another is that I heard <a href="http://en.wikipedia.org/wiki/Ray_Kurzweil" target="_blank">Ray Kurzweil</a> give a keynoter at the WFS about ten years ago in which he extolled his good health. At the time I think he was 56. He described a regimen of something like 100 dietary supplements he took per day. If memory serves he said his doctor told him he had the look and vitality of a 35 year old man, tops. I looked at the guy, and turned to my friend who was watching the presentation with me and said, "This guy needs to get a new doc." There was no way he looked like a 35 year old. He looked like a guy who was 56. Unfortunately, I was righter than I wanted to be because Kurzweil, like his father before him, suffers from a number of serious health problems, one of which almost killed him a few years ago. </div>
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<tr><td class="tr-caption" style="text-align: center;">José Luis Cordeiro</td></tr>
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Singularity U's ambition is to train up a bunch of really, really smart young people who are, essentially, going to take over the world (or, putting it more generously, <i>guide </i>the world) into the inevitable<br />
Technotopia that folks like Cordeiro so fully embrace. </div>
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The Technotopia is accelerating along<a href="http://hplusmagazine.com/2010/02/12/nano-bio-info-cogno-paradigm-future/" target="_blank"> four interrelated and increasingly integrated vectors</a>:</div>
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<ol style="text-align: left;">
<li><a href="http://www.nano.gov/" target="_blank">Nanotech</a>, which among other things, will eliminate pollution. There will be nothing extra and there will be no waste. "Waste is raw material in the wrong place." Nanotech will make sure that every atoms will be placed in exactly the right spot. (My mother would have been happy about this.) Cloning will be old hat in a world where you can constantly "improve" yourself. "A number of Indian gods have three heads; so, cloning a new head is not a problem in India." (Said in a jocular fashion, but I don't think he was kidding.)</li>
<li><a href="http://www.synbioproject.org/topics/synbio101/definition/" target="_blank">Synthetic biology</a>, using the 3 gigabytes of data in the human gene to greater and greater advantage. By today's <a href="http://www.whatsabyte.com/" target="_blank">terabyte</a> standard, that is no longer a big deal to map. In fact, some people would probably call that a chump digital change. You can now get a <a href="https://www.23andme.com/?utm_source=extole&utm_medium=referafriend&utm_campaign=extole" target="_blank">DNA map for about $100</a>, for example. </li>
<li><a href="http://academypublisher.com/jait/" target="_blank">Info technology</a> is leaping ahead like a grasshopper on a mission. <a href="http://www-03.ibm.com/innovation/us/watson/" target="_blank">Watson</a>, the IBM computer that wins in chess and Jeopardy, "was born with Wikipedia in its head." What this kind of computing power will mean for the future of human/robotic interaction is something almost no one is prepared for, but everyone needs to get ready for. (Personally, I'm looking forward to highly advanced expert systems. I have about twenty-five ideas every day, and nothing would make me happier than having a crew of robots who could actually execute on these things. I could get a lot more blog entries done if I were editing them instead of having to write 'em!)</li>
<li><a href="http://www.academia.edu/289304/EMERGING_TECHNOLOGIES_NANO_BIO_INFO_COGNO_AND_THE_CHANGING_CONCEPTS_OF_HEALTH_AND_DISABILITY_IMPAIRMENT" target="_blank">Cognotech</a>, i.e., really understanding how the brain works and using technological advances, such as brain implants, to get it to do things that we can't get it to do now, e.g., sleep better and beat Alzheimer's. "Talking is primitive....We're on the verge of something similar to telepathy." </li>
</ol>
It all sounds pretty wowwy-zowwy to me, and I like a lot of it. But, I also found something sort of sinister in the language of the presentation. There were a lot of comments about all of the "Amish" around the world, who aren't going to be able to keep up with or adapt to the changing technological context. They are going to be "left behind". It gave me the feeling of being in a bad Tim LeHaye novel. And then there were the repeated references to the praise heaped upon Singularity U by<a href="http://www.nytimes.com/2010/06/13/business/13sing.html?pagewanted=all&_r=0" target="_blank"> Larry Page,</a> one of Google's founders, who is also a key player at the University. If I heard him correctly, Cordiero quoted Page (a Stanford <a href="http://ecorner.stanford.edu/author/larry_page" target="_blank">faculty member</a>) as saying that Stanford is "shit" in comparison to Singularity U. I don't know why he felt it necessary to use that sort of language in this setting. It was unnerving, not because Stanford is above criticism or because Singularity U isn't as great as people say it is, but it just seemed sort of small minded for someone who is going to "preparing humanity for accelerating technological change." </div>
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There was something very non-empathetic in Cordiero's attitude toward the technologically unenlightened, whoever they may be. Mitt Romney had a problem with "the 47%"; Cordeiro sounds like he might have a problem with "the 97%". Utopians and Dystopians of all sorts seem to have a challenge with the messiness and unpredictability of living systems and humanity. Something to think about before becoming a full-fledged Singularitan. <br />
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On the other hand, the session ended with a statement that I agree with: "We have to be optimistic about the future. We are intelligent enough to survive and thrive. We have got to move beyond our tiny planet." <br />
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<tr><td class="tr-caption" style="text-align: center;">Fabienne Goux-Boudiment</td></tr>
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Using the exciting presentation technology, Prezi, <a href="http://www.progective.com/en/progective/fabiennegouxbaudiment/" style="font-style: italic;" target="_blank">Fabrienne Goux-Boudiment</a> led a fascinating and important discussion of <i>The Futureplex Mindset </i>or <a href="http://prezi.com/2esfoa5x84x9/g-wfsv2/?utm_campaign=share&utm_medium=copy" target="_blank">Futuring in the Year 2100</a>. <br />
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Fabienne describes a stark difference between the World 1.0 -- characterized by a focus on matters such as individualism, effectiveness and efficiency-- and the World 2.0, which is concerned with the "more feminine values" of synthesis, horizontal rather than vertical knowledge, cooperation, and lateral thinking. "The signs of the new world are all around us; we just have to get past the World 1.99999999," where we have been hanging out for the last few decades. <br />
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While her commentary on artificial intelligence, robotics, and physical enhancement of humans in the future were enlightening, the emergence of a quantum perspective on time was the most important insight I took from a talk that filled with provocative information and ideas. Futuring in 2100 will entail a movement past causality and linearity. The nature of time is subject to change as we arrive at ever-more challenging perceptions of our universe, e.g., that there may be another universe in which we exist but are very different standing right next to the one we are in and separated by only the thinnest of strings of space-time. (String theory provides only only one of a <a href="http://science.howstuffworks.com/science-vs-myth/everyday-myths/parallel-universe.htm" target="_blank">number of hypotheses regarding parallel universes</a>.) <br />
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Futuring in the future will require a "new mental literacy", one that takes a non-linear orientation toward time, one that accepts not-knowing. <br />
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Of course, it daunting to me, someone who has never been very good at science, that most people don't understand Newtonian physics, let alone Einsteinian relativity. So, Humanity has a lot of work to do to arrive at the point where we'll comprehend enough quantum theory by 2100 to think past time. (Maybe The Singularitans will help!)<br />
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<tr><td class="tr-caption" style="text-align: center;">Janice Bryant</td></tr>
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<i><a href="http://www.linkedin.com/profile/view?id=69042511&authType=NAME_SEARCH&authToken=k35G&locale=en_US&srchid=624971376084826384&srchindex=1&srchtotal=59&trk=vsrp_people_res_name&trkInfo=VSRPsearchId%3A624971376084826384%2CVSRPtargetId%3A69042511%2CVSRPcmpt%3Aprimary" target="_blank">Janice Bryant'</a>s </i>presentation on Trends in Agriculture was an excellent reminder of the fact that, without farmers like her, there ain't no food. Bryant is a Special Projects manager for the Navy in the Puget Sound Ship Yard, where her strategic initiatives won the Commander's Award in 2010. She also seems to be a military officer, but I have been unable to get confirmation on this detail of her bio.<br />
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I'm an urban boy through and through, but people like me are completely dependent on sustainable agriculturalists like Bryant. She points out, for example, that:<br />
<ul style="text-align: left;">
<li>It is virtually impossible to buy sheep feed that doesn't have antibiotics and that grass feeding is under attack</li>
<li>Rabbit is in wide supply and constitutes a completely acceptable form of protein as an alternative to beef</li>
<li>Luxury foods are making agriculture so cool that remote ranching has become a well-established trend. (Animals in Wyoming are being served up for slaughter by executives living in the Hamptons.) </li>
<li>Soil is becoming a commodity: "Google likes farm land for servers because it's flat and near water but not near a flood plane. 1,000 acres of highly productive valley land will be used by Google. These valley lands are a good source of food. This trend in agricultural land usage pushes agriculture off soil where it's easy to grow things and puts it into commercial use. Only genetically modified organisms grows in this sort of land. It's unsustainable!" <i>[paraphrase]</i></li>
<li>Robots are being employed increasingly in farming as fewer people want to do the work. "The fewer people who are working in agriculture, the increasingly distant people are from their food." </li>
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<i><a href="http://www.wfs.org/worldfuture-2013/worldfuture-conference-sectors/what-future-awaits-for-europe-avoiding-ambiguity" target="_blank">What Future Awaits Europe? Avoiding Ambiguity!</a> </i>I will be brief. This was one of those instances in which one dearly hopes that the macrocosm doesn't imitate the microcosm. The session brought together five high powered Europeans including <a href="http://www.wfs.org/futurist-interviews/europe-beyond-crisis" target="_blank">Mylena Perremont</a> (a board member of the WFS), <a href="http://www.codimage.fr/pages/cv-robert-salmon-english.html" target="_blank">Robert Salmon</a> (fmr. VP, L'Oreal), <a href="http://www.ceibs.edu/link/latest/36702_14.shtml" target="_blank">Annette Nijs</a> (Executive Director Global Initiative, China Europe Business School and fmr. Dutch Minister of Education),<a href="http://www.youtube.com/watch?v=wHimnq89U5c" target="_blank"> Carine De Meyere</a> (social entrepreneur) and <a href="http://www.hospitalitynet.org/columnist/148002247/christopher-hcordey.html" target="_blank">Christopher Cordey</a> (CEO of Futurenow.com) to show attendees how the leaders of Europe "are attempting to clarify the future of this potential utopia" of a united continent. Only one problem: the crew showed up late, and then they couldn't get the AV to work!!!! It was sort of like watching the Keystone Cops, except most of the people running around had Ph.Ds and French accents. It was really very, very sad, since about 40 info-seekers showed up, including me who's always been a big backer of the Union. Better luck next time!</div>
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<tr><td class="tr-caption" style="text-align: center;">Patrick Tucker</td></tr>
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<a href="http://www.wfs.org/blog/91" target="_blank">Patrick Tucker is a the deputy editor of <i>The Futurist</i></a>, and he demonstrated his presentation chops in spades at a session entitled <i>Moving Toward the Predictable Future with Big Data </i>that<i> </i>laid out a stack of highly relevant information to computer-aided prediction and a range of other topics. Here are some highlights from my notes:<br />
<ul style="text-align: left;">
<li>90% of the data created in all of human history has been created in the last two years. There will be 44 times more digital data in 2020 than there is now. </li>
<li>What will the world be like when much of what happens in the world can be predicted and anticipated with precision? "Using Big Data, we will be able to predict what we'll be doing 80 weeks from now with an 80+% accuracy." We are developing a different kind of GPS, one that maps out our own trajectory of action.</li>
<li>"What about an app that will tell you whether you will regret a purchase that you're about to make, based on what your Big Data about you can tell you about you?" [paraphrase]</li>
<li>"The way we interact communicates how we're going to behave in interactions. Big Data will be able to predict outcomes of an interaction within 30 seconds."</li>
<li>Big Data can predict changes in the Food Price Index. Rapid food price inflation is a key driver of war. </li>
<li>Self-driving cars will interact with each other and enable collaborative car sharing because the cars will be able to tell drivers if they are reliable for use or not.</li>
<li>Apps for creating Big Data about yourself include: <a href="http://docvsoft.com/pictracker/Documentation/index.html#contents" target="_blank">PicTracker</a>, <a href="http://www.carbonfootprint.com/carbonfootprinttracker.html" target="_blank">Carbon Footprint</a>, and <a href="https://www.pncvirtualwallet.com/features/#overview" target="_blank">Virtual Wallet</a> </li>
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In many ways, <a href="https://twitter.com/ramonapringle" target="_blank">Ramona Pringle</a>'s <i>Life Imitates Art: Cyborg, Cinema and Future Scenarios </i>was the <br />
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<tr><td style="text-align: center;"><a href="http://www.northernstars.ca/actorspqr/Media/pringle_romona_250.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="http://www.northernstars.ca/actorspqr/Media/pringle_romona_250.jpg" height="200" width="161" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Is it Ramona or Ramonabot?!!!</td></tr>
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high point of my experience at this years' WFS Conference. Pringle's compelling set of slides and delivery brought home the truth of her assertion that "We're in the middle of the future being created." She set the bar for originality of thought at the conference.<br />
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Near the beginning of her talk, Canadian Broadcasting System journalist Pringle put up several images of herself as a robot, but went on to assure the audience that, "I am not a robot." I needed to remind myself of this statement several times during the talk because she was doing such a great job of weaving art and life together that I wasn't sure which we were dealing with. I cannot tell you if the photo at right is Ramona or a mock up!<br />
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Pringle believes that the utopian world of nature, as presented in <i>Avatar </i>may, in fact, be exactly the sort of world that people will be inserting themselves into digitally in the future regardless of what happens to our real natural world: "We can save what's utopian about the real world." <br />
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As an avid fiction reader, I completely understand Pringle's view that "We understand story better than reality." I have a friend who limits himself to one novel a year and chooses to consume a voluminous amount of social science. But Pringle points out that there are doors in fiction that non-fiction misses: "Dystopia creates a blue print for what to avoid. Science fiction is less about tomorrow than it is about today."<br />
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Like a number of other futurists, Ramona is quite concerned about the intimate relationships we are going to be establishing with robots. "The human intimacy we crave has become too difficult....We will be turning to robots to deal with difficult issues, e.g., the management of the aged." Will robots become our slaves? How will we treat them? Will they develop rights as their capacity for information processing approaches or surpasses ours?<br />
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Pringle is not afraid of technology. "It's neutral. The Internet is a reflection of humanity. Don't break the mirror! Change what the mirror sees!" <i>[paraphrase]</i> Social media can galvanize humanity for good, as in the case where a paraplegic was isolated by <a href="http://www.emergencymgmt.com/disaster/Sandy-Social-Media-Use-in-Disasters.html" target="_blank">Hurricane Sandy</a>. People across the United States coordinated their response to this situation and made sure that the story had a happier, if not a completely happy, ending. <br />
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If Pringle's talk was the highlight of the conference, <a href="http://blog.ford.com/article_display.cfm?article_id=32480" target="_blank">Sheryl Connelly</a>'s closing keynote was a dud. Connelly is Ford's corporate futurist (aka manager of Global Consumer Trends and Futuring). Given that Ford was the only major American car company to avoid the need for a government bail out in 2009, I was excited to hear from someone in such a key strategic position in the organization. It seemed like foresight was an important ingredient in the company's ability to stay afloat while others faced bankruptcy. <br />
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Unfortunately, what she presented was a pretty pedestrian layout of established trends such as: <br />
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<tr><td style="text-align: center;"><a href="http://www.herhighway.com/wp-content/uploads/2012/04/Sheryl-Connelly-Ford-HerHighway.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="http://www.herhighway.com/wp-content/uploads/2012/04/Sheryl-Connelly-Ford-HerHighway.jpg" height="161" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Sheryl Connelly</td></tr>
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exploding population, an aging demographic in the West, Japan and China, how the great differences between India and China will play out in automobile consumption and usage, the impact of urbanization and the cynicism toward brands.<br />
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It was her elaboration of this point that led me to leave the speech. She extolled vision and value-driven companies, such as Patagonia, which has been giving<span style="background-color: white; font-family: sans-serif; font-size: 13px; line-height: 19px; text-align: -webkit-auto;"> </span><span style="background-color: white; line-height: 19px; text-align: -webkit-auto;"><span style="font-family: Times, Times New Roman, serif;">1% of all sales to environmental organizations since 1985. These are the brands that consumers are continuing to believe in. </span></span><br />
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<span style="font-family: Times, Times New Roman, serif;"><span style="background-color: white; line-height: 19px; text-align: -webkit-auto;">And then she went on to talk about how great Chick-fil-A is. Chick-fil-A is significantly influence by the Southern Baptist beliefs of its founder, </span><span style="background-color: white; line-height: 19px; text-align: -webkit-auto;">S. Truett Cathy. </span><span style="background-color: white; line-height: 19px; text-align: -webkit-auto;">The company's official statement of corporate purpose says that the business exists "To glorify God by being a faithful steward of all that is entrusted to us. To have a positive influence on all who come in contact with Chick-fil-A." So far, so good. No doubt, an explicitly spiritual orientation can contribute to a distinctive and positive organizational culture. It's not the only framework that does so, but it is certainly one.</span></span><br />
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<span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">However, Chick-fil-A got in some <a href="http://www.businessinsider.com/chick-fil-a-sharing-personal-opinions-on-controversial-issues-is-just-bad-for-business-2012-8" target="_blank">very hot water</a> with a lot of people last year, including me, when it became clear that it has donated millions of dollars to organizations opposed to gay marriage and to homosexuality more generally. For example, </span><span style="background-color: white; line-height: 19px;">Chick-fil-A Chief operating officer </span><a href="http://en.wikipedia.org/wiki/Dan_T._Cathy" style="background-color: white; background-image: none; color: #0b0080; line-height: 19px; text-decoration: none;" title="Dan T. Cathy" wotsearchprocessed="true">Dan T. Cathy</a><span style="background-color: white; line-height: 19px;"> made several public statements supporting the traditional family, saying about same-sex marriage that those who "have the audacity to define what marriage is about" were "<a href="http://www.huffingtonpost.com/2012/07/17/dan-cathy-chick-fil-a-president-anti-gay_n_1680984.html" target="_blank">inviting God's judgment on our nation</a>." This may constitute values-based behavior in Sheryl Connelly's book, but not mine. So, between praising Chick-fil-A and not having much to say on other </span></span><span style="line-height: 19px; text-align: left;"><span style="font-family: Times, Times New Roman, serif;">topics, I decided that I could bring my attendance at the conference to an end.</span></span></div>
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<span style="line-height: 19px; text-align: left;"><span style="font-family: Times, Times New Roman, serif;">The Connelly closing highlighted a general unease I had about this conference. It didn't really fit together thematically. There was no connection between Connelly's closing and Negroponte's opening, for example. The Conference exclaimed that it would be "Exploring the Next Horizon!", but I didn't get much of a sense as to what the World Future Society thinks that horizon is going to look like. I did learn about a variety of vectors headed in differing directions, and much of that was fascinating, as it has been every one of the last 15 years. But, the lack of coherence made the conference feel somewhat adrift for me. </span></span><br />
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<tr><td style="text-align: center;"><a href="http://www.wfs.org/Upload/pictures/marien_mike_cropped.jpg?1333464816" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="http://www.wfs.org/Upload/pictures/marien_mike_cropped.jpg?1333464816" height="200" width="150" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Michael Marien</td></tr>
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<span style="line-height: 19px; text-align: left;"><span style="font-family: Times, Times New Roman, serif;">My friend, colleague and mentor, Michael Marien, publisher of <i><a href="http://www.globalforesightbooks.org/" target="_blank">Global Foresight Books</a> </i>and, previously, the World Future Society's <i>Future Survey, </i>demonstrates what such an integrated consideration of the global future might look like in his recent article, Twelve Mega-Uncertainties of the Decade Ahead" in the current edition of <a href="http://www.wfs.org/wfr" target="_blank"><i>World Future Review</i></a>. In the terms of our book, <i><a href="http://www.artofthefuture.com/2011Book.html" target="_blank">Life Sustaining Organizations -- A Design Guide</a></i>, Marien lays out twelve "critical uncertainties" upon </span></span><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">which the future will revolve. In Marien's formulation, these include:</span></span><br />
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<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">How much global warming, by when?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Will methane eclipse carbon dioxide?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">How high will sea levels rise?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Will we run out of essential resources?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">How many people in 2050?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">What quality of people in 2050?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Will decent employment be available to all?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Will inequality and plutocracy continue to increase?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Will the energy transition be a clear and rapid one?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Will nuclear weapons or bioweapons be our undoing?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Can effective global governance and law emerge?</span></span></li>
<li><span style="font-family: Times, Times New Roman, serif;"><span style="line-height: 19px;">Does the exploding world of information abundance help or hinder us?</span></span></li>
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<span style="font-family: Times, 'Times New Roman', serif; line-height: 19px;">By not organizing its inquiry around these sorts of broad themes, I'm concerned that the Society's business model, which has brought so much great information and community to a large number of period for a lone period of time, may be running out of gas. </span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-37247029301958376842013-03-20T15:59:00.004-05:002013-03-22T10:22:53.466-05:00The Social Context of Automatic Defensive Routines<div dir="ltr" style="text-align: left;" trbidi="on">
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<tr><td style="text-align: center;"><a href="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcSj5tbMLRHvSVuZg9LZcEJe5_841KJzP9meRDRPtwhmG0NuTAQXM6I-LAdRqw" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="https://encrypted-tbn0.gstatic.com/images?q=tbn:ANd9GcSj5tbMLRHvSVuZg9LZcEJe5_841KJzP9meRDRPtwhmG0NuTAQXM6I-LAdRqw" width="156" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"> Chris Arygris</td></tr>
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<tr><td style="text-align: center;"><a href="http://vectorstudy.com/wp-content/gallery/managementgurus/donald_schon.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" src="http://vectorstudy.com/wp-content/gallery/managementgurus/donald_schon.jpg" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Don Schön</td></tr>
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<a href="http://vectorstudy.com/wp-content/gallery/managementgurus/donald_schon.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></a><span style="font-family: Arial, Helvetica, sans-serif;">I worked closely with <a href="http://en.wikipedia.org/wiki/Chris_Argyris" target="_blank">Chris Argyris</a> for eight years. He was the chair of my doctoral dissertation committee. A large body of thought has grown up around Chris' work individually and perhaps in particular around the research and writing he did with<span style="font-size: 14px;"> </span>his frequent collaborator, Don Schön. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><a href="http://integralecology.org/integralresearchcenter/sites/default/files/Torbert_bibliography.pdf" target="_blank">Bill Torbert</a> --a brilliant student of Argyris and a powerful force in his own right-- coined the phrase </span><span style="font-family: Arial, Helvetica, sans-serif;">"action science"</span><span style="font-family: Arial, Helvetica, sans-serif;"> to define a process through which organizations and their agents (i.e., individuals and teams) reflect on and experiment with action in some disciplined fashion. Chris and Don elaborated the use of the idea of learning in and through action several books, notably </span><i style="font-family: Arial, Helvetica, sans-serif;"><a href="http://www.amazon.com/Organizational-Learning-Addison-Wesley-Organization-Development/dp/0201001748" target="_blank">Organizational Learning: A Theory of Action Perspective</a> </i><span style="font-family: Arial, Helvetica, sans-serif;">published in 1978</span><i style="font-family: Arial, Helvetica, sans-serif;">. </i><span style="font-family: Arial, Helvetica, sans-serif;">(That this book is selling used on Amazon for $65 and new for over $500 is a pretty good indication of the quality of its information!)</span><i style="font-family: Arial, Helvetica, sans-serif;"> </i><span style="font-family: Arial, Helvetica, sans-serif;"> </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">A Google search yields well over 400 direct references to Chris, who has written personally written something like 25 books and over 100 articles. </span><a href="http://en.wikipedia.org/wiki/Donald_Sch%C3%B6n" style="font-family: Arial, Helvetica, sans-serif;">Donald Schön</a><span style="font-family: Arial, Helvetica, sans-serif;"> was a philosopher, city planner, musician and a man of many achievements, including --I believe-- being one of the founders of the Educational Development Corporation. He was a very lovely man, now deceased. I would say that Chris was the tougher-minded of the two, but Don was absolutely brilliant and a joy to work with. As bright and hardworking as I might be, I was always playing catch up to these two brilliant mentors and to a number of others who were significantly and directly influenced by Chris and Don, like </span><a href="http://www.leebolman.com/" style="font-family: Arial, Helvetica, sans-serif;" target="_blank">Lee Bolman</a><span style="font-family: Arial, Helvetica, sans-serif;">, </span><a href="http://www.collectivewisdominitiative.org/files_people/Mirvis_Phil.htm" style="font-family: Arial, Helvetica, sans-serif;" target="_blank">Phil Mirvis</a><span style="font-family: Arial, Helvetica, sans-serif;">, </span><a href="http://dianamclainsmith.com/" style="font-family: Arial, Helvetica, sans-serif;" target="_blank">Diana Smith</a><span style="font-family: Arial, Helvetica, sans-serif;">, </span><a href="http://www.actiondesign.com/resources/readings/applying-argyris" style="font-family: Arial, Helvetica, sans-serif;" target="_blank">Robert Putnam</a><span style="font-family: Arial, Helvetica, sans-serif;">, and </span><a href="http://en.wikipedia.org/wiki/Peter_Senge" style="font-family: Arial, Helvetica, sans-serif;" target="_blank">Peter Senge</a><span style="font-family: Arial, Helvetica, sans-serif;"> to name a few of the many. The theory of action perspective and all of the work surrounding it, preceding it, flowing through it and derived from it is a huge body of thought and, in my opinion, everyone who is a serious student of organizational behavior and learning owes it to themselves to dig into it long and deep.</span><span style="font-family: Arial, Helvetica, sans-serif; font-size: 14px;"> </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">As a restless intellectual sojourner, I've spent a lot of time at other conceptual sites in addition to those generated by the theory-of-action perspective. Recently, however, I've been working on an article concerning "automatic defensive routines", which has taken me back into this territory with renewed vigor and attention. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span><span style="font-family: Arial, Helvetica, sans-serif;">This is my personal, brief synthesis of some elements of the Argyris and Schön related to the kind of defensiveness that is so well learned that we are not even aware of its presence. This synopsis is not based on a careful review of the wide range of literature that has been developed on this topic. It's just the way I am thinking about it at the moment: </span><br />
<ol><a href="http://machanemenachem.files.wordpress.com/2009/03/right-way-wrong-way11.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: center;"><br /></a><a href="http://us.123rf.com/400wm/400/400/rangizzz/rangizzz1109/rangizzz110900009/10482435-right-way-wrong-way-concept-isolated-with-clipping-paths.jpg" imageanchor="1" style="clear: left; float: left; font-family: Times; margin-bottom: 1em; margin-right: 1em; text-align: center;"><br /></a><a href="http://us.123rf.com/400wm/400/400/rangizzz/rangizzz1109/rangizzz110900009/10482435-right-way-wrong-way-concept-isolated-with-clipping-paths.jpg" imageanchor="1" style="clear: right; float: right; font-family: Times; margin-bottom: 1em; margin-left: 1em; text-align: center;"><br /></a><a href="http://us.123rf.com/400wm/400/400/rangizzz/rangizzz1109/rangizzz110900009/10482435-right-way-wrong-way-concept-isolated-with-clipping-paths.jpg" imageanchor="1" style="clear: left; float: left; font-family: Times; margin-bottom: 1em; margin-right: 1em; text-align: center;"><br /></a><a href="http://colleendown.files.wordpress.com/2012/02/family-of-man.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><br /></a><a href="http://colleendown.files.wordpress.com/2012/02/family-of-man.jpg" imageanchor="1" style="clear: right; float: right; font-family: Times; margin-bottom: 1em; margin-left: 1em;"><br /></a><a href="http://colleendown.files.wordpress.com/2012/02/family-of-man.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><br /></a><a href="http://www.childrens-academy.com/wp-content/uploads/2011/01/iStock_000002965092XSmall-300x225.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="150" src="http://www.childrens-academy.com/wp-content/uploads/2011/01/iStock_000002965092XSmall-300x225.jpg" width="200" /></a>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Except in the case of individuals were born with grievous cognitive impairments, virtually all of us coming to the world as learning sponges. This is readily demonstrated in our acquisition of language. We arrive asking why and how. The capacity for learning and change maybe hindered through the course of life, but it is never be fully extinguished.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Everyone is born into social contexts. Reality is given to us. I think we can argue, looking at the panoply of cultures and values that humanity has manifested both in the past and present, that there is no specific reality that is more true or valid than another reality. Some may be more data-based, but that doesn’t mean that they are more compelling than another which is not. So, many argue that reality is "<a href="http://en.wikipedia.org/wiki/The_Social_Construction_of_Reality" target="_blank">socially constructed</a>.” It is the way it is because we say so. </span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">One of the ways in which socially constructed realities to be similar, however, is in the fact that many versions of reality a search that there is a right way and a wrong way to do things, a right and wrong set of beliefs, and a dominant set of moral principles that one should live in accordance with and to which the laws of society should be related. </span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">This rightness and wrongness is manifested in every layer of social context from family to world government structures. It is though we are taking a constantly taking a shower in a stream of consciousness that tells us what is right and and what is wrong. The fixity of something being right and something being wrong is one of the key characteristics of <a href="http://en.wikipedia.org/wiki/Authoritarian_personality" target="_blank">authoritarian</a> thought and action. So, one of Argyris’ “proofs” is that all of us are exposed --to one extent or another-- to a recurring set of social institutions that systematically incline us toward low inquiry thinking and behavior. We accept the given reality of our society and function in a relationship of some sort to its norms, beliefs and rules. </span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Thus, one of the key learnings we derive from our socialization is that there is right and wrong way to do things. The greater the pain of doing things “wrong" and the reward for doing things “right", the bigger the individual psychological impact of this process of social learning. </span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">The more deeply ingrained the sense of right and wrong is in the individual, the group, the organization, the society, the more reactive and automatically defensive those "units of analysis" will be to challenges, or any conditions that they experience as stressful – as defined by the actors situationally. (In other words, a situation that is stressful for someone may be no big deal for someone else.) Most of us are greatly overtrained when it comes to being defensive, and we do not notice the automaticity of our responses.</span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">The analytical situation is made more complex by the fact that it would be completely impossible to live a life without a well-functioning automatic response. You couldn't drive; you couldn't eat; you couldn’t take a shower without operating on automatic. Most of the things that you do every single day are on automatic. Much of what we do does not require learning. What we know is just fine, and there's nothing ambiguous about the situation that would require us to challenge what we know. However, this knowing-what-to-do is as not true of family life, team life, and/or organizational life. These situations are much more complex and ambiguous. But, when were under stress we frequently act as though things are much more black-and-white than they really are; or, we believe there's not enough time to investigate the full context of the situation. (“I mean, you can’t ‘take time’ to process everything!”) So, we act out of automatic defensive routines, our learned views of the right thing or the wrong thing to do in an ambiguous and complicated situation where there is no right or wrong. </span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">Truly becoming aware of and discarding automatic defensive routines is a formidable challenge. There are a variety of methodologies that focus on the unlearning of automatic defense routines and the practicing how to put learning oriented values into action. The so-called<a href="http://www.coachingedge.com/12/two-column.htm" target="_blank"> left-hand column personal case</a> is an example of such method. </span></li>
<li><span style="font-family: Arial, Helvetica, sans-serif;">The objective of these methods, and of a variety of other organization and leadership development technologies, is to reveal and soften the impact of automatic defensive routines. Some of these approaches are explicit in their aspiration to loosen the rigidity of automatic defensive routines; others are incorporated into more broadly defined "team building" activities. </span></li>
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<span style="font-family: Arial, Helvetica, sans-serif;">So, the next time you think something is "simple", keep in mind that very little in the realm of social life actually is. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;">Imagine the possibilities for all of us if we had to admit that it's not that easy to know right from wrong. </span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com2tag:blogger.com,1999:blog-440182632887568420.post-19382922739649986762012-12-19T13:06:00.000-05:002012-12-21T20:37:01.533-05:00The Project Incubator and SoL North America<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhi9eX6YPyLRGbF0fMGoBCTsver7EPauDHaFNC4rejlcKc9sYjm_RtTlPwJWrqfk2yQQUDhoHcACgMunM10ePYzP0Xudt_pEDWppJN2HLfGPfJmdiMqjlyeUzFemjH6xVuhwPnnDKRpsKo/s1600/SoL+Logo.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="110" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhi9eX6YPyLRGbF0fMGoBCTsver7EPauDHaFNC4rejlcKc9sYjm_RtTlPwJWrqfk2yQQUDhoHcACgMunM10ePYzP0Xudt_pEDWppJN2HLfGPfJmdiMqjlyeUzFemjH6xVuhwPnnDKRpsKo/s200/SoL+Logo.jpg" width="200" /></a></div>
Michael and Anika have been members of the <a href="http://www.solonline.org/?home" target="_blank">Society for Organizational Learning</a> pretty much since its founding by Peter Senge of MIT and other colleagues in 1997. SoL was created to advance the five disciplines of organizational learning advanced in Senge's book by that title. These are:<br />
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<ul style="text-align: left;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWS-9gWkRsmhhN532Xfmhj2QQOjvHDCznMz-v-4ne9CIOG9VNilV34wv_ugyqWN4h4JA4zYF-USYB5t0f83pHJc6Aw9mClxycR3te1DUJlbahXaCOTL1kMcllPuvuOMYcKZCTD63UnbS4/s1600/FifthDisciplineCover.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a>
<li>The<b> Personal Mastery</b> that an individual develops from being committed to a creative vision for him/herself, i.e., a willingness to do whatever it takes with one’s own physical, cognitive and emotional processes to achieve that vision<br /> </li>
<li>The <b>Shared Vision</b> that weaves personal desires together into a team and an organizational passion that is stated in terms of an inspiring mission that people really want to achieve<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWS-9gWkRsmhhN532Xfmhj2QQOjvHDCznMz-v-4ne9CIOG9VNilV34wv_ugyqWN4h4JA4zYF-USYB5t0f83pHJc6Aw9mClxycR3te1DUJlbahXaCOTL1kMcllPuvuOMYcKZCTD63UnbS4/s1600/FifthDisciplineCover.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWS-9gWkRsmhhN532Xfmhj2QQOjvHDCznMz-v-4ne9CIOG9VNilV34wv_ugyqWN4h4JA4zYF-USYB5t0f83pHJc6Aw9mClxycR3te1DUJlbahXaCOTL1kMcllPuvuOMYcKZCTD63UnbS4/s1600/FifthDisciplineCover.jpg" /></a><br /> </li>
<li>The ability to discover and reflect on the <b>Mental Models</b> that shape personal and organizational perceptions and behavior and pose a risk to effectiveness if they assumed to be true and are never subjected to a thoughtful critique<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWS-9gWkRsmhhN532Xfmhj2QQOjvHDCznMz-v-4ne9CIOG9VNilV34wv_ugyqWN4h4JA4zYF-USYB5t0f83pHJc6Aw9mClxycR3te1DUJlbahXaCOTL1kMcllPuvuOMYcKZCTD63UnbS4/s1600/FifthDisciplineCover.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><br /> </li>
<li>The use of mindful <b>Dialogue</b> that leads to strategic conversations rather than polarizing <a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWS-9gWkRsmhhN532Xfmhj2QQOjvHDCznMz-v-4ne9CIOG9VNilV34wv_ugyqWN4h4JA4zYF-USYB5t0f83pHJc6Aw9mClxycR3te1DUJlbahXaCOTL1kMcllPuvuOMYcKZCTD63UnbS4/s1600/FifthDisciplineCover.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a>disputes<br /> </li>
<li>The understanding of complexity and repetitive patterns of that the persistent use of the tools of <b>Systems Thinking</b> enables.</li>
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SoL has affected many thousands of people since its founding. The organization has been going through an extended transition over the last three years as a new legal framework has been established to support its revised mission of being a network of networks for those who want to understand and influence the dynamics of organizational and societal systems. There are now 22 SoL entities around the world operating in a loose confederation in support of the five disciplines in all of their manifestations. <br />
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Michael recently became the co-chair of SoL, North America (SoL NA), one of the largest and most well-established of the SoL constellation. Working with a set of talented and experienced colleagues --<a href="http://www.linkedin.com/profile/view?id=1375309&authType=OUT_OF_NETWORK&authToken=9EpR&goback=.gde_4720898_member_186847436.anb_4720898_379C3A60C5DA_*1_*1_*1_*1_*1.anp_4720898_1355932771806_1&trk=anetppl_profile" target="_blank">Carol Mase</a> of Cairn Consulting, <a href="http://www.linkedin.com/profile/view?id=2722915&authType=OUT_OF_NETWORK&authToken=FgeW&goback=.gde_4720898_member_186847436.anb_4720898_379C3A60C5DA_*1_*1_*1_*1_*1.anp_4720898_1355932771806_1&trk=anetppl_profile" target="_blank">Stephen Gianotti</a> of the Woodland Group Associates, <a href="http://www.linkedin.com/profile/view?id=370174&authType=OUT_OF_NETWORK&authToken=kbWj&goback=.gde_4720898_member_186847436.anb_4720898_379C3A60C5DA_*1_*1_*1_*1_*1.anp_4720898_1355932771806_1&trk=anetppl_profile" target="_blank">Siraj Sirajuddin</a> of TEMENOS, <a href="http://www.linkedin.com/profile/view?id=878412&locale=en_US&trk=tyah" target="_blank">Frank Schneider,</a> Manager Director of SoL NA, <a href="http://www.linkedin.com/profile/view?id=30754793&authType=OUT_OF_NETWORK&authToken=5x8v&goback=.gde_4720898_member_186847436.anb_4720898_379C3A60C5DA_*1_*1_*1_*1_*1.anp_4720898_1355932771806_1&trk=anetppl_profile" target="_blank">Deborah Reidy</a> of Reidy Associates, and <a href="http://www.linkedin.com/profile/view?id=16953982&authType=OUT_OF_NETWORK&authToken=HmD6&goback=.gde_4720898_member_186847436.anb_4720898_379C3A60C5DA_*1_*1_*1_*1_*1.anp_4720898_1355932771806_1&trk=anetppl_profile" target="_blank">Mark Alpert,</a> President of Pegasus Communications-- Michael has been involved in the re-booting of SoL designed to dramatically increase the level of dynamic engagement by the members in the Society's activities. <br />
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This new effort was formally launched by about 40 participants at the end of <a href="http://www.systemsthinkinginaction.com/" target="_blank">Pegasus' Systems Thinking in Action conference</a> last month in Indianapolis. Michael worked with Siraj and Carol, in particular, to design the Project Incubator specifically for this event. The Incubator uses a modified <a href="http://www.openspaceworld.com/users_guide.htm" target="_blank">Open Space technology</a> to help participants identify high impact projects that will move them and the organizations and systems they care about ahead. The objective of this particular Incubator was to use the energy, ideas and talent in the room to contribute to the priorities for SoL NA in 2013 and beyond by identifying high energy/high potential projects. <br />
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We used a strategy matrix for SoL NA developed out of a series of conversations with Peter Senge.<br />
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The left hand column identifies a set of domains of activity where SoL NA have expertise. Similarly, the themes across the top refer to particular types of organizational thought and consultation where SoL members have developed distinctive methodologies. Here's a bit of an elaboration of each of the theme:</div>
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(Here's a link to a short edited video in which Peter presents his thinking about the matrix in response to a set of questions we asked. It may take a little work to access the page entitled "<a href="http://www.solonline.org/?home" target="_blank">Project Incubator</a>". Please let us know if you are having any difficulty.) <br />
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An exciting catalog of project ideas came out of this effort, some of which are already underway:<br />
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Each of these projects is going to be the subject of a Spotlight Conversation soon, in which the project leader will discuss the steps they have taken to move their project ahead and seek input and involvement from others in the SoL community. Of course, it would be terrific for anyone reading this note who is not already a SoL member to <a href="https://www.solonline.org/general/register_member_type.asp?" target="_blank">join, participate in a call on a topic of interest, and take advantage of the benefits of membership.</a><br />
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This particular Incubator was focused on SoL NA's specific needs, but it also generated the robustness of the technology. Initiating an Incubator clarifies organizational strategy and identifies specific action vehicles for realizing that policy in a way that engages the energy of associates in a completely organic fashion, i.e., people get excited about something that they really want to do which will also produce tremendous top line and bottom line results for the organization while doing really positive things in the world.<br />
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Call or write Michael (617-335-9776; michael@artofthefuture.com) to learn more about the Project Incubator and how it might be used in your organization or community.</div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-41344590227850033962012-12-13T15:43:00.000-05:002012-12-24T19:17:45.433-05:002012 Year End Blog<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;">This<span style="font-size: small;"> Christmas and Chanu<span style="font-size: small;">kah<span style="font-size: small;"> </span></span>season<span style="font-size: small;"> we are thinking of</span> the Ex<span style="font-size: small;">odus of the Jews from Egypt. In Hebr<span style="font-size: small;">ew, the wor<span style="font-size: small;">d <span style="font-size: small;">for Egypt is <span style="font-size: small;"><i>mitzrayim, </i>which<span style="font-size: small;"><span style="font-size: small;"> </span>means <span style="font-size: small;">"narrows" or <span style="font-size: small;">"str<span style="font-size: small;">a<span style="font-size: small;">its<span style="font-size: small;">" <span style="font-size: small;">[</span>probabl<span style="font-size: small;">y derived from the narrow <span style="font-size: small;">straits of the Nile in <span style="font-size: small;">norther<span style="font-size: small;">n Egypt<span style="font-size: small;">],<span style="font-size: small;"><span style="font-size: small;"> a place of rapi<span style="font-size: small;">ds and white water, <span style="font-size: small;">requiring great skill<span style="font-size: small;"> to survive. <span style="font-size: small;">The narrows are both a physical and psychological reality. We can be in <span style="font-size: small;">"t<span style="font-size: small;">ight spots" b<span style="font-size: small;">ecause our <span style="font-size: small;">funds and our luck are</span> running out, our opponents are closing<span style="font-size: small;"> in</span>, or we <span style="font-size: small;">are unable<span style="font-size: small;"><span style="font-size: small;"> <span style="font-size: small;">to see any possibilities <span style="font-size: small;">beyond g<span style="font-size: small;">loom and doom</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span>. </div>
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<span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">This era<span style="font-size: small;">, <span style="font-size: small;">li<span style="font-size: small;">ke many others, <span style="font-size: small;"><span style="font-size: small;">is full of dangerous narrows and rapids. Many things happen <span style="font-size: small;">and many conditions arise for which we are completely unprepared. W<span style="font-size: small;">e've got to scramble hard to get through<span style="font-size: small;">.<span style="font-size: small;"><span style="font-size: small;"> </span>O</span>ur </span>incre<span style="font-size: small;">asingly interconnected world means<span style="font-size: small;"> that <span style="font-size: small;"><span style="font-size: small;">events that might have had</span></span> relatively minor<span style="font-size: small;"><span style="font-size: small;"> implications in the past</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span> <span style="font-size: small;"><span style="font-weight: normal;"><span style="font-size: small;">now have t<span style="font-size: small;">he po<span style="font-size: small;">ssibility of </span></span></span>impinging upon our <span style="font-size: small;">consciousness<span style="font-size: small;"> globally</span></span>.</span></span></div>
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<b><span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">For example<span style="font-size: small;">, </span></span>hostilities between ethni<span style="font-size: small;">cities and nationalities</span> <span style="font-size: small;">are <span style="font-size: small;">becoming more complex as the 21st c<span style="font-size: small;">ent<span style="font-size: small;">ury p<span style="font-size: small;">rog<span style="font-size: small;">resses. <span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-family: inherit;">The</span></span> </span></span>"we" consciousness <span style="font-size: small;">between group<span style="font-size: small;">s is pr<span style="font-size: small;">oliferati<span style="font-size: small;">ng<span style="font-size: small;">,</span> and <span style="font-size: small;">the</span> "<span style="font-size: small;">us" politics<span style="font-size: small;"> </span>of <span style="font-size: small;">communi<span style="font-size: small;">ty</span></span> <span style="font-size: small;">consciousn<span style="font-size: small;">ess <span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">is being relegat<span style="font-size: small;">ed to the sideline</span><span style="font-size: small;">s. <span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">T</span>hese identi<span style="font-size: small;">ty politi<span style="font-size: small;">cs <span style="font-size: small;">f</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">requently<span style="font-size: small;"><span style="font-size: small;"> </span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">play out with ruthless <span style="font-size: small;">violence. </span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></b></div>
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<span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">No<span style="font-size: small;">where <span style="font-size: small;">are the<span style="font-size: small;">se</span> tec<span style="font-size: small;">tonic forces of ethnic friction more on display than in the Middle East,</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"> a perennial hotspot of <span style="font-size: small;">confli<span style="font-size: small;">cting aspirations and interests. <span style="font-size: small;"><span style="font-size: small;">H</span>ostilities between Islamists, mino<span style="font-size: small;">rit<span style="font-size: small;">y religio<span style="font-size: small;">us groups,</span></span></span> and secularists are<span style="font-size: small;"> poi<span style="font-size: small;">gna<span style="font-size: small;">ntly on display in Egypt<span style="font-size: small;"> and </span>Syria<span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">,</span> where an intricate<span style="font-size: small;"><span style="font-size: small;"><span style="font-family: 'times new roman', serif;"> </span></span>vortex<span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"> of revolutionary and religious <span style="font-size: small;">activit<span style="font-size: small;">y threatens to explode in<span style="font-size: small;">to permanent instabilit<span style="font-size: small;">y<span style="color: #741b47;"><span style="font-size: large;">.</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></div>
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<a href="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcRwOCVWVLnWtNNr6No1elamvyw0BfsNHurMOhFvcxdYaYSc_YpG" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://encrypted-tbn2.gstatic.com/images?q=tbn:ANd9GcRwOCVWVLnWtNNr6No1elamvyw0BfsNHurMOhFvcxdYaYSc_YpG" width="160" /></a></div>
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<span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">I</span>n the midst of this turmoil is Israel,<span style="font-size: small;"> which has it<span style="font-size: small;">s own <span style="font-size: small;">com<span style="font-size: small;">plex political make <span style="font-size: small;">up<span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">.<span style="font-size: small;"> Of course, this <span style="font-size: small;">small country<span style="font-size: small;"> is a p<span style="font-size: small;">ariah to many of its <span style="font-size: small;">neig<span style="font-size: small;">hbors<span style="font-size: small;">; </span>quite a few<span style="font-size: small;"> remain in a formal s<span style="font-size: small;">tate of war<span style="font-size: small;"> with the Jewish s<span style="font-size: small;">tate.<span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"> </span><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">I</span>t's a society that has to do <span style="font-size: small;">a <span style="font-size: small;">good job of na<span style="font-size: small;">vigating the narrows.</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></div>
What can we learn from Israel? What enables it <span style="font-size: small;"><span style="font-size: small;">to <span style="font-size: small;">keep going in spite of <span style="font-size: small;">seemingly over<span style="font-size: small;">whelming odds<span style="font-size: small;">?</span></span></span></span></span></span><span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-family: inherit;"><span style="font-size: small;"> </span></span>A<span style="font-size: small;"> recent inter<span style="font-size: small;">vie<span style="font-size: small;">w <span style="font-size: small;">by Tom Friedman <span style="font-size: small;">with retiri<span style="font-size: small;">ng Israeli politician, </span>Ehu<span style="font-size: small;">d Barak, </span>pointed us toward an answer to this question<span style="font-size: small;">. With <span style="font-size: small;">regard to the h</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span><span style="font-size: small; font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent">uge political forces, with deep roots, now playing out around
Israel, particularly the rise of political Islam, Barak said...</span></span></span><br />
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<span style="font-size: small; font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: small;">'</span>We have
to learn to accept it and see both sides of it and try to make it
better. I am worried about our tendency to adopt a fatalistic,
pessimistic perception of history. Because, once you adopt it, you are
relieved from the responsibility to see the better aspects and seize the
opportunities when they arise...you lose sight of the opportunities
and the will to seize opportunities. ...I know that you can’t say when
leaders raise this kind of pessimism that it is all just invented. It is
not all invented, and you would be stupid if you did not look [at it]
with open eyes. But it is a major risk that you will not notice that you
become enslaved by this pessimism in a way that will paralyze you from
understanding that you can shape it. The world is full of risks, but
that doesn’t mean that you don’t have a responsibility to do something
about it — within your limits and the limits of realism — and avoid
self-fulfilling prophecies that are extremely dangerous here.<span style="font-size: small;">' </span>”</span></span></span></i></h5>
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<a href="http://timeglobalspin.files.wordpress.com/2012/07/145785747.jpg?w=360&h=240&crop=1" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="133" src="http://timeglobalspin.files.wordpress.com/2012/07/145785747.jpg?w=360&h=240&crop=1" width="200" /></a><span style="font-size: small; font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: small;"><span style="font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: large;"><span style="color: #741b47;"><span style="color: black;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">This point<span style="font-size: small;"> applies to all of us living in and <span style="font-size: small;">nav<span style="font-size: small;">igating </span></span>t<span style="font-size: small;">hrough th<span style="font-size: small;">ese challenging times<span style="font-size: small;">. </span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span>In this era of <span style="font-size: small;">polari<span style="font-size: small;">zation and economic stagnation in the West, there is much to be pessimistic about<span style="font-size: small;">. But, if pessimism is <span style="font-size: small;">the totality of one<span style="font-size: small;">'s world view,<span style="font-size: small;"> the<span style="font-size: small;">re is a great risk that all sort<span style="font-size: small;">s of other<span style="font-size: small;"> options and possibilities will <span style="font-size: small;">go unnoticed. </span></span></span></span></span></span></span></span></span></span></div>
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<span style="font-size: small; font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">Art of the <span style="font-size: small;">Future<span style="font-size: small;"> believes that </span>hope is al<span style="font-size: small;">ways a possibility. <span style="font-size: small;">There is hope<span style="font-size: small;">, for example<span style="font-size: small;">, that the Arab Sprin<span style="font-size: small;">g will not yield another round of auth<span style="font-size: small;">oritar<span style="font-size: small;">ianism but, rather, result i<span style="font-size: small;">n a recognition that<span style="font-size: small;"> listening closely to</span> dif<span style="font-size: small;">fering perspective<span style="font-size: small;">s, <span style="font-size: small;">will result in a deeper level of societ<span style="font-size: small;">al learning and functioning. <span style="font-size: small;">Regardless of the <span style="font-size: small;">unsettling forces at work in the world<span style="font-size: small;"> <span style="font-size: small;">- </span>global warming, youth w<span style="font-size: small;">ho lack<span style="font-size: small;">ing</span> concentration or engagement, economic bankruptcy, etc.<span style="font-size: small;">, etc. - </span> there is always t<span style="font-size: small;">he possibility <span style="font-size: small;">that things could turn out much more beautifully than ever imagined.</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></h5>
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<a href="http://img2-3.timeinc.net/ew/i/2012/10/11/Patti-Smith.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" border="0" height="123" src="http://img2-3.timeinc.net/ew/i/2012/10/11/Patti-Smith.jpg" title="Patti Smith" width="200" /></a></div>
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<span style="font-size: small; font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">A recent video from <span style="font-size: small;">Paraguay demonstrates the valid<span style="font-size: small;">ity of this view. <span style="font-size: small;">In <a href="http://www.youtube.com/watch?v=7IfmCMTjABk" target="_blank">"The World Sends u<span style="font-size: small;">s Gar<span style="font-size: small;">bage and We Send <span style="font-size: small;">Back M<span style="font-size: small;">usic,"</span></span></span></span></a></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span> <span style="font-size: small;"><span style="font-size: small;">p</span>eople with <span style="font-size: small;">absolutely n<span style="font-size: small;">othing materially<span style="font-size: small;"><span style="font-size: small;"> - </span>children <span style="font-size: small;">find</span>ing <span style="font-size: small;"><span style="font-size: small;">food </span>in</span> land<span style="font-size: small;">fill<span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">s</span> -</span> are still able to create an orchestra<span style="font-size: small;">!</span> I want to break down and cry about the power of the hu<span style="font-size: small;">man <span style="font-size: small;">spirit<span style="font-size: small;">! <span style="font-size: small;"></span>Like Patti Smith <span style="font-size: small;">says, <a href="http://www.youtube.com/watch?v=wTgURBWnUhk" target="_blank"><span style="font-size: small;">T</span>he <span style="font-size: small;">P</span>eople</a><span style="font-size: small;"><a href="http://www.youtube.com/watch?v=wTgURBWnUhk" target="_blank"> <span style="font-size: small;">H</span>ave t</a><span style="font-size: small;"><a href="http://www.youtube.com/watch?v=wTgURBWnUhk" target="_blank">he <span style="font-size: small;">P</span>ower</a> and ain't nothin<span style="font-size: small;">' goin' to turn 'em around once they <span style="font-size: small;">get started<span style="font-size: small;">!</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></div>
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<span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"> </span></span></span></span></span></span></span></span></span></span></span></span></span></span></h5>
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<span style="font-family: inherit;"><span style="font-size: small; font-weight: normal;"><span class="messageBody" data-ft="{"type":3}"><span class="userContent"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;"><span style="font-size: small;">C</span>ircling ba<span style="font-size: small;">ck <span style="font-size: small;"></span>to the reli<span style="font-size: small;">giou<span style="font-size: small;">s nature of </span></span></span>December</span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span></span>, <span style="font-size: small;">another piece of ancient Hebr<span style="font-size: small;">ew thinking a<span style="font-size: small;">bout the possib<span style="font-size: small;">ili<span style="font-size: small;">ties that confront us all goes like this...</span></span></span></span></span></div>
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<span style="font-family: inherit;"><span style="font-size: medium;"> המצר קראתי י-ה ענני במרחב י-ה </span></span><span style="font-family: inherit;"><span style="font-size: medium;">מן</span></span></div>
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<span style="font-family: inherit;"><span style="font-size: medium;"><span style="font-size: small;">"From the narrow I called out for God, God answered me with expansiveness."</span></span></span></div>
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<span style="font-family: inherit;"><span style="font-size: small;">Whatever our condition and the condition of the world that is our context, we have the possibility of greater consciousness, the prospect of moving from the narrows into the larger sea. </span></span><br />
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<a href="https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcT7rPfMnZmrTQ1qDnVTTPMVXZtFDpC7frIBB9UATsxuy8L6LQqEUA" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="265" src="https://encrypted-tbn1.gstatic.com/images?q=tbn:ANd9GcT7rPfMnZmrTQ1qDnVTTPMVXZtFDpC7frIBB9UATsxuy8L6LQqEUA" width="400" /></a></div>
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<span style="color: #134f5c;"><span style="font-size: large;"><span style="font-family: inherit;">In 2013, may we choose expansiveness.</span></span></span><br />
<span style="font-family: inherit;"><span style="font-size: small;"><span style="color: #134f5c;"><span style="font-size: large;"><span style="font-size: large;">Best wishes for an abundant new year!</span> </span></span> </span></span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com2tag:blogger.com,1999:blog-440182632887568420.post-42662564342015444272012-08-13T13:14:00.001-05:002012-08-14T14:00:31.756-05:00Art from Art of the Future<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-size: large;"><b><span style="color: #134f5c;">Design Integrity</span></b></span></h2>
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Anika was a Featured artist at the Newburyport Art Association in July.
Her skills in the visual arts are have a direct tie to Art of the
Future's focus. We have identified five characteristics of
life-sustaining organizations:<br />
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<li>Creative people</li>
<li>Whole system thinking at the individual, organizational and global levels </li>
<li>Design integrity in every aspect of organizational life </li>
<li>Elegant solutions to complex issues </li>
<li>Results orientation <br />
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Lets take a closer look at that third point: <i>design integrity</i>.<br />
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Anika has been focusing on artistic expression through <a href="http://anikasavage.com/" target="_blank">oil painting and watercolor</a>. Visual art is a manifestation of Art of the Future's commitment to beauty and aesthetic development. Throughout Anika's professional life, first as an architect, designer and planner and later as strategist, theorist and researcher focusing on revolutionary changes in the workplace, she has systemically integrated design aesthetics with functionality. We call this integration "design integrity."<br />
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Design integrity does not sacrifice the look and feel of the environment for expedience or lack of attention. It also does not impose a rigid aesthetic at the expense of liveability, comfort and ease of work flow. It is the total integration of beauty and function. When done well it seems simple and effortless, a no brainer, a perfect flower critical the survival of the whole system. Why, then, isn't design integrity inevitable and ubiquitous? Its simplicity is deceptive, arrived at only through effort, concentration and repeated failed attempts. A competency in design integrity is arrived at though an openness to failing quickly and failing often, particularly in the early conceptual phase of any design process. If we decide to settle for "good enough," that's where we will be stuck, never considering other, more effective possibilities.<br />
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In his book,<span style="font-family: Arial,Helvetica,sans-serif; font-size: small;"> </span><span style="font-size: small;"><i><a class="title" href="http://www.amazon.com/Art-Learning-Journey-Optimal-Performance/dp/0743277465/ref=sr_1_1?s=books&ie=UTF8&qid=1344877403&sr=1-1&keywords=josh+waitzkin+the+art+of+learning">The Art of Learning: An Inner Journey to Optimal Performance</a></i>, <span class="ptBrand">Josh Waitzkin discusses the</span> concept</span> of "investing in loss" as key to a winning performance. <span style="font-size: small;"><span id="btAsinTitle">The idea of design integrity in workplace, products, services, packaging, promotion, etc., etc, carries directly into elegant solutions. Insights leading to clear thinking on complex issues can be expressed elegantly, that is simply and concisely in ways that communicate the appropriate message. Think of Apple's attention to the bags and boxes that hold its products; they convey a message of design integrity and elegant solutions that raises the company's image above the norm, contributing (as part of the whole experience) to the organization's results orientation.</span></span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-18978673311510881562012-08-13T12:57:00.000-05:002012-08-14T16:49:19.633-05:00Holden Revisited<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-size: large;">Why is Finding a Job So Hard for Holden Caufield?</span></span><span _mce_style="font-size: 18pt; font-family: Segoe Print,Comic Sans MS,Arial,sans-serif; color: #003333;" style="font-family: Segoe Print,Comic Sans MS,Arial,sans-serif; font-size: 18pt;"><span _mce_style="color: #000090;"><span _mce_style="font-size: 12pt; font-family: Helvetica,Calibri,Arial,sans-serif;" style="font-size: 12pt;"><span _mce_style="color: #000000;"> </span></span></span></span></h2>
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As many will recall, the hero of <i>The Catcher in the Rye, </i>
Holden Caufield (age 17), spends a three nights in Manhattan right after
getting kicked out of yet another prep school. Holden is a very
sensitive guy who's a "hell of" an observer of the human condition. Salinger's naturalistic language, his ability to tell
an action packed story with scores of <span _mce_style="color: #000090; font-family: Segoe Print,Comic Sans MS,Arial,sans-serif; font-size: 18pt;" style="color: #000090; font-size: 18pt;"><img _mce_src="https://encrypted-tbn1.google.com/images?q=tbn:ANd9GcQYWgosa4m0yZzsf1ikXJFAsvTHdmVvuAjJWFuirAmGN9NMxU6e" _mce_style="text-align: left;" align="left" border="0" height="285" hspace="5" src="https://encrypted-tbn1.google.com/images?q=tbn:ANd9GcQYWgosa4m0yZzsf1ikXJFAsvTHdmVvuAjJWFuirAmGN9NMxU6e" style="text-align: left;" vspace="5" width="177" /></span>digressions
(all of which actually relate to the plot), and the profound
maturity of the book's themes have conspired to make <i>The Catcher</i> a
permanent classic since its release in 1951; it continues to be one
of the top ten most banned books in the United States. </div>
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In
one scene, Holden's sister, Phoebe, presses him to state what he wants
to be; does he want to be a scientist, a lawyer maybe? What does he
want to be when he grows up?! </div>
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Finally,
he answers: "I keep picturing all these little kids playing some game
in this big field of rye and all. Thousands of little kids, and
nobody's around -- nobody big -- except me. And I'm standing on the edge of
some crazy cliff. What I have to do, I have to catch everybody if
they start to go over the cliff -- I mean if they're running and they
don't look where they're going I have to come out form somewhere and
catch them. That's all I'd do all day. I'd just be the catcher in the
rye and all." </div>
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Now,
unless one does some re-framing of other professions like teaching and
nursing and firefighting, there aren't a lot of jobs opportunities out
there for catchers in the rye. It's a systems problem in the sense that there are lots
and lots of people who want to do things that the systems that they are
embedded in don't really accommodate. </div>
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A
very smart guy in the systems thinking field, Barry Oshry,
has done a lot of thinking, writing and intervening regarding the
ability of systems to embrace lots of
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<tr><td _mce_style="text-align: center;" class="imgCaptionImg" style="text-align: center;" width="150"><img _mce_src="https://encrypted-tbn0.google.com/images?q=tbn:ANd9GcSYEuVztsJ8OD2HPe2jwKqRXNhf750ZoXXbdSo3cF2UIGR4TNbHaQ" border="0" height="183" hspace="5" src="https://encrypted-tbn0.google.com/images?q=tbn:ANd9GcSYEuVztsJ8OD2HPe2jwKqRXNhf750ZoXXbdSo3cF2UIGR4TNbHaQ" vspace="5" width="140" /></td></tr>
<tr><td _mce_style="text-align: center; font-style: normal; font-weight: 400; color: #000000; font-family: Arial,Helvetica,sans-serif; font-size: 12pt;" class="imgCaptionText" style="color: black; font-size: 12pt; font-style: normal; font-weight: 400; text-align: center;">Barry Oshry</td></tr>
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different
types of people while continuing to function in some sort of holistic
and directed fashion. He inquires into the nature of "robust systems,"
i.e., systems that can be a lot of different things and still be one
thing at the same time; systems with real staying power and a lot of
resilience. Oshry
looks at all human systems in terms of four
features that every living entity will share in one degree or another:
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1. <span _mce_style="text-decoration: underline;" style="text-decoration: underline;"> Integration</span>,
i.e., the degree to which a system has a shared objective/mission that
everyone in the system understands and adheres to in some fashion. </div>
<div _mce_style="text-align: left;" style="font-family: Arial,Helvetica,sans-serif; text-align: left;">
2. <span _mce_style="text-decoration: underline;" style="text-decoration: underline;"> Differentiation</span>, i.e., the degree to which a system has different ways of interfacing with the environment. </div>
<div _mce_style="text-align: left;" style="font-family: Arial,Helvetica,sans-serif; text-align: left;">
3. <span _mce_style="text-decoration: underline;" style="text-decoration: underline;"> Homogenization</span>,
i.e., the ubiquity of norms, mores, behaviors, information within a
system; the degree to which everyone does and knows the same thing,
such as speaking the same language, possessing shared mythology,
dressing in some way that others experience as appropriate, and </div>
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4. <span _mce_style="text-decoration: underline;" style="text-decoration: underline;"> Individuation</span>,
i.e., the degree to which a system allows and enables individuals to
be freely themselves and express themselves as most befits who they
are. </div>
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Some illustrations: <br />
<br />
A
great orchestra can be a highly <b>robust system</b>. There's a shared
mission of producing great music that honors the creativity and
inspiration of the composer. There are many different types of music
that can be played and the system can be subdivided in many sorts of
ways to interact with its audiences and its larger environment (chamber
music, quartettes, full orchestra symphony, public performances,
private concerts, recording sessions, visits with the media, political
events, etc.). Everyone knows the score, i.e., they all know the
scales and they wear a uniform that enable everyone looking at them to
say, "Oh, I must be at the symphony!" And, they can tolerate and
encourage a great range of individuality. Really good musicians get to
do what they're good at, what they really most want to do. </div>
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<b>Rigid
systems</b> don't have this sort of pliability. They require people to
hoe the "party line", for example. You can never do enough to
demonstrate what a believer you are in whatever the system's doctrine
might be. Rigid systems tend to be simpler systems in that they don't
have a lot of differentiation, i.e., they do a finite set of things in
relationship to their environment and they don't easily generate new
modalities of activity. They are also seriously into conformity.
People dress the same, talk the same, and know pretty instinctively how
not to get out of line. (Think North Korea and the Taliban.) As you
might expect, rigid systems are also not big on individual freedom and
expression...unless you're natively the type of person who really likes
to pound the drum in just exactly the way the rigid system wants you
to. </div>
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<br />
<b>Inchoate
systems</b> are big on differentiation and individuation. Everyone gets
to do h/er own thing and there are a zillion small groups that are
really adamant advocates for what they want and really adamantly
antagonistically against what some other group wants. (Think of the
litigious conditions of the U.S. or the political blogosphere.)
Unfortunately, inchoate systems tend to have too little integration and
homogenization. No one agrees on any core principles and there are no
overarching norms or information bases. So, everyone is sure that they
are right, but the system as a totality isn't moving along any
particular pathway. </div>
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<div _mce_style="text-align: left;" style="font-family: Arial,Helvetica,sans-serif; text-align: left;">
Art of the Future concentrates on the design, creation and maintenance of <a href="http://www.artofthefuture.com/2011Book.html">Life Sustaining Organizations</a>, those organizations that recognize,celebrate and promote the vitality of the people comprising the organization, of themselves as living systems and the natural ecology supporting us all. As living systems, life-sustaining organizations emphasize the importance of protecting and fostering both logic and creativity in all manifestations. </div>
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Sensitive, thoughtful, aware people, like Holden Caufield, can thrive only in the context of life-sustaining organizations. Knowing they need catchers in the rye, these organizations honor those
who step up to the role. As organizations evolve from mechanistic to organic sef-perceptions, may we be fortunate enough to be associated with those open to such possibilites. May we be courageous and diligent enough to assist in their creative evolution. </div>
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<br />
References:
Barry Oshry: <i> Seeing Systems</i> (2007) and <i>Leading Systems</i> (1999);
Michael Sales, "Understanding the Power of Position: A Diagnostic
Model" in <i>Organization Development: A Jossey-Bass Reader</i> (2006); Michael Sales and Anika Savage, <i>Life Sustaining Organizations </i>(2011)</div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-64186873783578665432012-08-13T12:41:00.000-05:002012-08-14T14:12:58.732-05:00News from the Future<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-size: x-large;"><span _mce_style="color: #001a81;" style="color: #001a81;"><span style="font-size: large;"><span style="font-weight: normal;">A Report on the World Future Society's 2012 Conference</span></span></span></span></h2>
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<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">Michael recently spent a very rich two days at the annual conference of the <a _mce_href="http://www.wfs.org" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.wfs.org/" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">World Future Society</a>
and thought you might appreciate his views and comments. The conference was
held in Toronto, Ontario, one of </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">North America's </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">most
highly diverse and multicultural cities. This vibrant setting was ideal for an international event that brought over 700 dynamic
people focused on the future together. It's impossible to
give you an accounting of what went on in all 58 sessions and workshops.
Even as peripatetic as he is, Michael couldn't be in more than one session at a time. But, he sure hit a few! Here are some highlights:</span><br />
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<tr><td class="tr-caption" style="text-align: center;">Brian David Johnson</td></tr>
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<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"><a _mce_href="https://twitter.com/IntelFuturist" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="https://twitter.com/IntelFuturist" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Brian David Johnson</a>,
Intel's resident futurist, a most energetic and warm human being, took
us through a history of computer memory to remind us that we now store
more information on a jump drive than the guys who went to the Moon
had in their capsule. "Meaningful computing power will approach zero
by 2020. Blood flow will power a </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">computer.</span><br />
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<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">Anything will be turned into a computer. We've moved
from 'Can we?' to 'What do we want to do with it?'" We're entering an
era where the biggest challenge that humans face will be to "change the
story that people tell themselves about the future they'll live in."
Johnson's thinking along these lines is elaborated in his book, <a _mce_href="http://www.amazon.com/Science-Fiction-Prototyping-Designing-Future/dp/1608456552" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.amazon.com/Science-Fiction-Prototyping-Designing-Future/dp/1608456552" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Science Fiction Prototyping</a>, and in his activities at Intel's <a _mce_href="http://www.intel.com/content/www/us/en/research/tomorrow-project/the-tomorrow-project.html" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.intel.com/content/www/us/en/research/tomorrow-project/the-tomorrow-project.html" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">The Tomorrow Project</a>. </span></div>
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<tr><td style="text-align: center;"><a href="http://a0.twimg.com/profile_images/785925373/lee_ahead_of_the_curve.png" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="163" src="http://a0.twimg.com/profile_images/785925373/lee_ahead_of_the_curve.png" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Lee Rainie</td></tr>
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<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"><a _mce_href="http://twitter.com/lrainie" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://twitter.com/lrainie" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Lee Rainie</a> is the
director of the Pew Research Center's Internet and American Life
Project which studies the social impact of the Internet. "More for Me"
(i.e., technology will enhance my life) versus "More for Them" (i.e., technology will make it easier for those that wish to track me in order to
manipulate me) was the general theme of Lee's talk. Pew poll</span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">ed
hundreds of "experts" of all different sorts regarding a variety of
paired polarities related to this general theme to see how they expected
it to play out. For example, 53% of those polled thought that "Big
Data," (e.g., the kind of information Facebook has on 1,000,000,000
users world wide) will generate a better future providing each of us
with an "Endless You" loop through which we can continuously enjoy and
expand ourselves. On the other hand, 47% worried all that data about
you is going to turn into something like a "No You," when anything and
everything you might do is comprehended by the ruthless algorithms of
computation.</span><br /><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">The "Poverty of Imagination" panel session featured noted Australian futurist, <a _mce_href="http://www.foresightinternational.com.au/richard-slaughter" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.foresightinternational.com.au/richard-slaughter" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Richard Slaughter,</a> co-founder of the Global Business Network, <a _mce_href="http://www.presidioedu.org/network/faculty/jay-ogilvy" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.presidioedu.org/network/faculty/jay-ogilvy" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Jay Ogilvy</a>, former OECD program manager, <a _mce_href="https://twitter.com/RielM" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="https://twitter.com/RielM" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Riel Miller</a>, director of the Centre for Futures and Innovation at Glamorgan Business School, <a _mce_href="http://staff.glam.ac.uk/users/1261" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://staff.glam.ac.uk/users/1261" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Martin Rhisiart</a>, and senior fellow at Korea Development Institute, <a _mce_href="http://web.worldbank.org/WBSITE/EXTERNAL/WBI/WBIPROGRAMS/KFDLP/0,,contentMDK:21014147%7EmenuPK:2500572%7EpagePK:64156158%7EpiPK:64152884%7EtheSitePK:461198,00.html" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://web.worldbank.org/WBSITE/EXTERNAL/WBI/WBIPROGRAMS/KFDLP/0,,contentMDK:21014147%7EmenuPK:2500572%7EpagePK:64156158%7EpiPK:64152884%7EtheSitePK:461198,00.html" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Cheonsik Woo</a>. Miller,
who hasn't published anything in a while but may have a book coming out
shortly, was quite brilliant in his thinking about the metaphors people
and organizations use to anticipate the future. "Everyone uses
industrial </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">language. Everyone </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">
</span><br />
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<tr><td style="text-align: center;"><a href="http://www.futuresconference.fi/2006/images/miller.jpg" imageanchor="1" style="margin-left: auto; margin-right: auto;"><img border="0" height="200" src="http://www.futuresconference.fi/2006/images/miller.jpg" width="146" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Riel Miller</td></tr>
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<br /></td></tr>
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<a href="https://encrypted-tbn0.google.com/images?q=tbn:ANd9GcQUrKECTu4Z0kusqqesgoOaqMQm3MKxKjFweIBUmY5Yo17ekNmE" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"> </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">wants to be at the top of the pyramid. The race
is on for greater and greater efficiency. This way of thinking
creates enormous stress, and its a losing battle just to stay in
place. This is not an imaginative conceptualization process; it is
drawing on imagery that is "out of gas." "Our politics have become
defensive and reactionary. The hatred of science that we're seeing is
coincident with the notion that things can and should last forever. We
are willing to use war and authoritarianism to preserve what is, because
of a fear of change and the inability to imagine a really good future. Ogilvy elaborated on these themes. "We underrate
our capacity to change the world. Nietzsche, in "On the Use and Abuse
of History for <table _mce_style="text-align: center; margin-top: 5px; margin-bottom: 5px;" align="left" class="imgCaptionTable mceItemTable" style="margin-bottom: 5px; margin-top: 5px; text-align: center; width: 160px;"><tbody>
<tr><td _mce_style="text-align: center;" class="imgCaptionImg" style="text-align: center;" width="160"><img _mce_src="https://encrypted-tbn0.google.com/images?q=tbn:ANd9GcT2u1lYfU1JhjQ5jdzy9Jx5PvOgAaKHfmyPwtgVpk8CifGG1fCyiQ" _mce_style="text-align: left;" border="0" height="120" hspace="5" src="https://encrypted-tbn0.google.com/images?q=tbn:ANd9GcT2u1lYfU1JhjQ5jdzy9Jx5PvOgAaKHfmyPwtgVpk8CifGG1fCyiQ" style="text-align: left;" vspace="5" width="150" /></td></tr>
<tr><td _mce_style="text-align: center; font-style: normal; font-weight: 400; color: #003333; font-family: Arial,Helvetica,sans-serif; font-size: 12pt;" class="imgCaptionText" style="color: #003333; font-family: Arial,Helvetica,sans-serif; font-size: 12pt; font-style: normal; font-weight: 400; text-align: center;">Jay Ogilvy</td></tr>
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Life,"
critiques 'monumental history,' i.e., using history as a way to prove
that one thing or another thing 'had to happen.' Things unfold in a
'necessaritarian' fashion. Contrarian history shows us the knife's edge
of history. The present is always plastic. We've set the bar too
high. We've <b>privileged</b> peace as a condition rather than pushed
ourselves to get good at peacemaking." Slaughter picked up on the plasticity of the present theme in noting how "counterfactual" histories [such as Philip K. Dick's <i>Man in the High Castle</i>]<i> </i>present a highly plausible alternative history that demonstrate that inevitability exists largely in hindsight. <br /><br /><a _mce_href="http://www.the-american-interest.com/article.cfm?piece=451" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.the-american-interest.com/article.cfm?piece=451" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Joergen Oerstroem Moeller</a>,
former Danish ambassador to Singapore, presented a session </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">on the evolution of Asian economies
over the next decade</span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">. Moeller, something of a force of
nature, has spoken with depth and mastery at many World Future
Society conferences and this talk was another demonstration of why he's such a
favorite. Drawing on his encyclopedic awareness of data
and his imaginative<b> ideational</b> abilities, Moeller paints a positive and
a negative picture of the future of Asia. For example, the United
States's structural debts have given China a great advantage in calling
the shots over the next decade, an advantage that will likely cause the
U.S. to renege on its obligations in 2016 and drive Japan into the Asiatic
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Joergen Oestroem Moeller</td></tr>
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sphere
of influence that it has avoided since at least the end of WWII. As
others have as well, Moeller analyzes the demographics of Asia to
predict that China will become increasingly focused on technology as its
population ages and that the manufacturing activity currently going on
China will largely shift to other Asian nations like India by 2020. Bangladesh</span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">,
for example,</span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"> is</span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"> currently</span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"> the world's 3rd largest producer of textiles . "China has to invest in technology; India has to invest in
infrastructure. Will these two Asian giants manage their transitions
going in opposite directions from where they are now, while
simultaneously maintaining free trade with each other?" Moeller believes
that China will become a more important power than the U.S. and its Western
allies because its people are more willing to cooperate with one another
than those who come out of the West's individualist traditions. <br /><br />Presentations by the <a _mce_href="http://singularityu.org/" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://singularityu.org/" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Singularity University</a>'s
faculty and students were fascinating, albeit controversial. The
Singularity is a proposition that four intertwined exponential trends will
bestow immortality on humanity by mid-century. The
Singularity holds that the arrival of immortality will represent a
discontinuity with all previous versions of humanity and, therefore,
represent a state of beginning somewhat similar to that which existed at
the Big Bang. While <a _mce_href="http://en.wikipedia.org/wiki/Technological_singularity" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://en.wikipedia.org/wiki/Technological_singularity" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Vernor Vinge</a> coined the term, <a _mce_href="http://en.wikipedia.org/wiki/Ray_Kurzweil" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://en.wikipedia.org/wiki/Ray_Kurzweil" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Ray Kurzweil,</a>
a mega-millionaire inventor and entrepreneur, wrote the book that
turned the idea of the Singularity into something of a viral </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">concept. <a _mce_href="http://lifeboat.com/ex/bios.jose.luis.cordeiro" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://lifeboat.com/ex/bios.jose.luis.cordeiro" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">José Luis Cordeiro</a>, a Singularity University faculty member, presented a powerful overview of the convergence and acceleration of <a _mce_href="http://www.wtec.org/ConvergingTechnologies/welcome.htm" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.wtec.org/ConvergingTechnologies/welcome.htm" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">NBIC technologies</a> [Nanotech; Biotech; Cognotech (technology based on brain activity); and Infotech]. <a _mce_href="http://community.sk.ru/press/b/pressabout/archive/2011/08/11/interview-with-sergei-musienko-and-anna-trunina-russian-students-at-the-singularity-university.aspx" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://community.sk.ru/press/b/pressabout/archive/2011/08/11/interview-with-sergei-musienko-and-anna-trunina-russian-students-at-the-singularity-university.aspx" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Anna Trunina,</a>
a 23 year old woman of Russian ethnicity who speaks
flawless English, described the activities of the genetic counseling
service, Premier Life, she is creating as an example of how the
Singularity University's ideas are migrating into use in the world.
Some futurists see the Singularity as a rigid way of thinking about the
future and, therefore, as a digression into prediction rather than
anticipating the flexibility of possible futures, which is more
consistent with futuring as a discipline.<br /><br />Michael Marien, publisher of <a _mce_href="http://www.globalforesightbooks.org/" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.globalforesightbooks.org/" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Global Foresight Books</a>, William Halah, president of <a _mce_href="http://www.techcast.org/Forecasts.aspx" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.techcast.org/Forecasts.aspx" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">TechCast</a>, Richard Slaughter, and Thomas Homer-Dixon, chair of Global Systems at the <a _mce_href="http://www.cigionline.org/" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://www.cigionline.org/" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Center for International Governance Innovation)</a> addressed an overflow crowd on the<span style="font-size: small;"> </span></span><span style="font-size: small;"><a _mce_href="http://p2pfoundation.ning.com/profiles/blogs/global-megacrisis-four" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://p2pfoundation.ning.com/profiles/blogs/global-megacrisis-four" shape="rect" style="color: blue ! important; font-family: Arial,Helvetica,sans-serif; text-decoration: underline ! important;" target="_blank">“Global MegaCrisis: Four Scenarios on the Future of Progress”</a></span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"><span style="font-size: small;"> </span>demonstrating exactly what an anxious age we're
living in. The Global MegaCrisis is postulated as an emerging "perfect
storm" of climate change, economic crises, joblessness, growing
inequality, corruption, terrorism and more. In other words, it's a
mighty bad place. Marien and Hallah have described four possible scenarios, "Decline to Disaster," "Muddling
Down," "Muddling Up," and "Rise to Maturity", as responses to the
emerging and present crisis for several years. Marien and Slaughter
take a pessimistic tack in discussions of these possible futures. Hallah, in contrast, holds
a quite optimistic view based on technological advances. Homer-Dixon concentrates on the "deeply rooted psychological biases"
that impact a person's fundamental orientation toward hope or despair (i.e., If
one is biased toward <i>ideational</i> causal factors, one is likely to think that the human mind can overcome everything. If one focuses on <i>material </i>causal
factors, one is more likely to believe that external, structural
factors will control human destiny, and probably not in a good way.).</span><br /><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">Let's
close this overview of the conference with some notes from Jay
Ogilvy's brilliant report on "Lessons from Three Decades of Futures
Research." Ogilvy taught philosophy at the university level for many
years. As the co-founder of the Global Business Network, he is one of
the real creators of the "Scenaric Stance" (the view that the
future can evolve in many different ways and that the job of the
futurist is to cultivate an openness to the possible). He spoke
of three way stations in evolution of human thinking about
time and "futurity." The first stop was the view that the future is a
space in time that we just haven't gotten to yet: what the future will
be is certain, "the clay just hasn't gotten dry". </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">The second way of
thinking about the future is exemplified by </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">Aristotle's thought of
time as a "moving image of eternity" -- essentially, there is no evolution; the future is
bifurcated. We can be optimistic about the future (reading the tea leaves
of the present and finding much to support a notion of progress toward
something better) <i>or </i>we can be pessimistic(finding no meaning in
a random universe). The third way of thinking about the future, the
scenaric stance, holds both the pessimistic
and the optimistic views of future possibilities in mind
simultaneously. In </span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">Ogilvy's view, the scenaric stance allows us to</span><span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"> exist on the knife edge of what the future may
actually be. In his book, <i><a _mce_href="http://books.google.com/books?id=ply03Z7L6RMC&pg=PA303&lpg=PA303&dq=facing+the+fold+ogilvy&source=bl&ots=1n4230mcEw&sig=Ux3AUhjmFduqpyCKhWqFYPkvpB8&hl=en&sa=X&ei=v9ImULCpBua36gG2qID4Bw&ved=0CGYQ6AEwBw#v=onepage&q&f=false" _mce_shape="rect" _mce_style="color: blue; text-decoration: underline;" href="http://books.google.com/books?id=ply03Z7L6RMC&pg=PA303&lpg=PA303&dq=facing+the+fold+ogilvy&source=bl&ots=1n4230mcEw&sig=Ux3AUhjmFduqpyCKhWqFYPkvpB8&hl=en&sa=X&ei=v9ImULCpBua36gG2qID4Bw&ved=0CGYQ6AEwBw#v=onepage&q&f=false" shape="rect" style="color: blue ! important; text-decoration: underline ! important;" target="_blank">Facing the Fold,</a> </i>Ogilvy finds numerous advantages to the scenaric stance:</span><br />
<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;"> </span>
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<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">- An acute sense of freedom from any official future</span><br />
<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">- The intellectual honesty of not knowing</span><br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://www.triarchypress.com/Images/Facing-The-Fold-cover.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="http://www.triarchypress.com/Images/Facing-The-Fold-cover.jpg" width="157" /></a></div>
<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">- A focusing of action and intent, with knowledge of the stakes at hand</span><br />
<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">- The ability to toggle back and forth between possibilities without psychic stress or guilt</span><br />
<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">- Emotional depth, a personal feeling for what the future might be and an ability to communicate that</span><br />
<span _mce_style="font-size: 12pt; font-family: Arial,Helvetica,sans-serif;" style="font-family: Arial,Helvetica,sans-serif; font-size: 12pt;">- A subtle frame of mind, seeing nuance in stories. </span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;">Consider
all the predictions you've been sure about that didn't pan out; that's a
great way to get at the mindset of the scenaric stance. No one knows
anything about the future with absolute certainty. That truth is a door to
the freedom of exploration. </span></div>
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-41360162582898661352012-08-13T12:36:00.000-05:002012-08-13T12:41:58.730-05:00MBODLG hosts Art of the Future<div dir="ltr" style="text-align: left;" trbidi="on">
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<div style="text-align: center;">
<span _mce_style="font-size: 16pt;" style="font-family: Arial,Helvetica,sans-serif; font-size: 16pt;"> <span style="font-size: x-large;">Applying Structural Dynamics</span></span></div>
<div _mce_style="font-size: 16pt; text-align: center; color: #994ebe;" align="center" style="color: #994ebe; font-family: Arial,Helvetica,sans-serif; text-align: center;">
<span style="font-size: x-large;"> to Strategic Issues Facing Organizations</span></div>
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<a _mce_href="http://events.r20.constantcontact.com/register/event?oeidk=a07e65cycq7ac07d5c9&llr=ufrmnsdab" _mce_shape="rect" class="imgCaptionAnchor" href="http://events.r20.constantcontact.com/register/event?oeidk=a07e65cycq7ac07d5c9&llr=ufrmnsdab" shape="rect" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img _mce_src="https://origin.ih.constantcontact.com/fs081/1103350875316/img/1.jpg" alt="Color divider bar" border="0" height="198" hspace="5" src="https://origin.ih.constantcontact.com/fs081/1103350875316/img/1.jpg" vspace="5" width="351" /></a><span _mce_style="font-size: 16pt;" style="font-size: small;"><span style="color: black;"> You are invited to be there as Art of the Future kicks
off the 2012-2013 season</span></span><span _mce_style="font-size: 16pt;" style="font-size: small;"><span style="color: black;"> of the
Massachusetts Bay Organization Development Learning Group [MBODLG] with an interactive event on September 20,
2012. </span></span></div>
<div style="font-family: Arial,Helvetica,sans-serif;">
<span _mce_style="font-size: 16pt;" style="font-size: small;"><b> </b></span><span style="font-size: small;"> </span></div>
<div style="color: black; font-family: Arial,Helvetica,sans-serif; text-align: left;">
<span style="font-size: small;">Art of the Future will demonstrate a
framework which leaders -- at any level and in any setting -- can use
to explore their thinking about the big picture issues facing their
organizations. </span><span style="font-size: small;">As
you know, the future is a large, complicated,
exhilarating and, sometimes, scary place! To face the future with
confidence organizations need to apply both logic and insight to
strategy development. We will be using climate change and its consequences to illustrate the <a href="http://www.artofthefuture.com/SD.html">Structural Dynamics</a> approach. </span><span style="font-size: small;"> </span><br />
<br />
<span style="font-size: small;">With</span><span style="font-size: small;">in leadership teams addressing issues critical to their future (such as climate change) </span><span style="font-size: small;">there is, inevitably, a range of
views, opinions, insight and depth of knowledge.</span><span style="font-size: small;"> </span><span style="font-size: small;"> This divergence often results in either polarization or avoidance. Structural
Dynamics engages these differing points of view to explore a wide range
of plausible future scenarios. The strategies that emerge are robust
in any of these scenarios. Rather than paralysis and denial,
the result is the ability of organizations to move confidently into
their future.</span></div>
</div>
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<span style="font-size: small;">Participants in the session at Mass Bay Organization Development Learning Group session will:</span></div>
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<li><span style="font-size: small;">Explore their own thinking on a complex issue</span></li>
</ul>
<ul style="font-family: Arial,Helvetica,sans-serif;">
<li><span style="font-size: small;">Experience a powerful strategic framework to develop a comprehensive set of scenarios </span></li>
</ul>
<ul style="font-family: Arial,Helvetica,sans-serif;">
<li><span style="font-size: small;">Use this framework to facilitate collaborative, non-polarizing strategic conversations</span><span style="font-size: small;"> that lead to robust decisions on large, complex issues.</span></li>
</ul>
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<span style="font-size: small;">Please
join us on September 20 for a session designed to stretch your
thinking and expand your capacity to lead dialogues on complex issues
shaping an organization's future.</span></div>
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<span style="font-size: small;"> </span></div>
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<span style="font-size: small;">The MBODLG is a community of Organizational Development professionals, that keeps it members informed of industry trends and supports their overall professional development and growth.<span style="font-family: Arial,Helvetica,sans-serif;"> MBODLG's welcomes non-members to their events. The atmosphere allows for great learning
opportunities among entry-level professionals, mid-level practitioners,
senior executives, coaches, trainers, academics
and related disciplines. MBODLG promotes the idea that
conversation breeds increased knowledge and everyone has something
unique to bring to the table. This workshop will certainly demonstrate
that philosophy! </span></span></div>
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<br />
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;">Click here to go to the<a href="http://events.r20.constantcontact.com/register/event?oeidk=a07e65cycq7ac07d5c9&llr=ufrmnsdab"> Registration link.</a></span> </span> <br />
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Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-30576367721274283162011-11-07T01:35:00.032-05:002011-11-07T17:51:35.470-05:00Organizations can be like Falling Water<div dir="ltr" style="text-align: left;" trbidi="on"><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"><a href="http://t0.gstatic.com/images?q=tbn:ANd9GcQZcQBknNNM1KdESW2kGccGr7O2WTLRH3LrgbgfPMK6LlJ9sD90" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><br />
</a></div><a href="https://encrypted-tbn2.google.com/images?q=tbn:ANd9GcSm1nWfpifQo9E4b7VsYfn-lgedwDO6DhYwFJbW_wqdKTglycnl" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="264" src="https://encrypted-tbn2.google.com/images?q=tbn:ANd9GcSm1nWfpifQo9E4b7VsYfn-lgedwDO6DhYwFJbW_wqdKTglycnl" width="320" /></a><br />
A few weeks ago, we visited one of Frank Lloyd Wright's many masterpieces, <a href="http://www.fallingwater.org/">Falling Water</a>, the Kaufman house in Mill Run PA. Wow! What an amazingly beautiful place!<br />
<a href="http://decoratingflair.com/images/Feb%20Pics/Fallingwater%20Fireplace.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="160" src="http://decoratingflair.com/images/Feb%20Pics/Fallingwater%20Fireplace.jpg" width="200" /></a><br />
<a href="http://www.squidoo.com/organic-architecture">Organic architecture</a> was Wright's first principles, a coherent integration of the whole experience; the the context of site and structure as one. This unity is manifested in the combination of natural stone and other elements of the site with man made materials in a many ways at Falling Water. For example, the fireplace, pictured at right, is built around the stone outcroppings already present.<br />
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The idea of holism with nature applies to all human endeavor. We are, after all, animals who inhabit the natural world. Art of the Future is particularly interested in the application of this design principle to organizations of all types. Organizations could thrive by relishing the life that sustains them. They could work with that life energy to create contexts that are flowing with positive energy in a completely fluid and natural way. When people are truly at home in their organizational contexts, they are both deeply relaxed and highly energetic. They are engaged. Their organizations are <a href="http://www.artofthefuture.com/LSE.html">life-sustaining</a>. <br />
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<div class="separator" style="clear: both; text-align: center;"><a href="http://www.baltimorestyle.com/images/features/takingtheplunge_1_ja08.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="320" src="http://www.baltimorestyle.com/images/features/takingtheplunge_1_ja08.jpg" width="212" /></a></div><a href="http://www.nytimes.com/2011/09/04/opinion/sunday/do-happier-people-work-harder.html">Teresa Amabile and Steven Kramer </a>have recently published powerful and rigorous research on the deep satisfaction of hard work: "As long as workers experience their labor as meaningful, progress is often followed by joy and excitement about the work. 'This time it looks good! I feel more positive about this project and my work than I’ve felt in a long time,' one programmer wrote after she’d completed a small but difficult task. This kind of rich inner work life improves performance, which further supports inner work life — a positive reinforcing loop." Note the use of the word "joy" in this description: when people love their jobs, they're having fun. They're like kids at a swimming hole. Nobody has to tell them how to act. They know what to do...and they'll take real risks with true gusto. <br />
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Unfortunately, most organizations are not life-sustaining. In fact, it's arguable that a majority of people hate their jobs. The <a href="http://www.well-beingindex.com/">Gallup-Healthways Well-Being Index</a>, which has been polling 1,000 Americans a day on how they're doing since January 2008, gives us Americans a very troubling "D" grade on happiness. Quoting Amabile and Kramer, "People of all ages, and across income levels, are unhappy with their supervisors, apathetic about their organizations and detached from what they do. And there’s no reason to think things will soon improve." The social price tag is ENORMOUS! Estimates run as high as $300,000,000,000/year!"<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="http://i.bnet.com/blogs/370268513_6c026f08e3_m.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="240" src="http://i.bnet.com/blogs/370268513_6c026f08e3_m.jpg" width="320" /></a></div>It's not just people working in organizations who feel miserable. <i>Everyone </i>interacting with a life draining organization is affected by its toxicity: its customers, its partners, the communities in which it operates, and, of course, nature, which has to accommodate a dead zone.<br />
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We experienced of the truth of this concept recently at a shopping mall. I was hunting for a <i>New York Times </i>to read over lunch. Going into a Duane Reed, I asked two employees standing at the counter if I could buy a newspaper: "You get one of those from a news stand. This is a pharmacy." I pointed out that I was standing right next to an entire rack of chocolates and candies; so, the store carried more than medical items. "Yeah, well, we don't know about that." Being already in the store, I bought something else I needed and approach the counter to pay and check out. The women were engaged in an extremely vulgar conversation about a third person they both knew and didn't like. I was astonished that I was even hearing that kind of language in a work place. They hardly looked up to make any eye contact with me as I handed them my credit card. I didn't exist, and it was unpleasant. All I wanted to do was leave.<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="http://www.nourishingbyheart.com/wp-content/uploads/2011/01/Grocery-shot-by-lyzadanger-on-flickr1.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="211" src="http://www.nourishingbyheart.com/wp-content/uploads/2011/01/Grocery-shot-by-lyzadanger-on-flickr1.jpg" width="320" /></a></div>We turned next to Best Buy to find a land line telephone. None of the three employees [again engaged in conversation amongst themselves] knew the stock and only one out of three could point in the general direction of telephones. We found many types of phones with myriad distinctions in specifications and price points, so we sought help to make a choice. Only a "phone specialist" could help and no one knew where to find him. When we did get the specialist, it turned out that he didn't know the differences between the items and would we please wait while he spoke with his superiors. He clearly didn't know where to start with his own inventory and we had to guide him through the options that were available to try to gain clarity on what would best fit our needs. Another experience we wished we weren't having.<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="http://t0.gstatic.com/images?q=tbn:ANd9GcSKVYAu6wC6dAhHaQor2Qan9TUtbZrm1sTpXWTPDqBEIGe9RwxS9g" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="304" src="http://t0.gstatic.com/images?q=tbn:ANd9GcSKVYAu6wC6dAhHaQor2Qan9TUtbZrm1sTpXWTPDqBEIGe9RwxS9g" width="400" /></a></div>We decided that we needed to compare the phones at Best Buy with the ones on sale at a much smaller Radio Shack store a few doors down the way in the mall. Two clerks were at the main counter. We approached and described what we were looking for. A young woman spoke right up, and "Sure, I can help you," and we started feeling pretty good. She proceeded off to a direction in the store where there were no phones and had to come back to main counter to ask her co-worker, with a giggle, do you know where we keep the phones. Things were not looking up. We then did proceed to where the phones were and were again confronted with the problem of a sales assistant who had no idea how to help us find our best option and manifested a sort of detached boredom through the entire transaction, as though something much more interested was going to be happening on her cell phone just as fast as she could get back to it. Again, we didn't get what we wanted substantively or emotionally. <br />
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<a href="http://t0.gstatic.com/images?q=tbn:ANd9GcQZcQBknNNM1KdESW2kGccGr7O2WTLRH3LrgbgfPMK6LlJ9sD90" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="238" src="http://t0.gstatic.com/images?q=tbn:ANd9GcQZcQBknNNM1KdESW2kGccGr7O2WTLRH3LrgbgfPMK6LlJ9sD90" width="320" /></a>Finally, like people who had been out on the dessert too long, we arrived at an Apple Store to ask a technical question about a couple of our products. We were handled seamlessly from the moment of intake by a friendly young guy who not only was ready to set us up with an appointment with a technical specialist but who said, "While you're waiting on that, why not tell me what the problem is and maybe I can fix it," which he did in about 15 minutes, finally providing us with a moment of psychological completion after a series of frustrations. The transaction occurred in a bright and pleasant environment, didn't cost us anything and provided us with a nice connection to an assistant we'd be pleased to work with again. It was the type of life affirming moment that a lot of people associate with their customer experience at Apple, and it was an example of <a href="http://www.readwriteweb.com/archives/survey_apples_app_store_customer_satisfaction_android_close_second.php">how that trait contributes to the brand's popularity</a>. <br />
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Apple's customer interface isn't perfect, and, in fact, the company has started using that horrid, scratchy muzak while you're on hold that drives us nuts. (The security firm, ADT, has made this torture into an absolute art form, by the way, requiring everyone making an incoming call to be rung out on an auric rack for a minimum of 13 minutes.) We're hoping that this isn't a retreat from the sort of <a href="http://www.artofthefuture.com/Art_Bz.html">design integrity</a> that was such a passion for Steve. (And we sure do hope that someone at Apple is reading these comments and coming up with a fix! It's an annoying problem, and Steve would bite your head off if he knew about it!)<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="http://t1.gstatic.com/images?q=tbn:ANd9GcQ_ZnjipMTM0pJ4u79PKGAtzLOCFAWL6LWh8MdDATuQqHs-jnIB" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="133" src="http://t1.gstatic.com/images?q=tbn:ANd9GcQ_ZnjipMTM0pJ4u79PKGAtzLOCFAWL6LWh8MdDATuQqHs-jnIB" width="200" /></a></div>But, in the main, Apple delivers a customer experience that is head and shoulder above everybody else. And this adds tremendously to the obsession that customers have for this brand. It's a phenomenon.<br />
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And we think the phenomenon goes beyond the sheer functionality and the beautiful look and feel of Apple's products. We think that there is such a level of longing to interact with organizations that have a life sustaining quality that any organization that does is mobbed by people who have longed for something they couldn't name and just want to eat it up on those rare occasions when they find it.<br />
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<a href="http://t3.gstatic.com/images?q=tbn:ANd9GcTM-3aDvF6m-BQqqDXYrq-dn5b4TNek5SrGS8bo93ulXSE6bW-mJg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="149" src="http://t3.gstatic.com/images?q=tbn:ANd9GcTM-3aDvF6m-BQqqDXYrq-dn5b4TNek5SrGS8bo93ulXSE6bW-mJg" width="200" /></a>Organizations like Apple have a lot in common with Elvis on any other superstar. Because so few organizations are manifesting a high level of vitality, those that do are in extraordinarily high demand. It's not that they are ultimately so different or that its people are so dramatically unique. Rather, it is simply that a life positive climate has been established that encourages people to bring more of themselves into the organization and to construct an organizational strategy that makes it easy for employees, customers, and members of the local community to do so, by hiring extraordinarily diverse teams of talented people drawn from all different creeds, colors, nationality, appearance and sexual orientation, for example. <br />
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Many, if not most, people feel good coming to an Apple store because they are coming home, in a sense. They are in an environment that sustains their life on many levels.<br />
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And that's great, but there's a definite down side. Apple is one company and the staff at its stores are largely under the age of 30. This company and these young men and women cannot be expected to pick up the slack for so many scores of thousands of life-draining organizations. That's a sure recipe for burnout for Apple employees and the company as a whole. (After all, look at what happened to The King.)<br />
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So what's the answer? Lots and lot of organizations all over the world need to become life sustaining. (We've <a href="http://www.artofthefuture.com/2011Book.html">written a book</a> with our ideas on how to do that.) It is not the heroes that save society; it's the society that is constantly improving its standards of everyday organizational behavior that saves itself.<br />
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</div>Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-76030813888377288672011-09-02T13:17:00.006-05:002011-09-16T09:25:18.119-05:00Living in the Question<div style="text-align: center;"><u style="color: purple;"><span style="font-size: large;">Some Critical Uncertainties of the Era</span></u></div><div style="text-align: center;"><br />
</div><div style="text-align: left;"><a href="http://stlshortsale.com/wp-content/uploads/2010/12/ball-of-confusion.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="195" src="http://stlshortsale.com/wp-content/uploads/2010/12/ball-of-confusion.jpg" width="200" /></a><span style="font-size: small;"><a href="http://www.youtube.com/watch?v=Gy_aahkIdEI">"A ball of confusion/that's what the world is today!" </a> So exclaimed The Temptations four decades ago</span> and things haven't changed that much since then. There are probably many more questions about what the future is likely to look like than there answers. Maybe that's always been the case, but it certainly is now. </div><div style="text-align: left;"><br />
</div><div style="text-align: left;">For many of us, that is an uncomfortable reality. Chronic uncertainty can breed unpleasant stress and anxiety. On the other hand, not knowing how things are going to turn out can be exciting. It makes life an adventure!</div><div style="text-align: left;"><br />
</div><div style="text-align: left;">In this blog entry, we explore some <i>critical uncertainties </i>in an effort to identify the universe of big questions within which we all live<i>. </i>Critical uncertainties are dynamic forces whose direction matters a lot on an international basis -- or at least a national one. A true critical uncertainty is outside the control of any one entity, even a very powerful one like the government systems of the US or the EU or China. How it tips should impact the zeitgeist of an entire era. The tone of a society, a set of societies or a significant industry should tilt one way or another depending on what happens to a critical uncertainty or to a set of interwoven critical uncertainties. What moves a critical uncertainty one way or another and when it is going to tip can’t be fully known or understood in advance. However, having a good handle on might shape the destiny of the future, i.e., knowing what questions to ask and what possibilities to follow, is an important compass to use in comprehending what might be unfolding, even if the exact outcome and destination cannot be foretold. </div><div style="text-align: left;"><br />
</div><div style="text-align: left;">So, in that spirit here is a list of powerful gyroscopes of change-in-motion whose spin momentum Art of the Future follows. Add your own to this inventory!</div><br />
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<a href="http://www.dosomething.org/files/pictures/feminism_202b.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://www.dosomething.org/files/pictures/feminism_202b.jpg" width="152" /></a><span style="font-size: small;"><u style="color: purple;"><b>The rights and power of women worldwide:</b></u></span> Many Westerners believe that the expansion of women’s rights and power are inexorable, but there are a range of forces opposing the expansion of these rights in many places and in many belief systems.<br />
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<a href="http://www.students.ncl.ac.uk/riccardo.pasquale/images/Instrumental_Temperature_Record.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="148" src="http://www.students.ncl.ac.uk/riccardo.pasquale/images/Instrumental_Temperature_Record.png" width="200" /></a><br />
<b><span style="color: purple;">The impact of climate change:</span></b> Many observers are absolutely convinced that human activity is jeopardizing the stability of the Earth’s climate and threatening to introduce an era of devastation. Many others think that the threat is non-existent or overblown. <br />
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<a href="http://imagecache2.allposters.com/images/LPIPOD/BN1707_26-FB.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://imagecache2.allposters.com/images/LPIPOD/BN1707_26-FB.jpg" width="150" /></a><b style="color: purple;">The mix of public and private power:</b> Will government power at all levels expand in the decades ahead, <u><i>Or</i></u> will the power of large corporations and other institutions supercede government influence across a range of geographies?<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="http://de027.k12.sd.us/Pictures/1984-Big-Brother-Poster.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="http://de027.k12.sd.us/Pictures/1984-Big-Brother-Poster.jpg" width="140" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Designed by Deb Everson</td></tr>
</tbody></table><br />
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<b style="background-color: white; color: purple;">Governmental control vs personal liberty:</b><span style="background-color: white; color: purple;"> </span> Will governments use new technology to become “Big Brother” monitoring and controlling every aspect of its citizens’ lives, <u><i>Or</i></u> will individuals demand and achieve the right to autonomy and freedom from continuous oversight?<br />
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<a href="http://t3.gstatic.com/images?q=tbn:ANd9GcQuFgI0CpiGrCK4qYUnwe42aPkogsOsPkxkfZiAB0rV4Y0BLcUXwg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="133" src="http://t3.gstatic.com/images?q=tbn:ANd9GcQuFgI0CpiGrCK4qYUnwe42aPkogsOsPkxkfZiAB0rV4Y0BLcUXwg" width="200" /></a><b style="color: purple;">The internationalization of law:</b> Will sovereign nation states be increasingly brought under the authority of international bodies, <u><i>Or</i></u> will the significance of international regulation and law diminish in the face of more local forms of power?<br />
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<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="http://www.makingitmagazine.net/wp-content/uploads/2010/10/zoellick_barcode_short.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="60" src="http://www.makingitmagazine.net/wp-content/uploads/2010/10/zoellick_barcode_short.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Source: <a href="http://www.makingitmagazine.net/">MakingIt Magazin<b>e</b></a></td></tr>
</tbody></table><b style="color: purple;">Shifting Global Power Blocks: </b> Is a multi-polar world emerging where international economic and ideological centers will compete on a much more level playing field, <u><i>Or</i></u> are anticipations of the end of the single superpower status of the United States overblown and based on a faulty analysis of real world economics and military power?<br />
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<a href="http://i.dailymail.co.uk/i/pix/2008/10/22/article-1079663-023456E8000005DC-312_468x374.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="159" src="http://i.dailymail.co.uk/i/pix/2008/10/22/article-1079663-023456E8000005DC-312_468x374.jpg" width="200" /></a> <b style="color: purple;">Terrorism</b>: Will fanatical groups spring up with increasing frequency and cause unprecedented levels of disruption to civilian society <u><i>Or,</i></u> will dissident groups express their views by entering into mainstream politics and use non-violent means of expressing their positions?<br />
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<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="http://medicineworld.org/images/blogs/11-2006/study-books-7810.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="132" src="http://medicineworld.org/images/blogs/11-2006/study-books-7810.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Image source: MedicineWorld.org </td></tr>
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<b style="background-color: white; color: purple;">The level and type of educational achievement:</b> Will literacy of all types and knowledge acquisition expand in the future as millions use the web for information, <u><i>Or</i></u> will it decline due to population increases, limited investment and disinterest in academic work?<br />
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<a href="http://images.free-extras.com/pics/l/lights_of_the_city-1662.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="136" src="http://images.free-extras.com/pics/l/lights_of_the_city-1662.jpg" width="200" /></a><br />
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<b style="color: purple;">The city as a strategic entity:</b> Will metropolitan areas become increasingly integrated wholes pursuing policies to benefit urban dwellers, <u><i>Or</i></u> will cities be primarily inchoate regions stalemated by interest group based politics?<br />
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<a href="http://stoppests.typepad.com/.a/6a013486861d6a970c013489a0945f970c-800wi" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="136" src="http://stoppests.typepad.com/.a/6a013486861d6a970c013489a0945f970c-800wi" width="200" /></a><br />
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<b style="color: purple;">The availability of food and water:</b> Will existing food and water supply chains support human activity worldwide,<u><i> Or </i></u>will they be increasingly stressed by multiple breakdowns that imperil lives and well-being?<br />
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<a href="http://www.hhi-importers.com/AllSites/854/Assets/material_p.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://www.hhi-importers.com/AllSites/854/Assets/material_p.jpg" width="134" /></a><br />
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<b style="color: purple;">The supply of raw materials:</b> Will critical raw materials such as rare earths run out, creating havoc with production processes and slowdowns in technological advancement, <u><i>Or</i></u> will shortages be avoided through invention, miniaturization, and/or substitution?<br />
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<a href="http://bestalternativeenergysource.com/wp-content/uploads/2011/04/63.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="187" src="http://bestalternativeenergysource.com/wp-content/uploads/2011/04/63.jpg" width="200" /></a><b style="color: purple;">Energy sources:</b> Will the number of viable energy sources supporting human activity proliferate driving down the price of production and transportation, <u><i>Or</i></u> will experimentation with non-carbon based forms of fuel prove to be too expensive and unreliable?<br />
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<a href="http://cla.calpoly.edu/%7Elcall/213/anti_walmart.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="97" src="http://cla.calpoly.edu/%7Elcall/213/anti_walmart.jpg" width="200" /></a><b style="color: purple;">Global vs Local production:</b> Will trends toward the global manufacture and assembly of components parts of all sorts of goods and services continue, <u><i>Or</i></u> will regions refocus their concentration on what they are distinctively able to create, manufacture and trade?<br />
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="clear: right; float: right; margin-bottom: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="http://www.coolest-gadgets.com/wp-content/uploads/2006/05/asimo-robot.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="192" src="http://www.coolest-gadgets.com/wp-content/uploads/2006/05/asimo-robot.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Source: Honda Motor's Assimo</td></tr>
</tbody></table><br />
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<b style="color: purple;">The incorporation of robotics and artificial intelligence into everyday living:</b> Will robots and expert systems of various kinds take over many of the chores that make human existence unpleasant, <u><i>Or</i></u> will the technological utopias that get so much air time turn out to be mere fantasies and no substitute for hard physical and mental work?<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj4uyxND4WyTwGNnxrAXL2_5vdJmLEzKFxISwgGzqYmXzuEMPzXV8PdyA_05FRHlSJ3AkIe6ygurnAiJSCsvELqoe3TiN7lHlHGP4r7liOCCTP7a9pDV3h5qIbrD7gg2NhxOR3cMiwyMX8/s1600/missing-link-cyborg.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="101" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj4uyxND4WyTwGNnxrAXL2_5vdJmLEzKFxISwgGzqYmXzuEMPzXV8PdyA_05FRHlSJ3AkIe6ygurnAiJSCsvELqoe3TiN7lHlHGP4r7liOCCTP7a9pDV3h5qIbrD7gg2NhxOR3cMiwyMX8/s200/missing-link-cyborg.jpg" width="200" /></a><b style="color: purple;">Man/machine fusion:</b> Will the explosion of computing power, genetics, nano-technology and robotics merge into new life forms, a singularity that will transform the very essence of what it is to be human, <u><i>Or</i></u> will these technologies fall short of expectations or be regulated in ways to prevent such a transformation?<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://sueyounghistories.com/wp-content/uploads/2010/06/flu-epidemic-beds.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="128" src="http://sueyounghistories.com/wp-content/uploads/2010/06/flu-epidemic-beds.jpg" width="200" /></a></div><br />
<b style="color: purple;">Epidemics and treatment:</b> Will civilization be increasingly faced with wide-spread, fast moving epidemics for which there is no adequate response, <u><i>Or</i></u> will invention, innovation and investment master transitory medical threats?<br />
<a href="http://scm-l3.technorati.com/11/05/04/32971/social-media-advertising.png?t=20110504115331" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="183" src="http://scm-l3.technorati.com/11/05/04/32971/social-media-advertising.png?t=20110504115331" width="200" /></a><br />
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<b style="color: purple;">Transparency and privacy: </b> Will social media and global interconnectivity prove to be a great boon to human inventiveness and productivity, <u><i>Or</i></u> will it create a hive environment where no one has privacy, the ability to be alone or the right think independently?<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="http://stocktickle.com/wp-content/uploads/2010/04/us-demographics.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="151" src="http://stocktickle.com/wp-content/uploads/2010/04/us-demographics.png" width="200" /></a></div><b><span style="color: purple;">The supply of skilled workers:</span> </b>Will economic conditions of low consumer demand and diminished horizons create a permanent reserve of highly trained personnel ready to work for low wages for at least a decade ahead or will demographic trends and burgeoning emerging economies and aging industrial ones stretch the supply lines of skilled workers very thin and in surprisingly short order?<br />
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<a href="http://collaborativeman.files.wordpress.com/2011/03/crowd2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="http://collaborativeman.files.wordpress.com/2011/03/crowd2.jpg" width="200" /></a><b style="color: purple;">Community and individual:</b> Will individual see themselves as members of a larger community toward which they owe allegiance and responsibility, <u><i>Or</i></u> will they think of any group with power as unwarranted and unnecessary constraints upon their own liberty?<br />
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<a href="http://fittoprintfilm.files.wordpress.com/2011/02/unions211.gif" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="168" src="http://fittoprintfilm.files.wordpress.com/2011/02/unions211.gif" width="200" /></a><b style="color: purple;">Unions</b>: Is the labor movement dead because it impedes private enterprise, <u><i>Or</i></u> will it become revitalized as a result of the growing power of labor in the emerging economies and globalization?<br />
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<tr><td style="text-align: center;"><a href="http://www.reuters.com/resources/r/?m=02&d=20070824&t=2&i=1347718&w=460&fh=&fw=&ll=&pl=&r=2007-08-24T093121Z_01_DHA184607_RTRUKOP_0_PICTURE0" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="136" src="http://www.reuters.com/resources/r/?m=02&d=20070824&t=2&i=1347718&w=460&fh=&fw=&ll=&pl=&r=2007-08-24T093121Z_01_DHA184607_RTRUKOP_0_PICTURE0" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Source: Reuters 2007</td></tr>
</tbody></table><b style="color: purple;">Violence and security:</b> Will people with opposing interests and objectives increasingly resort to violence against each other leading to an endless cycle of anxiety-laced security measures and retaliatory action, <u><i>Or</i></u> will norms of behavior and civility bring ever-larger segments of the population into self-regulating mutual respect?<br />
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiIdeOPK5z_524s9h2pMbb5yrzC2upeHMNt0GGZ9hqZealmKCt6ocgr-fGGTQDYjTx6OiRp5DTIcAJjGqupslBSdsmyHnWiZo6Gu9Tz8aWDo7ERKp46pj3mF9MNIJ12HUSt3gbvHf9ynqw/s1600/DSC00758.JPG" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiIdeOPK5z_524s9h2pMbb5yrzC2upeHMNt0GGZ9hqZealmKCt6ocgr-fGGTQDYjTx6OiRp5DTIcAJjGqupslBSdsmyHnWiZo6Gu9Tz8aWDo7ERKp46pj3mF9MNIJ12HUSt3gbvHf9ynqw/s200/DSC00758.JPG" width="150" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Gary "Ironman" Passler, 58</td><td class="tr-caption" style="text-align: center;"><br />
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</tbody></table><b style="color: purple;">Health and well-being of the aging:</b> Will the aging population be increasingly unwell and despairing, requiring ever-greater investments in their health and well-being, <u><i>Or</i></u> will the aging become more mindful of the need to stay healthy and active with the financial and physical ability to achieve such objectives?<br />
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<tr><td style="text-align: center;"><a href="http://www.icis.com/blogs/asian-chemical-connections/house-of-cards.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="169" src="http://www.icis.com/blogs/asian-chemical-connections/house-of-cards.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Source of picture: keplarllp.com</td></tr>
</tbody></table><b style="color: purple;">Stability of the financial system: </b> Will central bankers, economists and political leaders agree upon means to achieve and maintain global financial stability, <u><i>Or</i></u> will governments prove insufficient to the task and plunge the world economy into an extended era of self-protectionism?<br />
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<tr><td style="text-align: center;"><a href="http://i2.cdn.turner.com/money/galleries/2010/smallbusiness/1012/gallery.5_most_inventive_states/images/utah_biomedic.ju.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="http://i2.cdn.turner.com/money/galleries/2010/smallbusiness/1012/gallery.5_most_inventive_states/images/utah_biomedic.ju.jpg" width="150" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Source: Thinkstock</td></tr>
</tbody></table><b style="color: purple;">Innovation and inventiveness: </b> Will scientists and entrepreneurs discover and develop new “killer apps” that revitalize global, national and local communities, institutions and organizations, <u><i>Or</i></u> are we entering a “me-too” era where investment in research and development will slow down and new ideas be slow to emerge and slower to find acceptance?<br />
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<tr><td style="text-align: center;"><a href="http://www.pakalertpress.com/wp-content/uploads/2011/08/hp-main.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="180" src="http://www.pakalertpress.com/wp-content/uploads/2011/08/hp-main.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">From an article by Andrew Wye</td></tr>
</tbody></table><b style="color: purple;">Consciousness</b>: Are radically new realizations regarding the human potential, such as mental telepathy or the use of dreams as guides to life, about to break through into common use, transforming the human prospect, Or are these supposed possibilities no more than the hogwash of pseudo-science?<br />
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<a href="http://thegadgets.net/wp-content/uploads/2011/08/1108331-steve-jobs-ipad.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://thegadgets.net/wp-content/uploads/2011/08/1108331-steve-jobs-ipad.jpg" width="151" /></a><b style="color: purple;">Design integrity:</b> Will consumers demand products that are well designed and aesthetically pleasing, <u><i>Or</i></u> will price be the primary and, in many cases, the only factor affecting purchasing decisions?<br />
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<tr><td style="text-align: center;"><a href="http://www.turkishforum.com.tr/en/content/wp-content/uploads/2010/11/ataturk_khomeini.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="116" src="http://www.turkishforum.com.tr/en/content/wp-content/uploads/2010/11/ataturk_khomeini.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Ataturk/Khomeni</td></tr>
</tbody></table><b style="color: purple;">Secularism versus Sectarianism:</b> In the US, the population is split between those who hold traditionally sectarian views and those who have a secular orientation. A nearly equal number believe that the Earth was formed according to the biblical description vs those who believe that it evolved according to the scientific view. Proponents and adversaries of abortion and sex education are also in standoff positions. Will social schisms based on religious and spiritual beliefs proliferate, <u><i>Or</i></u> will a new openness emerge mitigating disputes that seem intractable from the present perspective?<br />
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<tr><td style="text-align: center;"><a href="http://media26.onsugar.com/files/2011/04/14/3/192/1922441/dad892b904a8c219_3533341138_96f6ce32b5_z1/i/Top-1-Percent-Earns-Almost-Quarter-Nations-Income.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="http://media26.onsugar.com/files/2011/04/14/3/192/1922441/dad892b904a8c219_3533341138_96f6ce32b5_z1/i/Top-1-Percent-Earns-Almost-Quarter-Nations-Income.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-size: 10px ! important;">Source: <a href="http://www.flickr.com/photos/stephen_ng/3533341138/" target="_blank">Flickr User MakeMoneyMall</a></span></td></tr>
</tbody></table><b style="color: purple;">Income inequality:</b> In many societies, including the US, Brazil and China, the gap between the lives of the Haves and the Have-Nots is widening and concern about this bifurcation is increasing. Will the trend toward greater social and financial inequality continue, <u><i>Or</i></u> will the needy manage to overthrow entrenched plutocracies?<br />
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<a href="http://t0.gstatic.com/images?q=tbn:ANd9GcTYF1lJg_ztKg-XlUhHdMbs9mExOL6etU3dscR4HJCswQw9TnFC" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="133" src="http://t0.gstatic.com/images?q=tbn:ANd9GcTYF1lJg_ztKg-XlUhHdMbs9mExOL6etU3dscR4HJCswQw9TnFC" width="200" /></a><b style="color: purple;">Racial and ethnic dynamics:</b> Diversity, integration and multiculturalism are often lauded as not only moral but as smart business. Will this view prevail, <u><i>Or</i></u> will a will sense of threat from change and suspicion of outsiders–reliable and long-standing human tendencies–endure?<br />
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<tr><td style="text-align: center;"><a href="http://mhealthwatch.com/wp-content/uploads/2011/08/Electronic-Skin-Tech-Provides-Breakthrough-For-Wearable-Remote-Patient-Monitoring.jpg" imageanchor="1" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="151" src="http://mhealthwatch.com/wp-content/uploads/2011/08/Electronic-Skin-Tech-Provides-Breakthrough-For-Wearable-Remote-Patient-Monitoring.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Monitoring via electronic skin</td></tr>
</tbody></table><b style="color: purple;">Remote care</b>: Distributed electronics make it possible to treat many health ailments remotely. This, coupled with innovations such as the ability to make, print and apply new skin tissues and limbs, will create new health care options. However, many do not to trust technologically-mediated medical approaches due to potential malfunctioning, lack of empathy and judgement, etc.. Will remote care be widely adopted, <u><i>Or</i></u> will it remain a relative oddity, full of unfulfilled promise? <br />
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<tr><td style="text-align: center;"><a href="http://prblog.typepad.com/photos/uncategorized/secondlife_1.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="http://prblog.typepad.com/photos/uncategorized/secondlife_1.jpg" width="187" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Source: Second Life</td></tr>
</tbody></table><b style="color: purple;">The nation state vs. the cyber state:</b> The internet enables world spanning communities of all sorts. Very powerful stateless communities may bond in cyberspace with little or no physical location or contact. Will national governments lose clout as people conduct business and social relationships in cyberspace, <u><i>Or</i></u> will there be the sort of continued sense of citizenship and unity of national identity?<br />
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<a href="http://www.foxnews.com/images/546411/2_62_071709_moonflag.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="150" src="http://www.foxnews.com/images/546411/2_62_071709_moonflag.jpg" width="200" /></a><b style="color: purple;">Space travel and colonization:</b> Will the ancient urge of humanity for adventure take it past its planetary boundaries into an never-ending era of exploration, <u><i>Or</i></u> will the huge investments required and the fear of a greater unknown than has ever been broached prohibit off-world excursions? Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com1tag:blogger.com,1999:blog-440182632887568420.post-34726421909352218982011-08-25T16:35:00.005-05:002011-08-25T16:50:48.370-05:00Success to the Successful<div style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;">Calling <a class="meta-per" href="http://topics.nytimes.com/top/reference/timestopics/people/j/steven_p_jobs/index.html?inline=nyt-per" title="More articles about Steven P. Jobs.">Steven P. Jobs</a> "one of the most successful chief executives in corporate history," the New York Times today reported that he "once said he never thought of himself as a manager, but as a leader. And his notion of leadership revolved around choosing the best people possible, encouraging them and creating an environment in which they could do great work." This touches on several themes near and dear to Art of the Future. Jobs is an <a href="http://www.artofthefuture.com/AL.html">anticipatory leader</a> who has been able to integrate his vision into the hearts and minds of everyone in the Apple organization. Apple attracts top creative talent and retains them through challenging assignments and a supportive workplace environment. Apple is a great example of a <a href="http://www.artofthefuture.com/LSE.html">life-sustaining organization</a>.</div><div style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" 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" /> </div>The NYT article goes on to quote Jobs discussing the role of <a href="http://www.blogger.com/goog_1226908141">design integrity and elegant solution</a><a href="http://www.artofthefuture.com/Art_Bz.html">s</a> in making the company a success. "When discussing Silicon Valley’s lasting contributions to humanity, he mentioned the invention of the microchip and 'The Whole Earth Catalog,' a kind of hippie Wikipedia, in the same breath. Great products, Mr. Jobs once explained, were a triumph of taste, of 'trying to expose yourself to the best things humans have done and then trying to bring those things into what you are doing.'" Anticipatory leaders, like Jobs, have the ability to synthesize information existing in the present, project it forward into the future, and create the next generation of products and services. In the past 15 years, Apple has produced a series of "blockbuster, culture-changing hits like the iMac, iPod, iPhone and iPad"- often to the surprise and delight of customers who never dreamed of such things.<br />
<br />
As Jobs transitions to Chairman of the Board, the triple play of attention to its people, its products and the environment has endowed Apple with a strong legacy that bodes well for its ability to survive and thrive in the wild and wooly environment we face going forward. As the NYT puts it, "success begets success. And at this point, few companies have as high a concentration of geniuses — in technology, design and marketing — as Apple. Leaders like the design god Jonathan Ive and the operations mastermind Tim Cook won’t let the company go astray."Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-74062943880451788342011-01-25T19:14:00.002-05:002011-02-10T17:32:10.204-05:00Life Sustaining Organizations as Talent Magnets<div class="separator" style="clear: both; text-align: center;"><a href="http://graphics8.nytimes.com/images/2010/09/16/opinion/Brooks_New/Brooks_New-articleInline.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://graphics8.nytimes.com/images/2010/09/16/opinion/Brooks_New/Brooks_New-articleInline.jpg" width="157" /></a></div> David Brook's terrific <a href="http://www.nytimes.com/2011/01/25/opinion/25brooks.html?ref=opinion">column</a>, "Talent Magnets," appearing in the January 25th, 2011 Op-Ed section of the <i>New York Times </i>deserves attention and appreciation. Brooks describes a virtuous feedback loop that <a href="http://artofthefuture.com/S&L_Article_AL.html">Anticipatory Leaders</a> can generate by creating conditions in organizations that attract and hold creative talent: "The nation with the most diverse creative hot spots will dominate the century."<br />
There are many creative centers in the United States. Take Greenville, North Carolina, for example, a city of about 85,000 people, named one of the nation’s “100 Best Communities for Young People” by <a href="http://www.americaspromise.org/">America’s Promise Alliance</a>.<br />
Greenville doesn't get a huge amount of press, but it is home to East Carolina University and the site of an excellent medical school, with specialists like <a href="http://www.ecu.edu/roboticsurgery/">Dr. W. Randolph Chitwood</a>, who performed the first mitral valve repair surgery in the United States in 2000. This far off corner of North Carolina that you probably never heard of is one of the best places in the world to learn robotic surgery.<br />
Our point: While <a href="http://www.businessweek.com/news/2011-01-12/americans-say-china-now-world-s-top-economic-power-poll-finds.html">47% of the US population presently believe</a> that China is the world's largest economy, there is still a tremendous window of opportunity for the planet's leading democracy to demonstrate the competitive vitality of its more open system.<br />
Unfortunately, there are many ways in which the United States is squandering its key advantages in the competition to nurture creative hot spots. <a href="http://www.washingtonpost.com/wp-dyn/content/article/2011/01/25/AR2011012502534.html">Its children have not learned the fundamentals of science</a>, for example, and this is clearly a weakness to the country's prospects for continued influence as the 21st century unfolds.<br />
A problem in the present doesn't foreclose the prospects of improvements in the future. In fact, the recognition of a short-coming can incentavize needed change. Will it in this instance? U.S. scores in science have been lousy for quite a while; so, that's not a good sign. But, it could change. The future of science education and the importance of scientific understanding to educators in the public school systems is uncertain.<br />
It's a <a href="http://artofthefutureofwork.blogspot.com/2009/12/critical-uncertainties-pivot-points-for.html">Critical Uncertainty</a>.<br />
In our book, <a href="http://www.artofthefuture.com/2011Book.html"><i>Life Sustaining Organizations–A Design Guide</i></a>, we show how anticipatory leaders can play an essential role in energizing organizations and societies by exploring alternative futures. They do this by asking big questions to which there are a lot of legitimate answers, each one of which can lead to a different kind of future. "What role will science play in the United States in 2025?" is an example of that sort of question.<br />
Ideally, a set of these questions are looked at simultaneously, like looking at several striations of soil to understand what might grow.<br />
For example, we think that the future of women's rights and political power is a world-wide critical uncertainty. It's up for grabs and, as others have noted, it's a fundamentally important political, economic and <a href="http://wn.com/Nicholas_Kristof_and_Sheryl_WuDunn_on_Developing_Women">moral issue of our era</a>. Art of the Future as an entity is four-square in support of women's rights on a planetary basis. That and $3.50 will buy you a latte at Starbucks. The rights of women are certainly not guaranteed in a global context where women own less than 5% of the planet's assets. <br />
The power of women is interacting with many, if not all, dynamics on the planetary stage. So, what happens with women is going to have a big impact on what happens with science education. Women are key to creative hot spots. The organizations and the societies that have no problem with that have an advantage over those that do not. That doesn't mean that they're going to come out on top, it just means that we think they've got a head start. <br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://peoplebookreview.com/wp-content/uploads/2010/12/516o8HtjxfL1-290x435.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://peoplebookreview.com/wp-content/uploads/2010/12/516o8HtjxfL1-290x435.jpg" width="133" /></a></div>The future will not look like the past. The slope of change is dramatically accelerating everywhere. Thoughtful observers like <a href="http://www.youtube.com/watch?v=O5cSDfDrtik&feature=related">Ian Morris</a> anticipate that the level of social development that will occur in the next 100 years will equal that which humanity achieved in the last 15,000 years... if we don't kill ourselves first. <br />
As a species, we may be reaching lift off velocity, moving through an opening that will make the present seem like a very distant past...and, then again, maybe not. Anticipatory leadership entails helping us explore where we are and what that means for where we might be going. It is the catalyst for insight and learning. It requires a willingness to take a real risk.Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-55440106430930953842011-01-12T18:04:00.016-05:002011-02-10T17:54:53.023-05:00We are pleased to announce...<a href="http://www.amazon.com/Life-Sustaining-Organizations-Design-Guide/dp/1453633081/ref=sr_1_1?ie=UTF8&s=books&qid=1294760511&sr=1-1"><img alt="" border="0" height="200" id="BLOGGER_PHOTO_ID_5560695889662329618" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdVdw2y4jZthSWA7PCFLg0XQlMm9WiSOGYbvHRL9JanzzluV8R61J5GfrqJOhA57-9WWQEnDdJ9B_hZqMpRcWyAKq5Q8sQl5s6-52-c-14sfOOC6w4Zd_TNr-SPY_H7dq3cu_i1g9Bsr5U/s200/Front+of+Book.png" style="color: white; float: left; margin: 0pt 10px 10px 0pt;" width="157" /></a><br />
<div style="color: black;"><span style="background-color: cyan; color: white; font-size: large;"><span style="background-color: #444444;">The publication of our new book,</span><span style="font-weight: bold;"><br />
</span></span><span style="background-color: cyan; color: white; font-size: large; font-style: italic; font-weight: bold;">Life Sustaining Organization–A Design Guide</span><span style="font-style: italic;"><span style="font-weight: bold;"><br />
<br />
<span style="color: white;">What is a Life Sustaining Organization? </span></span></span></div>* An organization that understands itself as a living system embedded in nature<br />
* An organization that looks at the members of its system-whether they are formally employed or informally connected-as agents of the whole<br />
* An organization that cares about its overall well-being, the health of its human representatives, and the vitality of nature in general<br />
<br />
<div style="color: white;"><span style="font-style: italic;"><span style="font-weight: bold;">Why are they important?</span></span></div>* Complex human systems are shaping the destiny of the planet<br />
* Talented, creative people want to work in organizations that will care about them and the natural environment<br />
* The competition for curious, conceptually agile, life-positive human resources may become incredibly intense in the decade ahead<br />
<i><br />
</i><br />
<div style="color: white;"><span style="font-weight: bold;"><i>The purpose of this guide</i></span></div>* To show you how to use <a href="http://www.artofthefuture.com/SD.html">Structural Dynamics</a> to analyze the unique conditions of your organization and your industry to design your organization to be extremely attractive to the kinds of people it needs to face the future-whatever it might look like-with confidence<br />
* To support your efforts to be a workplace that fulfills your highest aspirations<br />
* To increase the odds for the survival of human species in an era of discontinuity<br />
Structural Dynamics is an approach to considering the future that doesn't claim to know what's coming but can help us identify what we need to be thinking about. It does this by identifying critical uncertainties that could go in any direction, and, by doing so, set the future on a course.<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://www.artchive.com/artchive/e/escher/thumb/escher_day_night.jpg" style="margin-left: 1em; margin-right: 1em;"><img alt="" border="0" src="http://www.artchive.com/artchive/e/escher/thumb/escher_day_night.jpg" style="float: right; height: 155px; margin: 0pt 0pt 10px 10px; width: 268px;" /></a></div>A critical uncertainty is something that is very important, but whose direction is not clear. As Esher's print of Night and Day<span style="font-size: xx-small;">©</span> demonstrates, where things are headed is dynamic: the same set of factors and forces can interact toward starkly different, even if related and symmetrical, outcomes. In our work, we look for forces that everyone sees as fundamental to the well-being of their organization or to the situation of interest but around which there is a lot of disagreement or confusion.<br />
Understand the nature of your critical uncertainties to set an path for organizational adventure and achievement. Miss them and court failure and worse.<br />
<br />
<div style="color: white;"><span style="font-style: italic; font-weight: bold;">Unique features</span></div><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuakRVzlk7Pf_deGOoWXtYyTpuywxu4qythyDWO-VZDg9k5J-F-1zYl_My6c1uX0E71cBzsuuO-8Lh21sFEVlI1zngpgUhu1s6L3r14h0PR9m_MY2FbMUT5Y5R-z6ejzBS0pIlACrj4cfZ/s1600/GameBoard.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="" border="0" id="BLOGGER_PHOTO_ID_5560694834884984610" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuakRVzlk7Pf_deGOoWXtYyTpuywxu4qythyDWO-VZDg9k5J-F-1zYl_My6c1uX0E71cBzsuuO-8Lh21sFEVlI1zngpgUhu1s6L3r14h0PR9m_MY2FbMUT5Y5R-z6ejzBS0pIlACrj4cfZ/s320/GameBoard.jpg" style="float: left; height: 250px; margin: 0pt 10px 10px 0pt; width: 320px;" /></a>* A richly illustrated, step-by-step description of the structural dynamics process with an extensive case study showing how to apply each element of the approach to a specific organizational setting<br />
* Self-assessment instruments to help you understand where your organization stands at present as a life-sustaining organization<br />
* A discussion of how Anticipatory Leaders develop and practice powerful skills as Integrators, Futurists and Strategists<br />
* An exploration of the Scenario Game Board<span style="font-size: xx-small;">©</span> at the heart of Structural Dynamics that demonstrates how to use combine systems thinking with archetypal scenarios to strengthen your organization's strategic capabilities Game Board<br />
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<div style="color: white;"><span style="font-weight: bold;"><i>Who is the Audience?</i></span></div><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiv7EwSAKNWg_Y9WNfr5b4bx46V-OFd6Okfv-gnw7WxGUqP6nI4r7LZYbs2AgZM_cZMB9XO4PpeXqShVP44o1xUgYldoNK-6qzMKs7IO2-mkDFNNBfFtehu1hbarDpEoPQXLGZGOIl3ZCPl/s1600/DSCN0527.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="" border="0" height="200" id="BLOGGER_PHOTO_ID_5560955554368799602" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiv7EwSAKNWg_Y9WNfr5b4bx46V-OFd6Okfv-gnw7WxGUqP6nI4r7LZYbs2AgZM_cZMB9XO4PpeXqShVP44o1xUgYldoNK-6qzMKs7IO2-mkDFNNBfFtehu1hbarDpEoPQXLGZGOIl3ZCPl/s200/DSCN0527.jpg" style="display: block; margin: 0px auto 10px; text-align: center;" width="153" /></a> Leaders, executives, strategists, ecologists, advisers, radical thinkers, policy makers, idealists, academics and anyone who wants to make a positive difference to their organization's prospects<br />
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<u><span style="color: #663366; font-weight: bold;">The Authors</span></u><br />
Michael Sales and Anika Savage founded Art of the Future five years ago to support organizational vitality. Anika is an architect, corporate strategist and consultant with wide ranging experience in technology and finance. Michael is a leadership trainer and strategy consultant who has worked across a wide variety of economic sectors. Life Sustaining Organizations represents the culmination of their individual and collective study of organizations over an extensive range of experiences.Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-89689844385497306102009-12-30T11:03:00.030-05:002011-10-26T14:56:46.705-05:00Critical Uncertainties: Pivot Points for the Future<div dir="ltr" style="text-align: left;" trbidi="on"><div style="color: black;"><span style="font-family: arial; font-size: 100%;">In spite of the fulminations of the best prognosticators, futurists, pundits and astrologers, no one <span style="font-style: italic;">really</span> knows what the future is going to bring. We all want some things to happen and we probably don't want other things </span><span style="font-family: arial; font-size: 100%;"><img align="right" alt="Parallel Worlds" border="0" height="100" name="ACCOUNT.IMAGE.151" src="http://ih.constantcontact.com/fs060/1101302370112/img/151.jpg?a=1102912460220" width="124" /></span><span style="font-family: arial; font-size: 100%;">to happen, </span><span style="font-family: arial; font-size: 100%;">but our ability to bring things about is limited.</span><span style="font-family: arial; font-size: 100%;"> The world is an infinitely </span><span style="font-family: arial; font-size: 100%;">complicated place. In fact, as if matters weren't already confusing enough, string theory and quantum physics is positing that ours may be but one of an infinite number of <span style="font-style: italic;">universes</span> including a full-blow version that may be a bubble tangential to the one we are in right this moment! <br />
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<a href="http://www.artofthefuture.com/SD.html" linktype="link" track="on">Structural Dynamics</a> is an approach to considering the future that doesn't claim to know what's coming but can help us identify what we need to be thinking about. It does this by identifying critical uncertainties that could go in any direction, and, by doing so, set the future on a course. <br />
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A critical uncertainty is something that is very important, but whose direction is not clear. As this Escher print of Night and Day demonstrates, where things are headed is dynamic: the same set of factors and forces can interact toward starkly different, even if related</span><span style="font-family: arial; font-size: 100%;"><img align="left" alt="Esher's Night & Day" border="0" height="128.8" name="ACCOUNT.IMAGE.152" src="http://ih.constantcontact.com/fs060/1101302370112/img/152.jpg?a=1102912460220" width="224" /></span><span style="font-family: arial; font-size: 100%;"> and symmetrical, outcomes. In our w</span><span style="font-family: arial; font-size: 100%;">ork</span><span style="font-family: arial; font-size: 100%;">, we look for forces that everyone sees as fundamental to the well-being of their organization or to the situation of interest but around which there is a lot of disagreement or confusion. <br />
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Through a process that involves scanning, discussion and voting, each organization arrives at its own conclusions regarding its particular critical uncertainties. We would expect the uncertainties of the utility industry to be different than those faced by a professional nursing association, for example (although we have found commonalities in exploring the question!). <br />
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<a href="http://www.well.com/%7Ebbear/heifetz.html" linktype="link" track="on">Ron Heifetz</a> and others have pointed out the powerful learning opportunities that come from probing the thinking and worldviews of </span><span style="font-family: arial; font-size: 100%;">people</span><span style="font-family: arial; font-size: 100%;">, groups and institutions </span><span style="font-family: arial; font-size: 100%;"> who hold strong conflicting views and, yet, have a degree of respect for each other. The process that leads up to the identification of critical uncertainty legitimates these diverse perspectives, so it is an excellent way for leaders to facilitate strategic conversations that generate organizational and social movement. <br />
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Typically, an organization or a community will confront a number of these critical uncertainties simultaneously. Discovering them and exploring their interactions is a way of developing very rich scenarios of possible futures. This allows the building powerful organizational and community strategies. Critical uncertainties are like fulcrums, and the organization that sees where the leverage points are is in a position to take advantage of its insight and foresight to <a href="http://artofthefutureofwork.blogspot.com/2009/12/attracting-and-holding-creative-talent.html" linktype="link" track="on">attract and hold</a> the key talent it needs to thrive in whatever future unfolds. <br />
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There are a number of macro critical uncertainties that all human systems face, and knowing what these are is a way of considering the dynamics of the world system as a whole. Much hangs in the balance on the spinning of these particular wheels. <br />
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Here are some that we've been thinking about:<br />
</span></div><ul style="color: black; font-family: arial;"><li><span style="font-size: 100%;"> The rights and power of women worldwide</span></li>
<li><span style="font-size: 100%;"> The impact of climate change</span></li>
<li><span style="font-size: 100%;"> The mix of public and private power</span></li>
<li><span style="font-size: 100%;"> The internationalization of law</span></li>
<li><span style="font-size: 100%;"> The level and type of educational achievement</span></li>
<li><span style="font-size: 100%;"> The city as a strategic entity</span></li>
<li><span style="font-size: 100%;"> The reliability of food and water supply</span></li>
<li><span style="font-size: 100%;"> The availability of raw materials</span></li>
<li><span style="font-size: 100%;"> The introduction of robotics and artificial intelligence into everyday living</span></li>
</ul><div style="color: black;"><span style="font-size: 100%;"><span style="font-family: arial;">Of course, there are probably other drivers that come to your mind immediately and there may be factors mentioned in this list that don't seem all that uncertain or important, but, hey, it's our list and we're sticking to it!... (At least for now!)</span></span><span style="font-family: arial; font-size: 100%;"><br />
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Let's explore a couple of these briefly to see why they qualify as critical uncertainties out book:<br />
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<span style="font-style: italic;">The power and rights of women: </span>Many educated people in the </span><span style="font-size: 100%;"><a href="http://www.gala.fr/var/gal/storage/images/media/images/actu/photos_on_ne_parle_que_de_ca/hillary_clinton/portrait_hillary_clinton/405078-1-fre-FR/portrait_hillary_clinton_reference.jpg" style="font-family: arial;"><img alt="" border="0" src="http://www.gala.fr/var/gal/storage/images/media/images/actu/photos_on_ne_parle_que_de_ca/hillary_clinton/portrait_hillary_clinton/405078-1-fre-FR/portrait_hillary_clinton_reference.jpg" style="cursor: pointer; float: right; height: 117px; margin: 0pt 0pt 10px 10px; width: 169px;" /></a></span><span style="font-family: arial; font-size: 100%;">West </span><span style="font-family: arial; font-size: 100%;">assume that </span><span style="font-family: arial; font-size: 100%;">women's rights are expanding in an inexorable fashion. Women are serving at virtually every level of government, e.g., Chancellor Merkel in Germany and Hillary Clinton as the US Secretary of State. Academic achievement by women is outpacing men in a number of countries, including the United States and <a href="http://www.algeria.com/forums/womens-corner/23894-algerian-women-outpace-men-academic-achievement.html">Algeria</a>. Female athletes are setting strength and endurance records and entering sports that were once off-limits. The list of these sorts of achievements is very long. Women seem unstoppable!<br />
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However, the forces opposing the equality and power of women start at birth. Multiple <a href="http://www.eubios.info/ASIAE/BIAE398.htm">studies</a> demonstrate that the preference for male children is virtually universal. In India, a<a href="http://www.nytimes.com/2009/09/16/world/asia/16ladies.html"> special "ladies train"</a> has been created for women administrative workers to provide them with protection from the harassment they experience when commuting with male passengers, but men still get on the women's train and berate them. In </span><span style="font-size: 100%;"><a href="http://www.welt.de/multimedia/archive/1245745491000/00837/eng_Neda_2_BM_Bayer_837680g.jpg" style="font-family: arial;"><img alt="" border="0" src="http://www.welt.de/multimedia/archive/1245745491000/00837/eng_Neda_2_BM_Bayer_837680g.jpg" style="cursor: pointer; float: left; height: 178px; margin: 0pt 10px 10px 0pt; width: 268px;" /></a></span><span style="font-family: arial; font-size: 100%;"><a href="http://www.theworld.org/2009/11/27/womens-rights-in-iran/">Iran</a>, <a href="http://www.javno.com/en-world/women-raped-in-guinea-crackdown_276675">Guinea</a>, and countless other societies, women are the particular target of angry men working to maintain the power of established governments, which frequently lace their ideology with religious doctrine that specifies a subservient position to women in the social and family order. Orthodox Jews yell at women seeking to pray at the <a href="http://multimedia.jta.org/album/7089/women-at-the-western-wall_0">Wailing Wall</a> and throw things at them; Southern Baptists assert that women must <a href="http://atheism.about.com/od/baptistssouthernbaptists/a/baptistwomen.htm">submit to their husbands</a>. Catholicism remains adamant in the view that women cannot and will not serve as priests.<br />
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Seen from the perspective of these data, the expansion of women's rights do not appear to be guaranteed in any respect. In fact, a female colleague of ours wonders if the last decade hasn't seen the zenith of the power of women, and whether ten years from now we might not see a much more rigid set of conditions than we do at present. Misogyny and traditional views on the role of women are alive and very well, thank you!<br />
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So, there is a powerful dynamic tension between these expansive and contracting forces. Whatever way the story works out, the condition of women's right is and will have incredible impact on all work organizations. How a particular organization positions itself vis-a-vis this tectonic tension and how it makes its stance clear will have a major impact on its attractiveness to women and the role that women will play in shaping its future.<br />
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<span style="font-style: italic;">The city as a strategic entity: </span>While we haven't seen him in a long time, <a href="http://jebbrugmann.com/">Jeb </a></span><span style="font-size: 100%;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjYDypPNr2drCCUSJhBurKC46rYlvzcCROjgz9RzWusIpLIAcI_JbO8OX2BuF7GB1VGw6kJRsnVqwAWHuWBCdDC57oaK0GC3sGhvr2SYR3RK7VjABAmzEzT06Nb_PC9cTIYrkYDRYwLAKM/s1600-h/urban-revolution-book.gif" style="font-family: arial;"><img alt="" border="0" id="BLOGGER_PHOTO_ID_5421127358810737218" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjYDypPNr2drCCUSJhBurKC46rYlvzcCROjgz9RzWusIpLIAcI_JbO8OX2BuF7GB1VGw6kJRsnVqwAWHuWBCdDC57oaK0GC3sGhvr2SYR3RK7VjABAmzEzT06Nb_PC9cTIYrkYDRYwLAKM/s320/urban-revolution-book.gif" style="cursor: pointer; float: right; height: 197px; margin: 0pt 0pt 10px 10px; width: 140px;" /></a></span><span style="font-family: arial; font-size: 100%;"><a href="http://jebbrugmann.com/">Brugmann</a> is a deeply respected colleague and a friend. His <span style="font-style: italic;">Urban Revolution</span></span><span style="font-family: arial; font-size: 100%;"><span style="font-style: italic;"> </span>is a recent contribution that builds upon his decades as a global citizen, describing a range of</span><span style="font-size: 100%;"><span style="font-family: arial;"> </span></span><span style="font-family: arial; font-size: 100%;">solutions to help local communities access the benefits of globalization, and to help global organizations engage in local communities and markets. Jeb lays out the success of a number of "strategic cities," including Barcelona, Chicago, and <a href="http://www3.iclei.org/localstrategies/summary/curitiba2.html">Curitiba, Brazil</a>, </span><span style="font-family: arial; font-size: 100%;">in galvanizing the true and stable elites of a city--not necessarily its most well-to-do, but the people who constitute the metropolitan areas local leadership and community networks--to develop and implement innovations that put those places out front while other cities founder.<br />
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In other words, Jeb is a member of the professional urban planning and development community, which has long sought to influence cities to be rational entities pursuing the best interests of a maximal number of its citizens. And, of late, very powerful technologies, such as the <a href="http://www.ibm.com/smarterplanet/us/en/sustainable_cities/ideas/">Smarter Cities initiatives at IBM</a>, are being brought to bear on the conditions of large metropolitan areas in ways that seem to be full of hope for improvement in the functioning of urban life. When one sees <a href="http://www.cbsnews.com/blogs/2009/12/29/crimesider/entry6034369.shtml">crime in New York City </a>falling to levels not seen in forty years, there is reason to believe that the quality of urban life might be moving toward a positive tipping point.<br />
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</span><span style="font-size: 100%;"><a href="http://ptj.com.pk/newsite/wp-content/uploads/2007/01/Municipal_solid_waste_pictures2.jpg" style="font-family: arial;"><img alt="" border="0" src="http://ptj.com.pk/newsite/wp-content/uploads/2007/01/Municipal_solid_waste_pictures2.jpg" style="cursor: pointer; float: left; height: 221px; margin: 0pt 10px 10px 0pt; width: 279px;" /></a></span><span style="font-size: 100%;"><span style="font-family: arial;"><span style="font-size: 100%;"><span style="font-family: arial;">On the other hand, the problem with this strategic orientation is that cities are continuously rent asunder by a phenomenal range of forces that can make them absolutely hellish places to live. Overcrowding, poor infrastructure, inadequate resources, crime, lack of housing, social/political/ethnic hierarchies and tradition, pollution, suspicion, architectural and topographical barriers to communication and interaction, etc. all make cities places where people look out for themselves and their own.</span><br />
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<span style="font-family: arial;">According the United Nations, </span><a href="http://ww2.unhabitat.org/istanbul+5/statereport.htm" style="font-family: arial;">60+% of the world's population is now living in cities</a><span style="font-family: arial;">, including 19 cities with more than 10,000,000 inhabitants. Furthermore, the UN asserts that 100% of the world's population is linked in to urban life, so that's about as critical as any critical uncertainty is going to get! The status of cities is key to the life-sustaining quality of the millions of organizations that reside within them and depend upon them.</span><br />
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<span style="font-family: arial;">So, what is going to happen with cities? Again, the crystal is murky: Global interconnectivity, the press of common problems and an onslaught of new thinking could usher in a new, much more strategically-focused era; on the other hand, long-standing animosities, the sheer weight of a seemingly endless number of problems, the press of other concerns could take the city deeper into the pit of dysfunctionality. The future of cities is very important, but it's absolutely not predetermined.</span><br />
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<span style="font-family: arial;">We believe that this kind of analysis could be applied to each of nine domains listed above (and probably more). The organization and the leaders who are seeing and using "</span><a href="http://www.artofthefuture.com/SD%20Course.html" style="font-family: arial;">big picture</a><span style="font-family: arial;">" forces such as these to build their strategy, in general, and their work environment strategies, in particular, will be way out in front of those who assume that tomorrow will be like yesterday or that whatever comes along will be manageable through the existing repertoire of behaviors and mental models.</span><br />
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</span></span></div></div>Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-38401408154902430192009-12-05T15:24:00.005-05:002010-01-16T07:06:29.531-05:00A Visit to the Kennedy Space CenterWe spent a few days in Florida recently, and a visit to the Kennedy Space Center was one of the highlights. It was truly inspirational to be reminded of what human kind, and the United State in particular, is capable of once our mind is set to a purpose. Something like 400,000 scientists and engineers worked on the Apollo project over the course of the 1960s, many starting their career as a result of the investment that the US made in the <img src="http://origin.ih.constantcontact.com/fs060/1101302370112/img/150.jpg" alt="NASA Entrance" name="ACCOUNT.IMAGE.150" align="right" border="0" height="180" width="240" />National Aeronautics and Space Administration (NASA). Somewhere in the neighborhood of <span style="font-weight: bold;">2,000,000</span> separate systems had to work together pretty much flawlessly for the moon landings to be successful.<br /><br />The entire visit was quite awe-inspiring. Here are a few of the incredibly powerful moments:<br /><br />One, was the IMAX description of the design and construction of the<a href="http://www.nasa.gov/mission_pages/station/main/index.html"> International Space Station</a> and seeing how the astronauts live on a daily basis. Wow!!!! <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEioMK80EfyXfvcFBM7QTtmmgt1r2IOzc2nctqD23FlgWzwu-RbS418s1aL7o3vjtgo9MudBi5GU0rkFLIhUQwCfgBK8ToKm_a9WoGhJYllZw_5XaFvf9kt5-ZYEaBYEsRakwqFWAqssfWI/s1600-h/ISS.jpg"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 200px; height: 172px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEioMK80EfyXfvcFBM7QTtmmgt1r2IOzc2nctqD23FlgWzwu-RbS418s1aL7o3vjtgo9MudBi5GU0rkFLIhUQwCfgBK8ToKm_a9WoGhJYllZw_5XaFvf9kt5-ZYEaBYEsRakwqFWAqssfWI/s200/ISS.jpg" alt="" id="BLOGGER_PHOTO_ID_5412501063461069746" border="0" /></a>The 45 minute film is in 3D, an entertainment technology that, by the way, seems poised on the edge of a powerful resurgence. Untethered by gravity has a very dream like quality as people and things float around everywhere in a surrealistic landscape that would have made Salvidore Dali's mouth water. Furthermore, knowing that the space station was initally the result of collaboration between the former Soviet Union and the United States and that now something like 69 different countries have been involved in the project is, again, an indication of the positive consequences of holding common cause.<br /><br />Second, hearing John Kennedy proclaim <a href="http://www.youtube.com/watch?v=g25G1M4EXrQ">"We choose to go to the moon!" </a> was a thrilling. (This video clip's dramatic music is really unnecessary; Kennedy's energy alone is sufficient.) His declaration that it is the hard things that are really worth doing is a powerful reminder of what it takes to achieve something really great, and one that is sorely needed in such a graceless age as ours is too often. Furthermore, John Kennedy may have been a man with real flaws--as many very powerful people are--but the man could really speak when he had something to say.<br /><br />Third, at one point during the tour of the Apollo command center where some of the twelve astronauts (only twelve!) who actually <a href="http://en.wikipedia.org/wiki/List_of_Apollo_astronauts#Apollo_astronauts_who_walked_on_the_Moon">walked on the moon</a> remark on their <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgBvDhiLuYmcGsn9pnnyG2O3dH6dfUXa8QfAidgSTcNqrm8R5l-MUeutRm4MU4xDeBVO4D-LJwjFnCgKiGCcl2a3UMyJncKEZruuDpFzTMQXN_NEakpRwsJMmEb2Oh4vqHMOHeJMf-mmVM/s1600-h/EarthHorizon1.jpg"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 174px; height: 75px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgBvDhiLuYmcGsn9pnnyG2O3dH6dfUXa8QfAidgSTcNqrm8R5l-MUeutRm4MU4xDeBVO4D-LJwjFnCgKiGCcl2a3UMyJncKEZruuDpFzTMQXN_NEakpRwsJMmEb2Oh4vqHMOHeJMf-mmVM/s200/EarthHorizon1.jpg" alt="" id="BLOGGER_PHOTO_ID_5412508757362236322" border="0" /></a>experience. One, perhaps Alan Shepard, spoke of crying upon looking back at the glorious beauty of the Earth, seeing its fragility from a far perspective, seeing it whole, and lamenting the pettiness and hostility that jeopardizes the well-being, the future of our species on this wonderful speck on life in the vastness of the universe. Talk about a call to action for the sustenance of life in our complex organizational systems that do so much to determine what our fate on this planet will be!<br /><br />We did feel that there was a bit more of an emphasis on humanity's "destiny!" to explore space than we feel. It is probably true that humanity is innately adventurous and thrills at exploration. We want to know what's "out there," and, increasingly, many of us want to know what's going on inside of us as well. But, it may be that realizing the real potential of this planet, e.g., simply addressing poverty, would be a sufficiently gripping process of discovery for many of us. We've gone to the Moon, and we will probably go beyond it, but we still face a daunting set of challenges right here on Earth.Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-27153736114362308462009-12-04T10:14:00.014-05:002010-01-16T07:05:37.278-05:00A book in progress on Life Sustaining OrganizationsWe continue to make progress on our newest publication, <span style="font-style: italic;">Life Sustaining Organizations, </span>a manual devoted to the challenge of creating of work environments that will attract, house, support and retain key talent that organizations can rely upon to lead them forward into whatever challenges and exciting possibilities the future may bring. Life-sustaining organizations nourish the vitality of the people who give them life, purpose and direction, and they recognize their dependence on the well-being of the natural environment within which we all exist.<br /><br />We're writing this book because we've both had really excellent working experiences and we've both had and observed many work environments that were deeply unsatisfying. A wide range of factors that contribute to the quality of an organization's life sustaining qualities, including, for example: Are people encouraged to be creative? Do they get to see the effect of the efforts? Does the workplace acknowledge our needs as social animals? Is there a conscious and continuous consideration of the relationship between the organization and the natural environment.<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcMucshEkB-kGepeM-Jvkh3cP35R1M7KQnVclgb7U0sBYMYZtcSsCJ5AHQozYK_g8yuxHMymrJFIVVdrEJcUOdf4g4PVMj4oPd0yn_r8klsTU585zTv9zKtm03ADP0ohtpNYoK0ofZz5o/s1600-h/MalcolmWells.jpg"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 165px; height: 200px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhcMucshEkB-kGepeM-Jvkh3cP35R1M7KQnVclgb7U0sBYMYZtcSsCJ5AHQozYK_g8yuxHMymrJFIVVdrEJcUOdf4g4PVMj4oPd0yn_r8klsTU585zTv9zKtm03ADP0ohtpNYoK0ofZz5o/s200/MalcolmWells.jpg" alt="" id="BLOGGER_PHOTO_ID_5412320181192551218" border="0" /></a>Architectural choices are certainly important to the creations of life-sustaining organizations. For example, <a href="http://www.nytimes.com/2009/12/06/arts/design/06wells.html">Malcolm Wells</a>, recently deceased, (at left) developed a potent ecological perspective that included a set of goals for all new buildings, e.g., the requirement to "use solar energy, to consume their own waste, to provide wildlife habitat and human habitat, and to be beautiful." Wells had an epiphany after designing the RCA pavillion at the 1964 World's Fair in New York and realizing that his work and all the other buildings were going to torn down just as whatever had been there before was destroyed to make way for yet another temporary design. He concluded that maybe whatever the natural environment was before humanity started imprinting its impression upon it needed to be treated with greater respect.<br /><br />The book lays out a way of developing life-sustaining organizational strategies by combining systems thinking with scenario planning. The graphic at right presents an overview of the process, which we call structural dynamics.<br /><br />The process begins with an effort to convene the whole system for a inquiry into the forces driving <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1RuKxdOBvuIZBTNOp7BIl2NE5OLO_VFtXg8ETTzu48Q1SWnB95KyOnSt8qVNzEPHPRZfg4Dxr8lT5MPR4Qx6IatqxmIPof_Jh5BHlSm9kBOQVf44b4tTP2QO0JVthL8cKPdU2vjSoy9E/s1600-h/Slide17.jpg"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 320px; height: 240px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj1RuKxdOBvuIZBTNOp7BIl2NE5OLO_VFtXg8ETTzu48Q1SWnB95KyOnSt8qVNzEPHPRZfg4Dxr8lT5MPR4Qx6IatqxmIPof_Jh5BHlSm9kBOQVf44b4tTP2QO0JVthL8cKPdU2vjSoy9E/s320/Slide17.jpg" alt="" id="BLOGGER_PHOTO_ID_5411401707780401586" border="0" /></a>the future of the organization. Every organization faces its own particular set of "critical uncertainties"--big issues whose direction is unclear--although there are probably a set of uncertainties that virtually all organizations face, e.g., "How will we be able to attract and hold the critical talent we need to survive and thrive in the future?"<br /><br />This sort of question has all sort of ramifications for whether an organization is life-positive: What environment can it design, and create that will support the vitality of its workforce? What forces will be shaping the context of the organization as the future unfolds, determining the behaviors and internal conditions that will define what it means to be life sustaining? The Discovery phase of the process develops an organizationally specific response to this sort of strategic question. Persistent poking at the driving forces affecting the organization yields a structural dynamics model, symbolized in the center of the graphic. For example, we think that the status of women, i.e., their political rights and their social status on a global basis, is a global driver of the future although we are not at all sure how it is going to work out. It's relationship to the position and condition of women is likely to be an important consideration for all organizations. It is another critical uncertainty having a powerful effect on the workforce.<br /><br />Identifying and analyzing the structural dynamics of its Critical Uncertainties enables an organization to articulate a set of plausible scenarios of the future. The word plausible is very important because many scenarios, e.g., in the science fiction genre can make for great stories but it's hard to see how one might get there from here. And, the idea of a set of scenarios is also <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4tIRWCvvmnt5B2yhoVORtn_Rhclc8oRaZrBMaMuhYEDA7L4nkB7G5UdtXIAMVLhDRJDC355wiP_Osk_7IUQZ6nI9Ld3dIbtQnh73Vy4KVsVJGWGYYpPXYvsh3yVYRSMHPgWuhth0DSsE/s1600-h/Slide22.jpg"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 320px; height: 240px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi4tIRWCvvmnt5B2yhoVORtn_Rhclc8oRaZrBMaMuhYEDA7L4nkB7G5UdtXIAMVLhDRJDC355wiP_Osk_7IUQZ6nI9Ld3dIbtQnh73Vy4KVsVJGWGYYpPXYvsh3yVYRSMHPgWuhth0DSsE/s320/Slide22.jpg" alt="" id="BLOGGER_PHOTO_ID_5411760361591634434" border="0" /></a>significant because planners need to challenge themselves with starkly alternative futures in order to articulate strategic Options, especially those that are robust, i.e., hold promise of being effective regardless of which direction the future actually does take. A strategy matrix, such as the one at left, is one of the key products of the Options phase.<br /><br />The organizational challenge now is to Apply or Embody the strategies to the entire range of organizational action. If an organization wants to become an employer of choic<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQRqgMpGMjVZn9gMNgTv8YIS6gn40lsAMFL3UCAq9_MdQFI367u0n4gMTEmvVuuLZeSfP6QQP2o5ziUyWRZDOYWw8eHhyXzkfhJLCduL4apfCcwsPdltgEJF7tayhHGzcwmO__IISJZwM/s1600-h/nautilus2.gif"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 200px; height: 150px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjQRqgMpGMjVZn9gMNgTv8YIS6gn40lsAMFL3UCAq9_MdQFI367u0n4gMTEmvVuuLZeSfP6QQP2o5ziUyWRZDOYWw8eHhyXzkfhJLCduL4apfCcwsPdltgEJF7tayhHGzcwmO__IISJZwM/s200/nautilus2.gif" alt="" id="BLOGGER_PHOTO_ID_5411843313558010290" border="0" /></a>e for a certain demographic of women, for example, all of its activities ought to align organically with that aspiration. We approach the manifestation of strategic choices via fractals, i.e., allowing each component of the organization to deploy the central strategic theme in its own distinctive, subcultural fashion.<br /><br />Sustaining is the phase of the strategy process in which signs, indicators and warnings are used to calibrate earlier hypotheses, e.g., the expectation that the gap in academic achievement between young men and women which has been developing in the United States will continue and become more of a world wide phenomenon. Sustaining also entails acting in ways that cement, ground and perpetuate the learning orientation that the structural dynamics process is designed to inculcate into the DNA of the organizations that use it.<br /><br />We're obviously very excited about this work and the prospect that a distillation of our theory and practice may make a contribution to organizational science and to the vitality and spirit of people and their organizations.Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-53349493942176517782009-12-02T15:28:00.006-05:002009-12-08T11:22:02.186-05:00Life-sustaining organizations attract and hold creative talent<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinGWO_DbOIvE8C4D120-KpOfNqAlKYyLCJVChLqkukki6vzmdG56BzWDMbg296XOu_IERk-j0LG479HMR639ugCCVTcTpiPb20yr1R2YXgai8ZsALGtvcOJwNCIG5Dc-s5BVMFgyX_eWM/s1600-h/shoes.jpg"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 200px; height: 172px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinGWO_DbOIvE8C4D120-KpOfNqAlKYyLCJVChLqkukki6vzmdG56BzWDMbg296XOu_IERk-j0LG479HMR639ugCCVTcTpiPb20yr1R2YXgai8ZsALGtvcOJwNCIG5Dc-s5BVMFgyX_eWM/s200/shoes.jpg" alt="" id="BLOGGER_PHOTO_ID_5412889596396616466" border="0" /></a><br />Art of the Future has made a number of presentations to CoreNet, an international network of corporate real estate professionals who oversee the design and corporate deployment of millions of square feet of owned and leased buildings and land. In a recent webinar, we discussed the way in which the need to attract and retain creative talent could play out in alternative scenarios.<br /><br />The proposition that organizations face <span style="font-style: italic;">critical uncertainties</span> is one of the key ideas we work with. A critical uncertainty is a driver that is very important to the success of the organization, but whose direction is uncertain. While it is clear that creative talent is critical to the well-being of organizations, it's not certain whether particular skills will be in short supply or whether there will be such a talent glut in the future that organizations will be able to pick and choose among a galaxy of stars. We looked at a range of data that might validate either conclusion.<br /><br />In many instances, there is an "official" accepted view regarding critical uncertainties: there's either going to be a shortage or a glut or some combination of the two, end of story. Other views tend to be driven under ground, deligitimized. Michael recalls vividly having purchased a Datsun in 1973 shortly before the oil embargo and driving around in his new car listening to the CEO of General Motors declare that "Americans will <span style="font-style: italic;">never </span>buy small cars. We just aren't the sort of people who are willing to jam ourselves into one of those vehicles." This was not a person, nor a company, that wanted to hear from a guy who loved America but just didn't want to own a gas guzzler.<br /><br />Of course, life doesn't actually turns out the way we'd planned or anticipated. The future may go in one direction, change course, wobble around, bee line the opposite way, <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgXbtRJpOxcCrr-OQ0ySInAQAqmkUvr02hHZ8PCwDbU7059azICslwLux_1qa16XmM1GAkYFoNDUrmuoj0-XuKnFxk1MAtOv8z0e4qBbQAb7N7tEifnXGKlmCRGCMDVswLVBJfBUSp3H4U/s1600-h/Slide21.jpg"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 256px; height: 192px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgXbtRJpOxcCrr-OQ0ySInAQAqmkUvr02hHZ8PCwDbU7059azICslwLux_1qa16XmM1GAkYFoNDUrmuoj0-XuKnFxk1MAtOv8z0e4qBbQAb7N7tEifnXGKlmCRGCMDVswLVBJfBUSp3H4U/s320/Slide21.jpg" alt="" id="BLOGGER_PHOTO_ID_5410757110102889858" border="0" /></a>oscillate for a year or two, etc.. Life-sustaining organizations explore strategies that will enable them to be nimble in the face of whatever happens. How do organizations position themselves for a scenario where there will be a high demand for creative employees in short supply while at the same time being able to take full advantage of a potential buyer's market for such talent?<br /><br />The participants in the webinar used this framework for considering the future to share their views on how the need for creative talent would play out in the future and did a little toward developing a set of the scenarios from which strategies could be built. That is, they did some anticipatory thinking about what forces, e.g., the power of women at work and in society more generally, might influence the need to attract and retain creative talent and, therefore, what sort of strategies the organization should adopt in light of those possibilities.<br /><br />We believe that becoming a life-sustaining organization is a winning strategy regardless of how the future unfolds. While we have a great deal to say on this topic, essentially life-sustaining organizations are committed to their employees thriving and to the well-being of the natural environment. They want their members to feel free to bring their full range of skills and authentic selves to work. Life-sustaining organization recognize that all human systems are part of the larger living system of our planet. Having this orientation toward being a living system goes a long way toward becoming the employer of choice. If there's a talent glut, life-sustaining organizations will benefit from a demonstrated commitment to people and planet; they will attract the best of the best. If those with talent are able to name their terms, they are still much more likely to choose an organization that is used to having people like them around--one that already has a well-established reputation for working with deeply talented people--than one that is just getting used to having high autonomy creatives around for the first time.Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com1tag:blogger.com,1999:blog-440182632887568420.post-48392027968160069012009-10-02T13:11:00.008-05:002009-10-03T17:29:34.741-05:00Too Much Time Away!We've been hard at work on our book, tentatively entitled <span style="font-style: italic;">Life Sustaining Organizations: A User's Manual, </span>which describes how <a href="http://www.artofthefuture.com/SD.html">Structural Dynamics</a> can be applied to the conscious design and maintenance of organizations that affirm the vitality of the workforce, rather than draining life out of people by demanding the fragmentation of skills, character and spirit.<br /><br />The good news about this entry is that we're making headway; the bad news is that we haven't had a lot of bandwidth for blogging!<br /><br />To remedy our absence from the web, we're going to try something different and more Twitteresque than what our entries have been to date, i.e., short and, hopefully, more frequent references to items of current interest. We have some concern that the graphic quality of our posts may decline, but we're willing to accept that risk for a while and hope that you will still find some relevance here to your interests.<br /><br />1. The <span style="font-style: italic;">NYT </span>continues to be one the great information bargains available, as far as we're concerned. People at this institution have spent generations thinking about how to organized huge volumes of data across a wide range of categories a<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://graphics8.nytimes.com/images/2009/10/02/us/02blog2_190.jpg"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 190px; height: 147px;" src="http://graphics8.nytimes.com/images/2009/10/02/us/02blog2_190.jpg" alt="" border="0" /></a>nd present it in a compelling way to people like us. It is full of useful information virtually every day. For example, one of the lead stories today concerns the way in which MIT uses its students' blog to recruit new applicants by conveying a first hand experience of the school, rather than simply a formal presentation of institutionally vetted data.<br /><br />In discussing the "blogosphere" at MIT, student Cristen Chinea exclaims: “M.I.T. is the closest you can get to living <span style="font-style: italic; font-weight: bold;">in</span> the Internet,” and Ms. Chinea reported, “IT IS SO TRUE. Love. It. So. Much.” [Emphasis added] The concept of living <span style="font-style: italic;">in </span>the Internet strikes us as being very important. It seems to be a vivid manifestation of someone who has transcended time and place to take up full-time residency in the cyber world. Of course, this way of being is customary to millions, but, as the article indicates, the fact that so many young people are living in (as contrasted with "on") the Web, is viewed with alarm by institutions used to more rigid boundaries of who's in and who's out.<br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.creativeclass.com/richard_florida/richard_florida.jpg"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 190px; height: 161px;" src="http://www.creativeclass.com/richard_florida/richard_florida.jpg" alt="" border="0" /></a><br />2. <a href="http://online.wsj.com/article/SB10001424052748703787204574442912720525316.html?mod=djemWMP">Youth Magnet Cities</a> is a recent piece from the <span style="font-style: italic;">Wall Street Journal </span>that also explores what <a href="http://www.creativeclass.com/">Creative Class</a> young people want in the way of a home town. Richard Florida, creative class sociologist, (at right) is one of the panelists who developed the metrics that led to the selection of Washington DC as the current top destination city for charged up men, women and others in their teens and twenties. Here's a list of the panelists, all of whom are probably worth knowing more about:<br /><p> <strong>Steven Cochrane</strong>, managing director, Moody's Economy.com, head of the Web site's U.S. regional forecasting service and editor of its monthly Regional Financial Review.</p> <p> <strong>Ross DeVol</strong>, director of regional economics, the Milken Institute, a Santa Monica, Calif., nonprofit, and researcher on technology and its impact on regional and national economies.</p> <p> <strong>Richard Florida</strong>, author of "Who's Your City" and "The Rise of the Creative Class," and director of the Martin Prosperity Institute at the University of Toronto's Rotman School of Management.</p> <p> <strong>Rachel Franklin</strong>, senior lecturer, public policy, at the University of Maryland; former deputy director of the Association of American Geographers, and author of a 2003 Census Bureau report on migration patterns among young, educated workers.</p> <p> <strong>William Frey</strong>, demographer and senior fellow at the Metropolitan Policy Program of the Brookings Institution, Washington, D.C., and a research professor in population studies at the University of Michigan.</p> <p> <strong>David Plane</strong>, professor of geography and regional development, University of Arizona, Tucson; a senior editor of the Journal of Regional Science, and researcher on age-related factors in migration.</p><p>3. The influence and freedom of women is one of the key drivers of global change to which we pay attention. There is a fairly wide-spread assumption in liberal, Western circles that the political and organizational power of women is growing, and there is a lot of data to support that view. For example, the <span style="font-style: italic;">Financial Times </span>recently published a <a href="http://www.ft.com/cms/s/2/bcfcdb2c-a716-11de-bd14-00144feabdc0,dwp_uuid=a712eb94-dc2b-11da-890d-0000779e2340.html">"definitive ranking of the world's 50 most powerful and successful female chief executives,"</a> including power houses like Areva's Anne Lauvergeon, a French woman who is responsible for a workforce of 75,000.</p><p>However, as the graphic below indicates, there are many continents where women play an infinitesimal role in private sector power, and only 3 per cent of Fortune 500 chief executives are women.<br /></p><p><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.ft.com/cms/17fe9a2e-a735-11de-9467-00144feabdc0.jpg"><img style="cursor: pointer; width: 440px; height: 305px;" src="http://www.ft.com/cms/17fe9a2e-a735-11de-9467-00144feabdc0.jpg" alt="" border="0" /></a></p><p>So, it is certainly not inevitable that women will achieve anything like full equality with men in the halls of power. In fact, some international conflict scenarios would result in significant reductions of the gains made by women, e.g., those that involve armed forces dominated by men. A force such as this, which is clearly important but whose exact direction cannot be known is called a "critical uncertainty."<br /></p>Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0tag:blogger.com,1999:blog-440182632887568420.post-8397414325096080802009-06-08T06:52:00.010-05:002009-06-09T10:44:58.793-05:00The Future that Hasn't Happened Yet<span style="font-style: italic;"><a href="http://hbswk.hbs.edu/archive/2616.html">As the Future Catches You: How <span class="blsp-spelling-error" id="SPELLING_ERROR_0">Genomics</span> and Other Forces are Changing Your Life, Work, Health and Wealth</a> </span>by Juan <span class="blsp-spelling-error" id="SPELLING_ERROR_1">Enriquez</span> Cabot is one of the books we've been<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://afromusing.com/wp-content/uploads/2009/02/jenriquez.png"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 172px; height: 117px;" src="http://afromusing.com/wp-content/uploads/2009/02/jenriquez.png" alt="" border="0" /></a> reading recently in our thinking about Life Sustaining Work Environments.<span style="font-style: italic;"> </span>Published in early 2001, <span class="blsp-spelling-error" id="SPELLING_ERROR_2">Enriquez</span> (who drops the Cabot off the dust jacket for some reason) argued that the Millennium was only the beginning point of the "digital-<span class="blsp-spelling-error" id="SPELLING_ERROR_3">genomics</span> convergence" and the even more complex <span class="blsp-spelling-error" id="SPELLING_ERROR_4">proteomics</span> revolution. Seen from the perspective of eight years ago, the new life sciences were going to present breakthroughs shortly that would enable millions of us (especially those lucky and smart enough to be in the developed world) with the prospect of living well past 100, as we gain "control directly and deliberately [of] the evolution of our species and that of every other species on the planet." <span class="blsp-spelling-error" id="SPELLING_ERROR_5">Enriquez</span> says that "if you're thinking about Iraq, if you're thinking about politics, if you're thinking about the stock market, you are missing the <span style="font-style: italic;"><a href="http://www.youtube.com/watch?v=5KdOPY1Iqiw">single most exciting adventure we've ever been on</a>.</span>" Pretty big assertion!<br /><br />And, furthermore, he could be right. Genetics and the life sciences certainly present a prospect for an existential breakthrough in the human condition. What would it mean to you to know that a very, very slight altercation in your genetic code could enable you to live to be 130? Without serious reflection, the implications seems almost unimaginable. First off, who could afford it?! What about all those other people just being born: will they live to be 300?! Methuselah move over!<br /><br />However, this is not a note about the genetics revolution. In fact, the point is that this revolution hasn't happened. <span class="blsp-spelling-error" id="SPELLING_ERROR_6">Enriquez</span> says that "<span class="blsp-spelling-error" id="SPELLING_ERROR_7">Celera</span> is ground zero" in the "New World" of genetics. <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgn1eQBEjCy1FUkEJxsB9AYin_9sEOS8YEvd-Vj3DrqLyDl2m1pWyiGpBEjFyS7gRCiMnW2f_qmt6dlkDnW0xdtx1GHzLz4w0p6DVIvRMI2073exbYEX_4kSV-8z49f-9CDQAmErAnuisc/s1600-h/GeneticResearchJobs-line.png"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 237px; height: 117px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgn1eQBEjCy1FUkEJxsB9AYin_9sEOS8YEvd-Vj3DrqLyDl2m1pWyiGpBEjFyS7gRCiMnW2f_qmt6dlkDnW0xdtx1GHzLz4w0p6DVIvRMI2073exbYEX_4kSV-8z49f-9CDQAmErAnuisc/s200/GeneticResearchJobs-line.png" alt="" id="BLOGGER_PHOTO_ID_5344986653704570770" border="0" /></a><span class="blsp-spelling-error" id="SPELLING_ERROR_8">Celera</span> is a company founded by Craig <span class="blsp-spelling-error" id="SPELLING_ERROR_9">Venter</span>, and, according to how one reads the data, was either first or tied for first in mapping the human genome. You could have purchased <span class="blsp-spelling-error" id="SPELLING_ERROR_10">Celera</span> stock for about $50/share as <span class="blsp-spelling-error" id="SPELLING_ERROR_11">Enriquez</span>' New World was getting underway in February 2001...and it would be worth about $8.50/share today. There seems to be a degree of growth in life sciences hiring, but the graphic at left doesn't give the impression of the explosion in the field that was being predicted in 2001.<br /><br /><span class="blsp-spelling-error" id="SPELLING_ERROR_12">Enriquez</span> presents a lot of potent info to back up his claim that "genetics is a hockey stick," but it turns out that there are a lot of hockey players on the field. Remember global warming, for example. While there's been a degree of controversy about the accuracy of the global warming data, most of the graphics depicting the rise in temperatures worldwide have <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.godandscience.org/images/hockey-stick-graph.gif"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 252px; height: 189px;" src="http://www.godandscience.org/images/hockey-stick-graph.gif" alt="" border="0" /></a>caused a tremendous amount of concern about the rate of change in that metric and what it means. Global warming is a hockey stick too.<br /><br />So, which of the two should we be paying the most attention to? Which one is the most pressing? Which one involves the biggest changes? The short answer is both, depending on what's important to your thinking at a particular moment in time.<br /><br />Wait, it turns out that there are a whole bunch of other hockey sticks that are also worth considering. For example, look at a trend graph showing the aggregate differential in military expenditures over the last twenty years between the US and its nearest competitors. It is estimated that the US spends one third to one half of the world's budget on arms every year. <a href="http://images.google.com/imgres?imgurl=http://dase.laits.utexas.edu/media/american_politics_collection/viewitem/fad_milspend_400.gif&imgrefurl=http://www.laits.utexas.edu/gov310/FAD/milspend/&usg=__6xeP-Tij587bMXsssJdApDvev5g=&h=418&w=672&sz=26&hl=en&start=4&um=1&tbnid=eUjIpEAS2QAp_M:&tbnh=86&tbnw=138&prev=/images%3Fq%3DExpenditures%2Bon%2BArms%26hl%3Den%26client%3Dfirefox-a%26rls%3Dorg.mozilla:en-US:official%26sa%3DN%26um%3D1"> It spends more on arms than the next closest eleven also-<span class="blsp-spelling-error" id="SPELLING_ERROR_13">rans</span></a>, $375B in 2004 vs. $60B by China, for example. So, the US has an enormous lead in <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://dase.laits.utexas.edu/media/american_politics_collection/viewitem/fad_milspend_400.gif"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 325px; height: 202px;" src="http://dase.laits.utexas.edu/media/american_politics_collection/viewitem/fad_milspend_400.gif" alt="" border="0" /></a>this category. No one can or will catch up to the US in conventional arms expenditures. That isn't pleasing to everyone, which is one of the drivers of <a href="http://en.wikipedia.org/wiki/Asymmetrical_warfare">asymmetrical warfare</a> and its attendant behaviors, also known as terrorism.<br /><br />How about the volume of international trade over time or the flow of capital across markets? Hockey sticks with a past and, probably, a future.<br /><br />So, at this moment, there are a lot of very potent and prospectively game changing phenomena occurring simultaneously in many different domains of human experience. To the extent that one is wrapped up in a particular field where there is a rapid pace of change, it becomes easy to see the impact of an inflection point in one's own focus of attention.<br /><br />It is much more challenging (and fun!) from a strategic point of view to acknowledge the presence of multiple inflection points all happening in concert or in contradiction to one another. The playing field for every organization thinking about its future is much more dynamic when seen from this perspective. Virtually anything and everything is possible, and very little is certain.<br /><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://en.wikipedia.org/wiki/John_Michell_%28writer%29"><img style="margin: 0pt 10px 10px 0pt; float: left; cursor: pointer; width: 180px; height: 180px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiiHOY-RTy98tvs1c1GWvtGJ1f9D2fLwJGd8ny1py4wf7ukZpa-JtKgA-pPrJVPrZjAYZpfgIKAg8ns3ymSvJzVEtUq-Aew9na4d79DufSo1qZr6N8zdUJUZhQo9es6NIgFtBvtt2l_XPg/s200/New_Jerusalem_(Michell)_Sacred_Geometry.svg.png" alt="" id="BLOGGER_PHOTO_ID_5345007464894315618" border="0" /></a>Mystics like <a href="http://en.wikipedia.org/wiki/John_Michell_%28writer%29">John Michell</a> believe that there was an epoch in human history, before the officially recorded past, where a natural order pervaded human activity. Affirming the "<a href="http://store.innertraditions.com/Product.jmdx?action=displayDetail&id=3566&searchString=978-1-59477-198-9">dimensions of paradise</a>," Michell found a similar architecture in a multitude of ancient sites--a geometry for the New Jerusalem--that supported his thesis that there once was a time of cohesiveness regarding what human beings were supposed to do with their lives, i.e., bring about an alchemical merger of stimulative solar and receptive lunar energies on a personal, subjective, <span class="blsp-spelling-error" id="SPELLING_ERROR_14">intrapsychic</span> level and on the external, organizational and social level. (Michell's study of the <a href="http://www.britainexpress.com/counties/somerset/abbeys/Glastonbury-Abbey-Photos.htm">Glastonbury Abbey</a> is one of his most famous.) Architecture, social activities and daily personal practice were, according to this legend, all designed to support spiritual attainment and the readiness of Earth to receive divinity. This is a claim that certainly has a lot of implications for the design of life sustaining work environments.<br /><br />Ours is an amazing era full of both beauty and dross. It is a time of great possibility and horrific anxiety. Perhaps humanity will so lose its balance on the planet as to be thrown off by the <span class="blsp-spelling-corrected" id="SPELLING_ERROR_15">centrifugal</span> forces we have set spinning at an ever faster pace. Or, perhaps a beautiful, fractal order will appear to us all, revealing an underlying Michell-like harmony that the most recent story in the headlines can never find. Maybe it's always been like this. <a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgap1t8BvWp4cmZoJN85kBQXC8yvzYeKm4PvOoH1oguE3_KJ-J7uKfN3QLuZJo4omA2QUK7i36sEzMMWe1_LsbgIgPrxOkLbhcJbkOmgiuOm3400ugRnSceUBDtBq5IECn4Z8IHR-VN0aM/s1600-h/Fractal1.gif"><img style="margin: 0px auto 10px; display: block; text-align: center; cursor: pointer; width: 200px; height: 200px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgap1t8BvWp4cmZoJN85kBQXC8yvzYeKm4PvOoH1oguE3_KJ-J7uKfN3QLuZJo4omA2QUK7i36sEzMMWe1_LsbgIgPrxOkLbhcJbkOmgiuOm3400ugRnSceUBDtBq5IECn4Z8IHR-VN0aM/s200/Fractal1.gif" alt="" id="BLOGGER_PHOTO_ID_5345020341278027266" border="0" /></a>Michael Sales and Anika Savagehttp://www.blogger.com/profile/05160784262092699692noreply@blogger.com0