I delivered this presentation to the undergraduate DesignMatters class at Art Center College of Design. The class is embarking on an effort to "create a movement" that inspires future investment in ocean exploration. The talk explores key lessons I've learned from my work in organizational change and employee engagement - and how we can think about driving systemic change through empowered local communities.
Reframing Academy workshop at the Dutch Design Week 2016 on Designing Behaviour. The aim of this workshop was to learn how to design the impact a product or service should have in the experience, behaviour or attitude of people. With 40 participants we worked on a fictive case about bullying for the Dutch Ministry of Education, Culture and Science.
The document discusses emergence and how it can be used to drive social innovation and change on a large scale. It describes emergence as networks of separate, local efforts connecting with each other and strengthening into communities of practice, which can then emerge as a new system with greater influence than the individual parts. The Berkana Institute aims to foster emergence intentionally by connecting pioneering social efforts through a four-stage process of naming, connecting, nourishing and illuminating these efforts. This allows small, local innovations to emerge into a global force for change. Emergence follows a lifecycle from networks to communities of practice and eventually powerful new systems, and understanding these dynamics can help social entrepreneurs scale their impact.
SVA Fundamentals of Design for Social Innovation book 2013Marc Rettig
Designed to be viewed as two-page spreads. View as an ebook or download here: http://www.fitassociates.com/fundamentals-book
Created by the Fall 2013 cohort of the Fundamentals class in the MFA in Design for Social Innovation program at School of Visual Arts in New York. Produced under the mentorship of professors Marc Rettig and Hannah du Plessis, this book surveys frameworks, approaches, methods and skills for organizations, teams, and individual practitioners.
Block Civic Engagement And The Restoration Of CommunityBob Stilger
This document discusses civic engagement and restoring community through changing public conversations. It argues that communities cannot problem-solve their way into fundamental change, but must shift the context and language of conversations. New tools are presented to facilitate more restorative conversations that focus on communal accountability and commitment, rather than retribution. The goal is to empower citizens to create alternative futures for their communities by inverting common beliefs about where change originates.
Presented at the Idean UX Summit Austin, May 2014. My colleagues and I are integrating approaches for creating with social complexity, and this talk provides an overview of our work in progress.
It outlines the nature of social complexity, and surveys three approaches appropriate for the challenge: Positive Deviance, Theory U & Social Labs, and the work of Dave Snowden and Cognitive Edge.
Consider this a case of "showing my mess." Future installments will reflect more synthesis, tell more stories, and better describe the emerging practice of managing emergence.
Design for Social Innovation: Redesigning at the Intersection of Business, Co...Sustainable Brands
A new field of practice is emerging at the intersection of design, management, complex systems theory, facilitation, and social change. This practice, sometimes called Design for Social Innovation, is giving birth to approaches for creating with social complexity from the inside. It offers "managing emergence" as a complement to traditional management. And it treats culture as a working material rather than a mysterious and difficult barrier to change. This workshop will provide a survey of Design for Social Innovation: key approaches and practices, case studies, and opportunities they present to the Sustainable Brands community.
Slides from a keynote talk at UX India 2014.
People have been creating together for thousands of years. Some of those people have written about their experience, and so we have the possibility of building on their wisdom. In this talk, Marc Rettig describes the age-old story of people who seek to have a creative voice through their work, and to connect their personal excitement and possibilities to the needs of the world. As this story repeats itself for many in the world of “user experience,” another familiar dynamic comes to light: the challenge of working in settings that express desire for creativity, but reward compliance. And therein lies a defining question of our time and our careers: where does profound creativity come from?
The document discusses the importance of community and shifting public conversations to focus on possibility rather than problems. It argues that true transformation begins with changing how we think and talk, emphasizing gifts, ownership and commitment over deficiencies and problems. Leadership requires building community through listening, convening and supporting others. Small group conversations among citizens that explore possibilities can shift culture and create an alternative future.
Reframing Academy workshop at the Dutch Design Week 2016 on Designing Behaviour. The aim of this workshop was to learn how to design the impact a product or service should have in the experience, behaviour or attitude of people. With 40 participants we worked on a fictive case about bullying for the Dutch Ministry of Education, Culture and Science.
The document discusses emergence and how it can be used to drive social innovation and change on a large scale. It describes emergence as networks of separate, local efforts connecting with each other and strengthening into communities of practice, which can then emerge as a new system with greater influence than the individual parts. The Berkana Institute aims to foster emergence intentionally by connecting pioneering social efforts through a four-stage process of naming, connecting, nourishing and illuminating these efforts. This allows small, local innovations to emerge into a global force for change. Emergence follows a lifecycle from networks to communities of practice and eventually powerful new systems, and understanding these dynamics can help social entrepreneurs scale their impact.
SVA Fundamentals of Design for Social Innovation book 2013Marc Rettig
Designed to be viewed as two-page spreads. View as an ebook or download here: http://www.fitassociates.com/fundamentals-book
Created by the Fall 2013 cohort of the Fundamentals class in the MFA in Design for Social Innovation program at School of Visual Arts in New York. Produced under the mentorship of professors Marc Rettig and Hannah du Plessis, this book surveys frameworks, approaches, methods and skills for organizations, teams, and individual practitioners.
Block Civic Engagement And The Restoration Of CommunityBob Stilger
This document discusses civic engagement and restoring community through changing public conversations. It argues that communities cannot problem-solve their way into fundamental change, but must shift the context and language of conversations. New tools are presented to facilitate more restorative conversations that focus on communal accountability and commitment, rather than retribution. The goal is to empower citizens to create alternative futures for their communities by inverting common beliefs about where change originates.
Presented at the Idean UX Summit Austin, May 2014. My colleagues and I are integrating approaches for creating with social complexity, and this talk provides an overview of our work in progress.
It outlines the nature of social complexity, and surveys three approaches appropriate for the challenge: Positive Deviance, Theory U & Social Labs, and the work of Dave Snowden and Cognitive Edge.
Consider this a case of "showing my mess." Future installments will reflect more synthesis, tell more stories, and better describe the emerging practice of managing emergence.
Design for Social Innovation: Redesigning at the Intersection of Business, Co...Sustainable Brands
A new field of practice is emerging at the intersection of design, management, complex systems theory, facilitation, and social change. This practice, sometimes called Design for Social Innovation, is giving birth to approaches for creating with social complexity from the inside. It offers "managing emergence" as a complement to traditional management. And it treats culture as a working material rather than a mysterious and difficult barrier to change. This workshop will provide a survey of Design for Social Innovation: key approaches and practices, case studies, and opportunities they present to the Sustainable Brands community.
Slides from a keynote talk at UX India 2014.
People have been creating together for thousands of years. Some of those people have written about their experience, and so we have the possibility of building on their wisdom. In this talk, Marc Rettig describes the age-old story of people who seek to have a creative voice through their work, and to connect their personal excitement and possibilities to the needs of the world. As this story repeats itself for many in the world of “user experience,” another familiar dynamic comes to light: the challenge of working in settings that express desire for creativity, but reward compliance. And therein lies a defining question of our time and our careers: where does profound creativity come from?
The document discusses the importance of community and shifting public conversations to focus on possibility rather than problems. It argues that true transformation begins with changing how we think and talk, emphasizing gifts, ownership and commitment over deficiencies and problems. Leadership requires building community through listening, convening and supporting others. Small group conversations among citizens that explore possibilities can shift culture and create an alternative future.
The document discusses building virtual learning communities. It defines communities as groups bound by shared interests and goals. Trends show the importance of social learning and using technology to increase communication speed. The 4L model describes participant roles as linking, lurking, learning, and leading. Different types of virtual communities are outlined based on relationships, place, passion, and memory. A multi-channel approach is suggested using tools like blogs, wikis, and online platforms. Characteristics of healthy communities include consistent participation, a sense of ownership, and viewing the organizer as part of the community rather than its owner.
Citizenship involves active community participation out of a sense of responsibility. It acknowledges interdependence. Community refers to groups with shared traits or circumstances. Social capital comprises social networks and trust that enable cooperation. Bonding occurs within similar groups, while bridging links diverse groups. Citizenship is a core value of leadership as it fosters responsibility and cooperation.
1) The author initially held an inclusive view of social entrepreneurship that acknowledged small contributions from many. However, through extensive research, the author now believes social entrepreneurs have unique attributes that make their work distinctive.
2) The author now accepts that social entrepreneurs are driven by a persistent optimism to solve social problems, rather than being deflected into it. They are also sober about challenging the status quo.
3) The author found evidence that socially entrepreneurial ideas and organizations, while different from traditional ones, can generate big changes - though funders often prefer new organizations over helping old ones change. The key is for organizations to rejuvenate themselves.
HR in the Social Era. The Power of CommunityJim Lefever
HR in the Social Era faces significant implications and changes as the world transitions from the Industrial Age to the Social Era. Three key shifts are occurring: 1) Organizations are becoming more fluid and flexible with value created through networks rather than rigid structures. 2) Individuals have more power through their ideas and connections rather than needing approval from organizations. 3) Businesses that have a clear social purpose and aligned community will outperform those without. For HR to be successful, it must unite behind a social purpose of building a better world through relationships and engagement across communities. It must take on responsibilities of a community curator, network architect, and social capital generator.
Leaders need to help people challenge the sacred, challenge the typical ways of thinking. This is a slide show from a talk I gave at Tamarack's Poverty Reduction Summit in May 2015 in Ottawa.
Nick Bardsley and Milena Büchs present their research project which examines the impact of involvement in community-based initiatives on households’ energy use, applying an experimental design. It addresses different theories on the role of involvement with community initiatives and energy saving/behaviour change, drawing on qualitative interviews with participants from the matched case and control study, and other community initiatives in the UK
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
This document provides an overview of Module 2 of a migrant community mediation course. The module focuses on developing leadership and advocacy skills to build strong, positive, and equitable communities. It discusses community leadership characteristics, advocacy skills, understanding communities and power structures, and developing empathy. The key goals of the module are to learn about community leadership, advocacy skills, what makes a strong community, and how to advocate for and lead communities in a positive direction.
Creating a Healthy Digital Culture: How empathy can change our organizationsDomain7
We often think of empathy as an abstract, emotional concept, maybe even see it as a weakness in an organizational context. This presentations suggests that empathy might be our greatest secret weapon to changing our organizations to become higher-performing, more innovative, better places to work, serving happier customers.
From #NowWhat15, http://nowwhatconference.com/
Creating a Healthy Digital Culture by Kevan Gilbert (Now What? Conference 2015)Blend Interactive
Now that your new site is up, it’s the time to think for long-term. Next year, will you still be the only champion for change? Or will everyone from leadership to front-line workers embrace the power of digital? Was this web project just short-term relief work to solve itchy problems, or is it part of a pattern of thoughtful, iterative growth? Discover tools, approaches and facilitation tactics to help transform your organization into a culture of digital excellence.
Indran Purushothaman's top role is as a Connector. As a Connector, Indran sees the potential in connecting people and groups to create outcomes greater than the sum of their parts. Indran is passionate about understanding people's unique strengths and talents in order to link them together in a network where they can support each other. Indran excels at bringing new perspectives and opportunities together in a way that inspires people and organizations to achieve more.
The document provides information about the Connector role. As a Connector, Christina sees the world as a web of relationships and is excited about connecting people to create something bigger. Her power lies in thinking of possibilities by putting two things or people together. She is a researcher who collects information about people's talents in order to connect them to opportunities that allow their talents to complement each other.
This document outlines an agenda for a coaching session on developing a model to help people grow past socially constructed limits. The session will introduce participants, provide an overview of the coaching for emancipation model, and discuss the first module on development and oppression. The model uses four modules to help people critically reflect on their beliefs, perspectives and narratives. Participants will discuss questions life asks them and demands of modern life. The goal is to help individuals find their full potential without labels imposed by society. Feedback from sessions will be used to refine the coaching approach.
This document contains a collection of quotes related to change management. Some key themes that emerge are: successful change follows a pattern of clear direction, motivation, and support; change happens through a sequence of small, concrete behaviors rather than big solutions; goals need emotional resonance to generate excitement; and behavior change is best achieved by appealing to people's feelings rather than just providing rational arguments. The document emphasizes that change is a process, not an event, and managing culture is critical to driving change in an organization.
Km melbourne facilitating employee online co psjohnt
Xerox technicians solved problems by sharing experiences and insights with each other rather than using manuals. They formed an informal community of practice where new knowledge was co-created when solving issues. Management later tried formalizing this by creating online communities, but technicians did not feel engaged until a community was formed that encouraged their participation and focused on their needs rather than extracting knowledge. Effective communities form organically around shared interests and specialties rather than being imposed from above.
This document discusses ideas around facilitating a "quiet revolution" through creating spaces that allow people to pursue their authentic interests and develop a sense of community. Some key points:
- It advocates focusing on authentic learning through art and sharing interests in "communities of practice" rather than prescribed learning.
- It suggests credentialing could come from how well one's community is doing rather than formal qualifications.
- It proposes experimenting with a social currency based on relationships rather than monetary value by fostering a culture of trust and transparency.
Week 2 sociological imagination a new way to thinkRay Brannon
This document discusses various sociological concepts and theories. It explores how social identity is defined in relation to groups, how social institutions shape society, and the differences between micro and macro levels of analysis in sociology. It also mentions several sociological theories, including functionalism, conflict theory, and symbolic interactionism. The overall message is that sociology examines how social forces and interactions between individuals and groups influence society.
Ai Workshop Slides Used By John Loty In 2008.John Loty
These slides together with a workbook were used in a 2 day Introductory Workshop on Appreciative Inquiry and how AI is being used for change management and organisational development.
The document discusses building virtual learning communities. It defines communities as groups bound by shared interests and goals. Trends show the importance of social learning and using technology to increase communication speed. The 4L model describes participant roles as linking, lurking, learning, and leading. Different types of virtual communities are outlined based on relationships, place, passion, and memory. A multi-channel approach is suggested using tools like blogs, wikis, and online platforms. Characteristics of healthy communities include consistent participation, a sense of ownership, and viewing the organizer as part of the community rather than its owner.
Citizenship involves active community participation out of a sense of responsibility. It acknowledges interdependence. Community refers to groups with shared traits or circumstances. Social capital comprises social networks and trust that enable cooperation. Bonding occurs within similar groups, while bridging links diverse groups. Citizenship is a core value of leadership as it fosters responsibility and cooperation.
1) The author initially held an inclusive view of social entrepreneurship that acknowledged small contributions from many. However, through extensive research, the author now believes social entrepreneurs have unique attributes that make their work distinctive.
2) The author now accepts that social entrepreneurs are driven by a persistent optimism to solve social problems, rather than being deflected into it. They are also sober about challenging the status quo.
3) The author found evidence that socially entrepreneurial ideas and organizations, while different from traditional ones, can generate big changes - though funders often prefer new organizations over helping old ones change. The key is for organizations to rejuvenate themselves.
HR in the Social Era. The Power of CommunityJim Lefever
HR in the Social Era faces significant implications and changes as the world transitions from the Industrial Age to the Social Era. Three key shifts are occurring: 1) Organizations are becoming more fluid and flexible with value created through networks rather than rigid structures. 2) Individuals have more power through their ideas and connections rather than needing approval from organizations. 3) Businesses that have a clear social purpose and aligned community will outperform those without. For HR to be successful, it must unite behind a social purpose of building a better world through relationships and engagement across communities. It must take on responsibilities of a community curator, network architect, and social capital generator.
Leaders need to help people challenge the sacred, challenge the typical ways of thinking. This is a slide show from a talk I gave at Tamarack's Poverty Reduction Summit in May 2015 in Ottawa.
Nick Bardsley and Milena Büchs present their research project which examines the impact of involvement in community-based initiatives on households’ energy use, applying an experimental design. It addresses different theories on the role of involvement with community initiatives and energy saving/behaviour change, drawing on qualitative interviews with participants from the matched case and control study, and other community initiatives in the UK
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
This document provides an overview of Module 2 of a migrant community mediation course. The module focuses on developing leadership and advocacy skills to build strong, positive, and equitable communities. It discusses community leadership characteristics, advocacy skills, understanding communities and power structures, and developing empathy. The key goals of the module are to learn about community leadership, advocacy skills, what makes a strong community, and how to advocate for and lead communities in a positive direction.
Creating a Healthy Digital Culture: How empathy can change our organizationsDomain7
We often think of empathy as an abstract, emotional concept, maybe even see it as a weakness in an organizational context. This presentations suggests that empathy might be our greatest secret weapon to changing our organizations to become higher-performing, more innovative, better places to work, serving happier customers.
From #NowWhat15, http://nowwhatconference.com/
Creating a Healthy Digital Culture by Kevan Gilbert (Now What? Conference 2015)Blend Interactive
Now that your new site is up, it’s the time to think for long-term. Next year, will you still be the only champion for change? Or will everyone from leadership to front-line workers embrace the power of digital? Was this web project just short-term relief work to solve itchy problems, or is it part of a pattern of thoughtful, iterative growth? Discover tools, approaches and facilitation tactics to help transform your organization into a culture of digital excellence.
Indran Purushothaman's top role is as a Connector. As a Connector, Indran sees the potential in connecting people and groups to create outcomes greater than the sum of their parts. Indran is passionate about understanding people's unique strengths and talents in order to link them together in a network where they can support each other. Indran excels at bringing new perspectives and opportunities together in a way that inspires people and organizations to achieve more.
The document provides information about the Connector role. As a Connector, Christina sees the world as a web of relationships and is excited about connecting people to create something bigger. Her power lies in thinking of possibilities by putting two things or people together. She is a researcher who collects information about people's talents in order to connect them to opportunities that allow their talents to complement each other.
This document outlines an agenda for a coaching session on developing a model to help people grow past socially constructed limits. The session will introduce participants, provide an overview of the coaching for emancipation model, and discuss the first module on development and oppression. The model uses four modules to help people critically reflect on their beliefs, perspectives and narratives. Participants will discuss questions life asks them and demands of modern life. The goal is to help individuals find their full potential without labels imposed by society. Feedback from sessions will be used to refine the coaching approach.
This document contains a collection of quotes related to change management. Some key themes that emerge are: successful change follows a pattern of clear direction, motivation, and support; change happens through a sequence of small, concrete behaviors rather than big solutions; goals need emotional resonance to generate excitement; and behavior change is best achieved by appealing to people's feelings rather than just providing rational arguments. The document emphasizes that change is a process, not an event, and managing culture is critical to driving change in an organization.
Km melbourne facilitating employee online co psjohnt
Xerox technicians solved problems by sharing experiences and insights with each other rather than using manuals. They formed an informal community of practice where new knowledge was co-created when solving issues. Management later tried formalizing this by creating online communities, but technicians did not feel engaged until a community was formed that encouraged their participation and focused on their needs rather than extracting knowledge. Effective communities form organically around shared interests and specialties rather than being imposed from above.
This document discusses ideas around facilitating a "quiet revolution" through creating spaces that allow people to pursue their authentic interests and develop a sense of community. Some key points:
- It advocates focusing on authentic learning through art and sharing interests in "communities of practice" rather than prescribed learning.
- It suggests credentialing could come from how well one's community is doing rather than formal qualifications.
- It proposes experimenting with a social currency based on relationships rather than monetary value by fostering a culture of trust and transparency.
Week 2 sociological imagination a new way to thinkRay Brannon
This document discusses various sociological concepts and theories. It explores how social identity is defined in relation to groups, how social institutions shape society, and the differences between micro and macro levels of analysis in sociology. It also mentions several sociological theories, including functionalism, conflict theory, and symbolic interactionism. The overall message is that sociology examines how social forces and interactions between individuals and groups influence society.
Ai Workshop Slides Used By John Loty In 2008.John Loty
These slides together with a workbook were used in a 2 day Introductory Workshop on Appreciative Inquiry and how AI is being used for change management and organisational development.
Scholarship Essay Examples Check More At HttpsClevJennifer Nulton
The document discusses two influential figures in the Civil Rights movement - Claudette Colvin and Rosa Parks. It notes that while Rosa Parks is widely known for refusing to give up her bus seat, Claudette Colvin did the same act months earlier but received less recognition. The document seems to be using the format of a "Drunk History" video to tell the story in an entertaining way while still informing viewers about these important historical figures and events.
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1. hi.Morgan Marzec
Art Center • DesignMatters
May 2013
Saturday, June 8, 13
• Same situation as you - I’m learning design as a graduate student in the Media Design Practices - Field Program
• My prior professional experience was helping large organizations engage people to change
...I chose this profession to live my passion: I want to change the world. Since many of the world’s largest economies are
corporations, they are in a sense the world’s largest citizens. I saw a great opportunity to change the world by changing its
largest citizens.
• I worked in an organizational context...focusing on leadership, organizational communications and employee engagement.
• World is leaning toward design... people who can work across domains and innovate
• I don’t believe in “experts,” so I’m here today to share with you some of the lessons I’ve learned through my experiences along the
way. I’ve focused my content specifically on “behavior change” and community building in context of creating a “movement”
2. Saturday, June 8, 13
- It’s a biological fact...We don’t like change.
- Our brains are programmed to buck it.
- Has to do with evolution and the need to survive.
- Brains = neural network. Dynamic learning systems.
- As we gain experiences, our brains create connections and then shortcuts that enable us to act “without thinking”
- So what was once a learned behavior, starts to function as instinctual
- Makes sense thousands of years ago, when we had to react quickly to predators. Has a weird affect in the current context
- General functioning of the brain...it creates shortcuts and we tend to see situations within our existing neural frameworks
Additional Reading Resources:
Stephanie Pace Marshall - The Power to Transform: Leadership That Brings Schooling to Life
David Rock - The Neurosciene of Leadership
Meg Wheatley - Leadership and the New Science
So you think that our survival instinct or the instinct for self preservation would be the strongest drive in people.
But that’s not the case.
3. change
die?
or
Saturday, June 8, 13
Question asked through a study by Johns Hopkins (2003-2005)
Looked at patients whose heart disease is so bad that they need to undergo coronary-artery bypass surgery
Short fix = surgery. Stop the disease from killing them = change their lifestyles – better diets, exercise, reduce stress, stop smoking, etc.
Results were startling… “If you look at people after coronary-artery bypass surgery two years later, 90% of them have not changed their lifestyle.”
4. Source: FastCompany, May 2005, “Change or Die”
given the option
9out of 10
won’t change
Saturday, June 8, 13
So given the option – change or die – the odds are against us 9 to 1.
What does that say to you? What do you take away from that study?
• Tough for individuals to change – even in a life or death situation; and,
• “Crisis is the best motivator” not true;
My first lesson is: Fear does not motivate sustainable change. To create a movement that has real momentum that can carry
beyond a limited time horizon, you must tap into people’s sense of possibility and purpose.
5. “He’s exactly the kind of man I’ve always wanted to change.”
Saturday, June 8, 13
- Which leads into the question...how do you get people to change their behavior? I’ll start with another cartoon...
- What makes this cartoon funny is a fundamental truth.
- Show of hands...how many of you have dated someone who wanted you to change?
- How did that make you feel? ...Lousy. No one likes to be “fixed.”
- And any clinical psychologist will tell you...you’re crazy. Doesn’t work. You cannot change people’s behavior.
- The power to change behavior rests with the individual alone.
7. Saturday, June 8, 13
- Think about communications...not just as words or images...but actions.
- The most powerful communications are multi-dimensional...And connect heads, hearts and hands.
...Heads: Providing clarity and information (What are you asking of me?)
...Hearts: Inspiration (Why should I care?)
...Hands: Action (What can I do?)
Lesson: Think about creating a movement...your work must operate across these three dimensions.
...Information alone creates the obligatory push
...Inspiration alone can create false starts and missed commitments
...Action alone creates chaos...less impact
Which brings me to our role as change agents...as leaders.
How many of you have heard of the term “first follower?” A couple years ago, Derek Sivers shared this analogy which really helped me get my head
around it...
8. lessons from a dancing guy
Source: Derek Sivers, 2010
Saturday, June 8, 13
- I like it because it physicalizes...quite literally...the idea of a movement.
- The key lessons...Importance of Followership
- Courage to start something
- Simple so other people can engage
- More courage to invite others and let go...let them shape it, change it make it their own (another interesting thing about the way our brains work)
- Movement isn’t about who starts it...it’s more about how its sustained through a broader community
The opportunity for you...considering who are you going to target in your communications and outreach? Who are most likely to be your “first followers”?
Who would have the most influence to get others to join?
9. communitycommunity
Saturday, June 8, 13
At the heart of every movement is a strong sense of community. Think about the communities to which you belong. What makes you feel like you
belong to a community?
- Shared values: Tea Party and Occupy Wall Street are two examples. Both groups organize around shared values, but their expression and action around
those values take different forms.
- Social capital: Social networks have value. Expected collective benefits derived from cooperation between individuals and groups. Screwdriver =
physical capital; University education = cultural capital...leading to productivity. Health of community determined by strength of relationships.
KEY CHALLENGE FOR THIS TEAM...in context of a shared value of individualism, how to create sense of social capital?
- Associational life: See the limits to systems. Groups of people voluntarily coming together to do some good. Not everything can be solved by policy
or process. Need to create space in the system for people to interact and connect organically, informally.
- The power to contribute: Belief that people have the innate ability to solve challenges themselves. Create space for people to contribute their greatest
gifts and talents and you’ll see real momentum.
Additional Reading Resources:
- Meg Wheatley, Walk Out, Walk On
- Paul Putnam, Bowling Alone: The Collapse & Revival of the American Community
10. Leadership is convening
The small group is the unit of transformation
Questions are more transforming than answers
Six conversations materialize belonging:
• Invitation
• Possibility
• Ownership
• Dissent
• Commitment
• Gifts
Hospitality is central
Physical and social space support belonging
The Alchemy of BelongingPeter Block, based on Christopher Alexander
Saturday, June 8, 13
- I’m still learning about community. A fundamental shift that designers and communicators I believe need to make is shifting from focusing on
“audiences” to focusing on “stakeholders.” The difference is more than semantics. It’s the difference in ownership and how you think about leadership in
your effort.
- I always like to hear about what other people are reading...this is one of the books on my nightstand.
- In a movement, especially in today’s socially-networked reality, leadership is not about being the “hero”...the “expert with all of the answers.” More and
more, people are realizing that effective leadership and leadership that builds a strong, committed community serves as a “host”...people who bring
others together and create the space for them to contribute their greatest gifts.
- Christopher Alexander’s work posits that transformation occurs through the work of small, local units. We know this intrinsically...that the great “master
planners” of the 20th Century would not be best situated to address the issues of the 21st century’s globalized, networked reality. Block explores how we
can convene small groups to spark broader transformation.
- Designers are especially well-suited to address today’s challenges...because we’re in the business of asking and exploring questions. We are in the
business of speculation and wonder....focusing not on what’s wrong with today’s system, but on what could be. Block reinforces the inherent
transformative power of asking questions.
- He also distinguishes between “transformative” and “non-transformative” questions, introducing 6 conversations that create a sense of belonging in a
community and the questions associated with each. It’s a great starting point as you think about ways to engage your stakeholders and invite them to
actively participate (vs. remain passive consumers of information).
- When thinking about a movement, we’ve already established that a sense of belonging is essential. So a movement must also create the space for
belonging - that means being open to everyone’s participation...inviting and being hospitable to others. Diversity of perspectives is important...but also
creating a real open environment for those diverse perspectives to find “voice” in action. Hospitality includes being open to others’ approaches,
experiences and ways of knowing.
- Finally, as designers, we have a unique opportunity to build community through the design of physical and social space. As you embark on “sparking a
movement”...how are you going to create the space for meaningful dialogue and exchange? How can the physical space where people congregate add to
the conversation? How can it reinforce the desired goal of creating a sense of belonging and community? This is an area where this team could really
expand upon existing research through our work in Design.
Additional Reading Resources: Christopher Alexander - Architect against master planning, democratizing architecture...building community.
11. www.letgoandlead.com
Saturday, June 8, 13
The business world is headed in this direction.
Before I came to Art Center, I served as the curator for an online community called “Let Go and Lead.” Again, this resource is targeted for an
organizational/business context...but its lessons can be applied much more broadly and to the public sphere.
It’s an online collection of conversations - interviews with thought leaders from design, academia, business, politics - about the new model for leadership
in the 21st century. The interviews uncover many of the same points I’ve discussed with you today...about the importance of convening and letting go of
the need to control the outcome. Both insights are imperatives to starting a movement.
12. re
cap
1. people are motivated by purpose and possibility
2. the power to change behavior rests
with the individual alone
3. the best communications connect
heads, hearts and hands
4. find and engage first followers
5. behind every movement is a committed community –
create the space for belonging
Saturday, June 8, 13
Recap of my lessons
13. ?
? ?
?•Whom are we inviting to
partake in the conversation?
•What is the conversation we
want to have?
•What is the structure that can
help move action forward?
catalytic
questions
??
??
Saturday, June 8, 13
Questions that your team should consider at the onset...and spend real time thinking through together.
Nuance is important here.
It’s more than: Who? What? How? (Which is the traditional advertisers/communicators model)
How you frame the conversation actually shapes the outcome.
Thanks!