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Build Adaptive Capacity
I have always been a bit skeptical about paths that promise personal transformation. I’m not sure why. Maybe I followed the promise one too many times—or one too few—and was disappointed. Maybe it is because my family pattern grew out of Protestant Puritanism, where my individual, subjective state wasn’t considered all that interesting.
Collaborate to Create Community
Racism and Othering continue to be wicked and controversial patterns to discuss and navigate, particularly for those deeply and directly affected by these patterns. Although there isn’t an easy, universally-accepted method for eliminating racism and othering yet, there’s something about the freedom to share authentic stories and impacts that makes it a more realistic/attainable possibility.
Lead in Complexity
Interdependent Pairs is a model and method that allows individuals and groups to explore the paradoxes that emerge from the complexity in their systems. In a complex system, there is very little that is all or nothing. The challenges that have you stuck are the ones where there is no clear one-way consideration. The stickiness of your issues comes because you move on shifting landscapes between the extreme positions on the questions you face.
Manage Strategic Change
October 8, 2015
Glenda Eoyang takes the viewers into an exploration of the meaning of heterarchical change. What? is heterarchical change? So what? does leadership in heterarchy require? Now what? can you do to foster heterarchical change in your community?
Business & IndustryManage Strategic Change
In this week's HSD blog, Glenda Eoyang talks about purpose, change, and the complex interactions that contribute to organizational evolution.
Build Adaptive Capacity
Mathematicians call it the Baker Transformation.
Biologists call it respiration.
Physical therapists call it exercise.
Artists call it inspiration.
Teachers call it learning.
Learners call it cramming.
Musicians call it melody.
Bakers call it kneading.
Build Adaptive Capacity
What?
Recently I worked with a group of organizational leaders who bring disparate groups together to collaborate on political and social issues. One of the challenges they face is helping their client groups define how they will make decisions together, ensuring adequate representation of their individual constituencies. Among this group, their largest question was about how they decide about engaging others and then make their intensions clear. In that conversation I shared four options for effective shared decision making.