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Manage Strategic Change
In the ATTRACTOR last week, Glenda talked about keys for noticing and changing your ever-and-always voice when you find yourself stuck in what seems to be an intractable problem. This month’s Change the World offers another path for getting unstuck from your ever-and-always voice. It’s the ability to stand in inquiry.
Build Adaptive Capacity
Margaret Mead said it first, and we see it play out all around us in today’s landscape. Small groups of committed people who are willing and empowered to step up are changing patterns of interaction, decision making, and action around the world. In HSD In HSD we think of these as daily shifts in patterns of economy, society, and politics.
What happened to the civil public discourse we knew in the last century? It has gone the way of the buggy whip, and I am glad. The conditions for that polite engagement were simple: Privileged people talked to other privileged people about things they held in common. The rules were clear, the membership was limited, and the conversation remained in the hands of those with power and money.
Build Adaptive Capacity
Can three questions really change the world? Well, maybe. Let's think about it for a minute. One thing we know about schools is that nothing stays the same for long. Each year brings the latest "best practice." Each week brings a new procedure and its paperwork. Each day, our students pose new challenges. Each hour, the media bombards us with news about the latest crisis. What might possibly help us keep our balance as the world shifts beneath us?
Build Adaptive Capacity
“The horizon leans forward, offering you space to place new steps of change.”
~Maya Angelou, poet, memoirist, actress
Build Adaptive Capacity
In today's world, facilitators work with groups to address issues that are more complex and challenging than ever before. They deal with forces that rock their clients’ worlds. They address the partisan impacts of diversity at local and global scales. Facilitators value the importance of relationships and connections over time, in addition to relying on the notions of cause and effect.
Plan in Uncertainty
One of my clients has discovered that great leaders have multiple personalities. They manage budgets and smooth feathers. They tell today’s stories and feed tomorrow’s visions. They plan and execute; reinforce and correct; encourage and challenge; create stability and manage change; hire and fire; and in their spare time, they do everything in between.