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We think of conflict as a pattern of human interaction that emerges as similarities, differences, and connections among people as they live, work, and play together. To expand this HSD perspective, think about conflict as a complex pattern that exhibits certain characteristics.
In a Landmark Forum course many years ago, I first heard a reference to ever-and-always-voice. I recognized it immediately as the single, greatest cause of sticky issues. Even if you haven’t heard the phrase, I’m sure you will recognize the phenomenon. It works like this.
Collaborate to Create Community
According to Dictionary.com, “collaborate” means to work together or cooperate to accomplish a task. But what does it really take for a group of unique individuals to come together to create a true collaboration? The definition tells us what to do, but the question people often ask is how to do that.
The “attractor” is not the thing that “attracts”. It is the pattern of relationships that emerge over time in a complex system.
When I first encountered attractors—strange and other kinds—I thought they were cool. Even more than that, I thought they were the key to the next generation of change paradigms. I still think that may be true, but I seldom talk about them anymore. I almost never teach them because it is so hard to understand them well and very easy to understand them badly. The only reason I am talking about them now is that I cannot think of a better way to explain what I see in this emerging present. So, here goes.
Build Adaptive Capacity
Mindfulness is a topic today that many people are talking about. I am not an expert in mindfulness. In fact, I am only recently beginning to build a practice of mindfulness.
Build Adaptive Capacity
To see patterns in the world around you is to know your world and to understand something about that world. You make sense of the world by recognizing the patterns around you.
Plan in Uncertainty
Recently I worked with a group of middle managers charged with the task of leading a system-wide change initiative. Their considerations included programmatic, organizational, and service delivery changes. At the same time, they were shifting from a program-determined silo structure to one that required collaborative planning across all programs.