Juanita did a brief conceptual presentation on the research which is revealing that, contrary to traditional perspectives, critical organizational learning and knowledge sharing happens through webs of informal conversations moving through networks of personal relationships. This is in contrast to the prevailing view that most organizational learning happens through the organization’s formal structures and processes, including most training and development programs. In addition, Juanita showed the group a living systems image of how webs of conversation moving from individuals to small groups to multiple groups can serve as a core process for knowledge evolution at increasing levels of scale.
Paul MacLean (1990) the triune brain—fundamental human needs to feel safe, to belong, and to exercise our cognitive capacities in the service of something we care about.
Game Plan Process, based on the disciplined discovery and exploration of the “big questions” at every level and in every function of the organization Mike Szymanczyk
Barbara Waugh, a global change leader at Hewlett-Packard and co-founder of HP’s World E-Inclusion
Mitchell Waldrop’s spellbinding account of the early days of the Santa Fe Institute where multi-disciplinary scientists did groundbreaking work in the field of complex adaptive systems
Stuart Kauffman’s discoveries about autocatalytic sets, the emergence of new collective properties in a web of transformations among molecules
Peter Brooks, the theatre director, describes the way in which he encourages the creation of set designs which avoid constraining or taking the life out of a production.
In the Focus Search Café we worked with the thought leaders to clarify areas of inquiry that could make a significant difference to the future of both the development of the infocom industry and the development of a sustainable environment. FutureComFactory then embarked on a five-month period of research on the topic. This synthesis, called the World Insighters Report (WIR) helped to pose critical dilemmas and decision points for the next phase of the conversation with key leaders. We called this second phase the Roundtable Dialogue, and we decided to hold it in a Café format.
the group doesn’t have to make decisions, at least not on the spot.
Bohm called the implicate order (1980), what Zohar called the Vacuum (1994), or what Jung called the collective unconscious (1961)
People are speaking for each other or using words that started somewhere else that they hadn’t thought of before. It’s such a natural, organic process for that to happen. (Andrea Dyer, Learning Conversation, April 1999)
We’re not having group report backs. That’s a big difference between most groups and the Café approach. But we’re asking people to link and connect their ideas at the level of the whole room
Lou Platt, the former CEO of Hewlett-Packard. Lou said that if “HP knew what HP knows, we’d be three times as profitable.”
We need a bold shift in attention whereby theoretical accounts are no longer judged in terms of their predictive capacity, but instead are judged in terms of their generative capacity—their ability to foster dialogue about that which is taken for granted and their capacity for generating fresh alternatives for social action. (1987, p. 137)
“Focus on the real work; honor everyone’s contributions; seek what unifies; find connections; build personal relationships; appreciate what’s working; pay attention to the details; share what you’re learning; and celebrate!” Fred Ross
All these years I’d somehow believed it was the phone calls, the lists, the disciplined follow up, and the mass meetings that got people mobilized for action. Of course these activities were important to success. But was there something else, something underneath all of that? As I stopped to think about it, the light bulb went on. It was the conversations themselves in those thousands of house meetings that actually did the organizing.
the capacity for change and the evolution of knowledge in human systems lies in the “circle of the unexpressed” and in the “infinity of the unsaid.”
Mondragon Cooperatives, now among the largest industrial centers in Spain, born in the Basque drinking clubs
Framework for Strategic Sustainable Development (FSSD), also known as The Natural Step Framework, with strategic process design principles and dialogue-based methodologies. The FSSD is the skeleton that provides the structure of planning for sustainability, while the ABCD process provides a high-level approach for moving through the strategic planning stages in a step-wise manner.
placeholder - 8 roles (from Wilderness Education - the “acorn model”)
Session Lab - a tool for designing (especially helpful re time) https://app.sessionlab.com/
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Tools for Systems Thinkers: The 6 Fundamental Concepts of Systems Thinking by Leyla Acaroglu (cached)
- Interconnectedness (not spiritual but biological)
- Synthesis (not just analysis)
- Emergence (new properties!)
- Feedback loop (reinforcing & balancing)
- Causality
- System mapping
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