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.
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.
This document provides an overview of community building efforts in Arizona from 2005 to 2008. It discusses three central threads of work: 1) financial support for specific community projects, 2) convening communities of practice to share information, and 3) providing technical assistance. The document reflects on lessons learned about building healthy, resilient communities and shares emerging insights from partners. The goal is to inform other community organizations in their efforts to address health issues and foster public good.
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.
The document discusses key concepts in digital culture including participation, remediation, and bricolage. It outlines paradigm shifts from print to online media, including moving from a linear, hierarchical structure to multivocal networks. Digital culture involves the values and practices users create online and offline. The document also discusses Jean Baudrillard's three types of simulacra and how culture is now focused on recombining past media forms. Participation involves users becoming active in meaning making. Remediation describes the constant remixing of older and newer media forms. Bricolage legitimizes borrowing and hybridity to create new meanings.
"Society 2.0: designing an action research into the next civilization" is an updated version of the talk I gave at the "2gether08" unconference in London, July 3, 2008. A downloadable version (complete with clickable links), its context and related conversation can be found in the Jump Time Players blog, http://www.evolutionarynexus.org/jtp_blog .
This document discusses an integral framework and approach. It notes that an integral view aims to be comprehensive, inclusive and non-marginalizing by including as many perspectives, styles and methodologies as possible within a coherent view of the topic. An integral approach draws together existing paradigms into an interrelated network of mutually enriching approaches. A more integral cartography or map would include multiple levels of consciousness, lines of development, types of consciousness, brain states, cultural factors, the social system, and the importance of self. Such a holistic view aims to coherently include all relevant factors.
The document discusses how organizations like Environmental Defense Fund are using social media and networking strategies, which they call "working wikily", to fundamentally change the way they operate and increase their social impact. It describes how EDF is engaging stakeholders online, sharing internal documents publicly, and empowering employees to connect with others. The approach of "working wikily" involves greater transparency, decentralized decision making, and collective action enabled by new technologies and networked mindsets.
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.
This document provides an overview of community building efforts in Arizona from 2005 to 2008. It discusses three central threads of work: 1) financial support for specific community projects, 2) convening communities of practice to share information, and 3) providing technical assistance. The document reflects on lessons learned about building healthy, resilient communities and shares emerging insights from partners. The goal is to inform other community organizations in their efforts to address health issues and foster public good.
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.
The document discusses key concepts in digital culture including participation, remediation, and bricolage. It outlines paradigm shifts from print to online media, including moving from a linear, hierarchical structure to multivocal networks. Digital culture involves the values and practices users create online and offline. The document also discusses Jean Baudrillard's three types of simulacra and how culture is now focused on recombining past media forms. Participation involves users becoming active in meaning making. Remediation describes the constant remixing of older and newer media forms. Bricolage legitimizes borrowing and hybridity to create new meanings.
"Society 2.0: designing an action research into the next civilization" is an updated version of the talk I gave at the "2gether08" unconference in London, July 3, 2008. A downloadable version (complete with clickable links), its context and related conversation can be found in the Jump Time Players blog, http://www.evolutionarynexus.org/jtp_blog .
This document discusses an integral framework and approach. It notes that an integral view aims to be comprehensive, inclusive and non-marginalizing by including as many perspectives, styles and methodologies as possible within a coherent view of the topic. An integral approach draws together existing paradigms into an interrelated network of mutually enriching approaches. A more integral cartography or map would include multiple levels of consciousness, lines of development, types of consciousness, brain states, cultural factors, the social system, and the importance of self. Such a holistic view aims to coherently include all relevant factors.
The document discusses how organizations like Environmental Defense Fund are using social media and networking strategies, which they call "working wikily", to fundamentally change the way they operate and increase their social impact. It describes how EDF is engaging stakeholders online, sharing internal documents publicly, and empowering employees to connect with others. The approach of "working wikily" involves greater transparency, decentralized decision making, and collective action enabled by new technologies and networked mindsets.
This document discusses designing cities to foster connection and regeneration. It argues that modernity has led to fragmentation and unsustainability that must be reversed by reweaving rich webs of synergistic relationships. This reconnection of social and environmental fabrics is a creative challenge for the future. While many partial solutions are proposed, they are often disconnected and lack a larger strategic framework informed by an inspiring vision of an alternative to the status quo. Facing the great challenges will require profound societal changes to foster sustainability.
This document discusses using digital spaces to enhance argumentation and debate. It proposes using a structure like the Oxford debate style to improve collective wisdom. Key concepts discussed include networked individualism, bounded rationality, collective wisdom, and crowd expertise. Argumentation and debates can act as "nudges" to enhance social capabilities and improve human decisions. The masses may be a source of unexpected collective intelligence through interaction that exceeds individual capabilities.
Participate in the book launch and a discussion about innovative multi-stakeholder network strategies to address global issues with Leadership for Change Founder, Steve Waddell and author of Global Action Networks: Creating our future together.
Plus: Take the opportunity for mingling between the Interaction Institute for Social Change and the Society for Organizational Learning
A series of graphics from integralMENTORS integral UrbanHub work on IMP and Thriveable Cities
These books show the graphics from a dynamic deck that accompany a presentation on Visions & WorldViews and Thriveable Cities. The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in Urban Habitats and technology is presented in an integral framework.
Integral theory is simply explained as it relates to these themes see UH 2 & UH 3 for more detail.
These volumes are part of an ongoing series of guides to integrally inform practitioners.
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...Working Wikily
This document discusses emerging practices in philanthropy that are needed to address complex social problems. It argues that while philanthropy has made efforts to improve, simply tweaking the status quo is not sufficient given the scale of challenges. The next decade requires funders to act bigger through coordination with other funders and sectors, and adapt better by incorporating new knowledge and adjusting strategies. Some innovative funders are already pioneering these "next practices," but barriers like independence, insularity, risk aversion, and competition inhibit greater change across the field.
Urban Hub 8 : What We Can Do Cultivating Change - Thriveable CitiesPaul van Schaık
This document provides an introduction to an 8-part series on thriveable cities using an integral framework. It discusses key concepts from integral theory like multiple perspectives, levels of consciousness, and subjective and objective approaches. It presents an integral view of mapping human possibilities and factors to consider. It also discusses integral cartography and frameworks that are more comprehensive and inclusive. The document provides context on using the materials and encourages collaborative action over just discussion.
This document defines community and discusses different types of virtual learning communities. It summarizes key aspects that make a healthy community, including consistent participation, a sense of ownership among members, and viewing one's role as part of the community rather than owning it. Ranking should be based on the value of contributions, not just frequency of posting. The document also discusses the importance of professional learning communities for quality teaching.
The document discusses issues with traditional democracy and government, and proposes a new model of "better democracy" enabled by the internet. Some key points:
- Voter turnout in UK general elections has declined significantly over the past 50-60 years, showing problems with traditional democracy.
- Traditional forms of civic participation like volunteering and public consultations also have limitations and drawbacks.
- A "better democracy" is proposed, with features like enabling more meaningful public dialogue, showing trade-offs of decisions, and making the relationship between governors and citizens more permeable.
- The internet could help deliver a better democracy, but changes are also needed in government behavior and public participation to fully realize its potential
This document discusses community agility and resilience. It describes how the Community Initiatives Team developed methods to cultivate agility in communities facing challenges like economic instability and industry transitions. Their methods focused on developing shared data and networks, facilitating cross-sector collaboration, public engagement, and entrepreneurship. They worked with various regions and partners to build community capacity for collaboration and innovation. When checking in recently, the team saw new trends in social innovation and resilience emerging that align with their goals of helping communities adapt to change.
A series of graphics from integralMENTORS integral UrbanHub work on IMP and Thriveable Cities
This work shows the graphics from a dynamic deck that accompany a presentation on Visions & WorldViews and Thriveable Cities. The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in urban Habitats and technology is presented in an integral framework.
Integral theory is simply explained as it relates to these themes.
This volume is part of an ongoing series of guides to integrally inform practitioners.
This document provides an overview of an integral framework for understanding cities and urban design. It discusses some key aspects of an integral approach, including considering multiple perspectives, levels of development, cultural factors, states of consciousness, and social and biological systems. It emphasizes taking a holistic, comprehensive and non-marginalizing approach. The document also provides examples of how to apply an integral framework to better understand topics like thriving communities, learning, and the characteristics of a good city.
Urban hub15 : Dancing with the Future - Thriveable CitiesPaul van Schaık
Urban Hub15 : Dancing with the Future - Thriveable Cities is a continuation the the series covering many aspects of ideas and theories including Visions & WorldViews of cities. The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in urban Habitats and technology is presented in an integral framework. Integral theory is simply explained as it relates to these themes. This volume is part of an ongoing series of guides to integrally inform practitioners
An excellent white paper outlining the importance of multi-partnerships to develop community & social innovation for complex human service & social issues.
Urban hub 20 : Accelerating City Change in a VUCA World - Thriveable CitiesPaul van Schaık
This document discusses accelerating city change in a VUCA (volatile, uncertain, complex, ambiguous) world through community learning about climate change challenges.
It begins by stating that limiting global warming to 1.5°C will require dramatic transformations, as seen by the coronavirus crisis. However, the quality of change matters - transformations should pursue an equitable and sustainable world.
The document then discusses how framing problems technically versus adaptively influences solutions. Technical problems have known solutions, while adaptive problems require experimenting and learning new behaviors. Climate change requires adaptive approaches to drive societal evolution. Community learning can help address both technical and adaptive dimensions to accelerate positive city transformations.
Urban Hub 22 : Transitions - Thriveable CitiesPaul van Schaık
No one vision is sufficient in and of itself – visions can guide but only by collaborative action in a creative generative process can visions grow and become part of an ongoing positive sociocultural reality.
Without taking into account the many worldviews that currently co-exist and crafting ways of including them in a positive and healthy form we will continue to alienate vast sections of all communities and humankind.
Really effective collaborations between communities and universities are of increasing interest to organizational leaders, policy-makers, students, teachers, and researchers. They have the potential to be a crucial source of social innovation in the 21st century. SiG@Waterloo has worked with five outstanding examples of such collaborations to find out what perspectives, processes and practices allow them to significantly support innovation to emerge, be sustained and to positively affect some of the most challenging problems of our time.
For a list of resources and to hear the webinar associated with this slide-deck, visit http://sigeneration.ca and click through to our Canadian Social Impact Series
This document discusses strategic communities of practice and how to develop and sustain them. It covers basic concepts like domain, community, and practice. It emphasizes the importance of understanding stakeholder perspectives, including sponsors, facilitators/leaders, and members. It also discusses roles within communities like facilitators, network weavers, and curators. Frameworks are presented for assessing community maturity and measuring value creation through outcomes like immediate, potential, applied, and realized value. The document provides guidance on factors to consider for strategic communities of practice.
The document discusses multi-stakeholder partnerships and outlines some key considerations. It notes that a multi-stakeholder approach engages diverse perspectives to drive innovation, tackle complex challenges, enable systemic change, and have lasting impact. However, it also outlines challenges like lack of clarity on common goals, not addressing power dynamics, and ensuring buy-in across organizational levels. A multi-stakeholder approach may not be suitable if the problem can be solved by a single group or if key inputs like time and resources are missing.
This document presents a blended value map that tracks the intersects and opportunities of economic, social, and environmental value creation across various sectors. It acknowledges the convergence of new thought and practices that threaten past ways of investing and venture creation by giving birth to a 21st century vision of blended value. The map was created through contributions from numerous participants in meetings, conversations, and interviews over five months to capture this dynamic field that is beyond any individual or group to fully understand. It provides orientation on blended value concepts and language, then uses the map to explore practitioners and investors across sectors, their common challenges, and opportunities to move beyond cross-sector collaboration towards a vision of value networking to support blended value pursuits internationally.
This document discusses the development and evolution of social networks over time. It analyzes a case study of a network established to support new entrepreneurs. Data was collected through interviews, surveys, and participant observation over several years to map the network's structure and examine how relationships and dynamics changed. Findings showed the network's structure shifted from transactional to more personal ties and demonstrated the importance of social connections for network operations and how patterns of interaction changed. It concluded qualitative, longitudinal research is needed to better understand network transformation processes.
Social networks play a key role in shaping human behavior and outcomes. Research shows that individuals influence and are influenced by their social networks. Networks can spread emotions and behaviors through interconnection. Understanding social networks could inform public policy by revealing how small interventions may have large effects through network transmission. Further research is needed to better understand how values interact with different types of social networks and how to effectively impact networks to drive social change.
This document discusses designing cities to foster connection and regeneration. It argues that modernity has led to fragmentation and unsustainability that must be reversed by reweaving rich webs of synergistic relationships. This reconnection of social and environmental fabrics is a creative challenge for the future. While many partial solutions are proposed, they are often disconnected and lack a larger strategic framework informed by an inspiring vision of an alternative to the status quo. Facing the great challenges will require profound societal changes to foster sustainability.
This document discusses using digital spaces to enhance argumentation and debate. It proposes using a structure like the Oxford debate style to improve collective wisdom. Key concepts discussed include networked individualism, bounded rationality, collective wisdom, and crowd expertise. Argumentation and debates can act as "nudges" to enhance social capabilities and improve human decisions. The masses may be a source of unexpected collective intelligence through interaction that exceeds individual capabilities.
Participate in the book launch and a discussion about innovative multi-stakeholder network strategies to address global issues with Leadership for Change Founder, Steve Waddell and author of Global Action Networks: Creating our future together.
Plus: Take the opportunity for mingling between the Interaction Institute for Social Change and the Society for Organizational Learning
A series of graphics from integralMENTORS integral UrbanHub work on IMP and Thriveable Cities
These books show the graphics from a dynamic deck that accompany a presentation on Visions & WorldViews and Thriveable Cities. The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in Urban Habitats and technology is presented in an integral framework.
Integral theory is simply explained as it relates to these themes see UH 2 & UH 3 for more detail.
These volumes are part of an ongoing series of guides to integrally inform practitioners.
Monitor Institute - What's Next for Philanthropy: Acting Bigger and Adapting ...Working Wikily
This document discusses emerging practices in philanthropy that are needed to address complex social problems. It argues that while philanthropy has made efforts to improve, simply tweaking the status quo is not sufficient given the scale of challenges. The next decade requires funders to act bigger through coordination with other funders and sectors, and adapt better by incorporating new knowledge and adjusting strategies. Some innovative funders are already pioneering these "next practices," but barriers like independence, insularity, risk aversion, and competition inhibit greater change across the field.
Urban Hub 8 : What We Can Do Cultivating Change - Thriveable CitiesPaul van Schaık
This document provides an introduction to an 8-part series on thriveable cities using an integral framework. It discusses key concepts from integral theory like multiple perspectives, levels of consciousness, and subjective and objective approaches. It presents an integral view of mapping human possibilities and factors to consider. It also discusses integral cartography and frameworks that are more comprehensive and inclusive. The document provides context on using the materials and encourages collaborative action over just discussion.
This document defines community and discusses different types of virtual learning communities. It summarizes key aspects that make a healthy community, including consistent participation, a sense of ownership among members, and viewing one's role as part of the community rather than owning it. Ranking should be based on the value of contributions, not just frequency of posting. The document also discusses the importance of professional learning communities for quality teaching.
The document discusses issues with traditional democracy and government, and proposes a new model of "better democracy" enabled by the internet. Some key points:
- Voter turnout in UK general elections has declined significantly over the past 50-60 years, showing problems with traditional democracy.
- Traditional forms of civic participation like volunteering and public consultations also have limitations and drawbacks.
- A "better democracy" is proposed, with features like enabling more meaningful public dialogue, showing trade-offs of decisions, and making the relationship between governors and citizens more permeable.
- The internet could help deliver a better democracy, but changes are also needed in government behavior and public participation to fully realize its potential
This document discusses community agility and resilience. It describes how the Community Initiatives Team developed methods to cultivate agility in communities facing challenges like economic instability and industry transitions. Their methods focused on developing shared data and networks, facilitating cross-sector collaboration, public engagement, and entrepreneurship. They worked with various regions and partners to build community capacity for collaboration and innovation. When checking in recently, the team saw new trends in social innovation and resilience emerging that align with their goals of helping communities adapt to change.
A series of graphics from integralMENTORS integral UrbanHub work on IMP and Thriveable Cities
This work shows the graphics from a dynamic deck that accompany a presentation on Visions & WorldViews and Thriveable Cities. The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in urban Habitats and technology is presented in an integral framework.
Integral theory is simply explained as it relates to these themes.
This volume is part of an ongoing series of guides to integrally inform practitioners.
This document provides an overview of an integral framework for understanding cities and urban design. It discusses some key aspects of an integral approach, including considering multiple perspectives, levels of development, cultural factors, states of consciousness, and social and biological systems. It emphasizes taking a holistic, comprehensive and non-marginalizing approach. The document also provides examples of how to apply an integral framework to better understand topics like thriving communities, learning, and the characteristics of a good city.
Urban hub15 : Dancing with the Future - Thriveable CitiesPaul van Schaık
Urban Hub15 : Dancing with the Future - Thriveable Cities is a continuation the the series covering many aspects of ideas and theories including Visions & WorldViews of cities. The history of the co-evolution of cities, evolving WorldViews, Visions & Mindsets in urban Habitats and technology is presented in an integral framework. Integral theory is simply explained as it relates to these themes. This volume is part of an ongoing series of guides to integrally inform practitioners
An excellent white paper outlining the importance of multi-partnerships to develop community & social innovation for complex human service & social issues.
Urban hub 20 : Accelerating City Change in a VUCA World - Thriveable CitiesPaul van Schaık
This document discusses accelerating city change in a VUCA (volatile, uncertain, complex, ambiguous) world through community learning about climate change challenges.
It begins by stating that limiting global warming to 1.5°C will require dramatic transformations, as seen by the coronavirus crisis. However, the quality of change matters - transformations should pursue an equitable and sustainable world.
The document then discusses how framing problems technically versus adaptively influences solutions. Technical problems have known solutions, while adaptive problems require experimenting and learning new behaviors. Climate change requires adaptive approaches to drive societal evolution. Community learning can help address both technical and adaptive dimensions to accelerate positive city transformations.
Urban Hub 22 : Transitions - Thriveable CitiesPaul van Schaık
No one vision is sufficient in and of itself – visions can guide but only by collaborative action in a creative generative process can visions grow and become part of an ongoing positive sociocultural reality.
Without taking into account the many worldviews that currently co-exist and crafting ways of including them in a positive and healthy form we will continue to alienate vast sections of all communities and humankind.
Really effective collaborations between communities and universities are of increasing interest to organizational leaders, policy-makers, students, teachers, and researchers. They have the potential to be a crucial source of social innovation in the 21st century. SiG@Waterloo has worked with five outstanding examples of such collaborations to find out what perspectives, processes and practices allow them to significantly support innovation to emerge, be sustained and to positively affect some of the most challenging problems of our time.
For a list of resources and to hear the webinar associated with this slide-deck, visit http://sigeneration.ca and click through to our Canadian Social Impact Series
This document discusses strategic communities of practice and how to develop and sustain them. It covers basic concepts like domain, community, and practice. It emphasizes the importance of understanding stakeholder perspectives, including sponsors, facilitators/leaders, and members. It also discusses roles within communities like facilitators, network weavers, and curators. Frameworks are presented for assessing community maturity and measuring value creation through outcomes like immediate, potential, applied, and realized value. The document provides guidance on factors to consider for strategic communities of practice.
The document discusses multi-stakeholder partnerships and outlines some key considerations. It notes that a multi-stakeholder approach engages diverse perspectives to drive innovation, tackle complex challenges, enable systemic change, and have lasting impact. However, it also outlines challenges like lack of clarity on common goals, not addressing power dynamics, and ensuring buy-in across organizational levels. A multi-stakeholder approach may not be suitable if the problem can be solved by a single group or if key inputs like time and resources are missing.
This document presents a blended value map that tracks the intersects and opportunities of economic, social, and environmental value creation across various sectors. It acknowledges the convergence of new thought and practices that threaten past ways of investing and venture creation by giving birth to a 21st century vision of blended value. The map was created through contributions from numerous participants in meetings, conversations, and interviews over five months to capture this dynamic field that is beyond any individual or group to fully understand. It provides orientation on blended value concepts and language, then uses the map to explore practitioners and investors across sectors, their common challenges, and opportunities to move beyond cross-sector collaboration towards a vision of value networking to support blended value pursuits internationally.
This document discusses the development and evolution of social networks over time. It analyzes a case study of a network established to support new entrepreneurs. Data was collected through interviews, surveys, and participant observation over several years to map the network's structure and examine how relationships and dynamics changed. Findings showed the network's structure shifted from transactional to more personal ties and demonstrated the importance of social connections for network operations and how patterns of interaction changed. It concluded qualitative, longitudinal research is needed to better understand network transformation processes.
Social networks play a key role in shaping human behavior and outcomes. Research shows that individuals influence and are influenced by their social networks. Networks can spread emotions and behaviors through interconnection. Understanding social networks could inform public policy by revealing how small interventions may have large effects through network transmission. Further research is needed to better understand how values interact with different types of social networks and how to effectively impact networks to drive social change.
This document provides an overview of the "FAN Approach", which stands for "Free Actors in Networks". It emerged from a Dutch experiment involving networks of farmers working on sustainability initiatives. The key ideas are:
1. Networks cannot be managed like projects due to their voluntary nature and lack of hierarchy. They require a different "network approach" focused on motivating people rather than controlling tasks.
2. This approach centers around "Free Actors" who recognize destructive patterns in a network and work to restore connections. Their role is crucial for a network's health.
3. Tools of the FAN approach like the "Spiral of Initiatives" and "Network Analysis" help network members reflect on relationships,
At a recent ‘lunchtime talk’ session, , Eliat Aram, the Institute’s CEO attempted a second ‘bite’ into Complexity theory, this time introducing Staff and Guests to the ‘complex responsive processes of relating’ perspective developed by Prof. Stacey, Prof. Shaw and Prof. Griffin and its implications to intervention design and organisational development work.
CHAT (Cultural Historical Activity Theory) was developed by cognitive psychologists to understand how people develop understandings of the world and create learning from those meanings. It combines systems, learning, and developmental components to allow meanings to expand towards action. Connectivism describes learning in a digital age as occurring through connections within networks, where learning resides outside of individuals and in diverse opinions. Both theories see disturbances and contradictions as opportunities for expansive learning through cycles of activity.
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.
Urban Hub17: Integral Program Design - Thriveable CitiesPaul van Schaık
This document provides an overview and introduction to resources from Integral UrbanHub on using integral theory and frameworks to design thriveable cities. It summarizes perspectives from experts on the importance of developing urban centers and discusses concepts like integral methodological pluralism and integral program design. The document advertises additional books and guides available on integralurbanhub.org that apply integral theory to understand challenges cities face and how to address them through collaboration across sectors and worldviews.
This document summarizes a workshop on social networks and network weaving. The workshop introduced concepts of networks and their benefits for social change. Participants learned about characteristics of healthy networks and the role of network weavers. The goals of the workshop were to help participants work with a network mindset and understand network theory. Participants provided input on topics for future learning community sessions focused on network mapping and applying network weaving practices to address local issues in Monterey County.
GreenBiz 19 Workshop Slides: The School of Systems ChangeGreenBiz Group
The challenges we face as sustainability professionals are complex and interconnected. They’re global in scale, with many root causes and contributing factors, supported by deep-rooted institutions and structures. It can seem that the more urgency we feel, the more these challenges seem nearly unmovable. How do we know where and when to intervene? What actions and efforts will unlock transformational change, and avoid unintended consequences? How do we work with power, and understand who and how to influence to make change happen? Forum for the Future and their partners in the School of System Change are building the system change capabilities of change leaders around the world, and invite you to join this tutorial for a whirlwind exploration of tools, approaches, and methodologies that can enable you to take a systemic approach to your work. Learn from the do-ers and the makers, take real life lessons back with you, and discover how you can be a system change agent, no matter your context and role.
OpenMRS - Using Information Technology to Unleash the Transformational Power of Communities. Presented by Paul Biondich and Burke Mamlin and the 10th Biennial Regenstrief
This document discusses how communities can be built and strengthened through network weaving. It describes how a regional economic development organization in Appalachian Ohio called ACEnet mapped the social and economic connections in the local food industry to better understand the network. The document outlines that improved connectivity starts with mapping the existing network to understand it, and then iteratively improving connectivity by introducing disconnected groups and facilitating collaboration between nodes. It describes the typical phases a community network goes through, from scattered fragments to a multi-hub small world network. It emphasizes the important role of network weavers in intentionally facilitating new connections to create a more vibrant and resilient community network.
Slides that @HelenBevan created to go with Twitter posts in 2019Helen Bevan
This document summarizes key concepts from several sources about organizational complexity and change leadership. Some of the main points discussed include:
- Organizations are complex adaptive systems with non-linear relationships and unintended consequences. Central control is not effective for complex organizations.
- The top leverage points for transforming systems are setting goals, paradigms and transcending paradigms. Building trust through relationships is also important.
- Mid-level managers play a key role in large-scale change by using networks to drive lasting change from the bottom-up while managing tensions.
- Communicating in a way that connects to audience values and goals, rather than one's own, helps influence change. Small, results-
The document discusses communities of practice and knowledge. It defines a community of practice as a group of people who share a domain of interest and learn from each other through joint activities and discussions around their domain. Members develop a shared repertoire of resources and practices. The document outlines different forms of knowledge that exist within communities of practice, including content knowledge, practical knowledge, and professional knowledge. It also discusses perceived knowledge, critical knowledge, and reflective knowledge. Principles for building effective communities of knowledge and practice are provided, such as focusing on value, inviting different participation levels, and combining familiarity and excitement. The stages of community development are also outlined.
CRITICAL THINKING AND REFLECTIVE PRACTICES-Unit 9-Communities of Practice and...Ek ra
The document discusses communities of practice and knowledge. It defines a community of practice as a group of people who share a domain of interest and engage in joint activities and discussions to help each other and share information. Members develop a shared repertoire of resources and practices. The document outlines different forms of knowledge in a community of practice, including content knowledge, practical knowledge, and professional knowledge. It also discusses perceived knowledge, critical knowledge, and reflective knowledge. Principles for building effective communities of knowledge and practice are provided, such as focusing on value, inviting different participation levels, and combining familiarity and excitement. The stages of community development are also outlined.
Communities of Practice and Knowledge-8611-UNIT 9EqraBaig
The document discusses communities of practice and knowledge. It defines a community of practice as a group of people who share a domain of interest and engage in joint activities and discussions to help each other and share information. Members develop a shared repertoire of resources and practices. The document outlines different forms of knowledge in a community of practice, including content knowledge, practical knowledge, and professional knowledge. It also discusses perceived knowledge, critical knowledge, and reflective knowledge. Principles for building effective communities of knowledge and practice are provided, such as focusing on value, inviting different participation levels, and combining familiarity and excitement. The stages of community development are also outlined.
Step Two of the Accountability in Action training kit. In this we learn how to map an 'accountability ecosystem' and identify the stakeholders in your environment.
This document discusses how networks are changing social change and provides lessons on working wikily. It defines networks and outlines their benefits, such as building community, engaging people, advocating for policy change, coordinating resources, developing and sharing knowledge, innovating, and getting initiatives to scale. The document also discusses characteristics of healthy networks, network leadership, challenges leaders face, and lessons learned about experimenting and balancing bottom-up and top-down strategies in networks.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
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Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
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LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
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'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
1. The Berkana Institute
Using Emergence
to Take Social Innovation to Scale
Margaret Wheatley and Deborah Frieze
2. The Berkana Institute
Using Emergence to Take Social
Innovation to Scale
Margaret Wheatley & Deborah Frieze
Despite current ads and slogans, how life truly changes, which is
the world doesn’t change one through emergence. When separ-
person at a time. It changes as ate, local efforts connect with each
networks of relationships form other as networks, then strength-
en as communities of practice,
among people who discover they
suddenly and surprisingly a new
share a common cause and vision
system emerges at a greater level
of what’s possible. of scale. This system of influence
This is good news for those of possesses qualities and capacities
us intent on changing the world that were unknown in the indi-
and creating a positive future. viduals. It isn’t that they were hid-
Rather than worry about critical den; they simply don’t exist until
mass, our work is to foster critical the system emerges. They are prop-
connections. We don’t need to con- erties of the system, not the indi-
vince large numbers of people to vidual, but once there, individuals
change; instead, we need to connect possess them. And the system that
with kindred spirits. Through these emerges always possesses greater
relationships, we will develop the power and influence than is pos-
new knowledge, practices, courage sible through planned, incremental
and commitment that lead to change. Emergence is how life
broad-based change. creates radical change and takes
But networks aren’t the whole things to scale.
story. As networks grow and Since its inception in 1992,
transform into active, working The Berkana Institute has been
communities of practice, we discover experimenting with the lifecycle of
1
3. emergence: how living systems be- these everywhere, it is not because
gin as networks, shift to intentional they’re a new form of organizing.
communities of practice, and evolve It’s because we’ve removed our old
into powerful systems capable paradigm blinders that look for
of global influence. Through our hierarchy and control mechanisms
work with communities in many in the belief that organization only
different nations, we are learning happens through human will and
what’s possible when we connect intervention.
people across difference and dis- Networks are the only form of
tance. By applying the lessons organization on this planet used
of living systems and work- by living systems. These networks
ing intentionally with emergence result from self-organization, where
and its lifecycle, we are demon- individuals or species recognize
strating how local social innovation their interdependence and organize
can be taken to scale and pro- in ways that support the diversity
vide solutions to many of the world’s and viability of all. Networks create
most intractable issues—such as the conditions for emergence,
community health, ecological sus- which is how life changes. Because
tainability and economic self- networks are the first stage in emer-
reliance. gence, it is essential that we under-
stand their dynamics and how they
Why we need to understand develop into communities and then
networks systems.
Researchers and social activists are Yet much of the current work on
beginning to discover the power networks displays old paradigm bias.
of networks and networking. In social network analysis, physical
And there is a growing recognition representations of the network are
that networks are the new form created by mapping relationships.
of organizing. Evidence of self- This is useful for convincing people
organized networks is everywhere: that networks exist, and people
from social activists and web-based are often fascinated to see the
interest groups to terrorist groups network made visible. Other net-
and street gangs. While we now see work analysts name roles played
2
4. The Berkana Institute
by members of the network or Western assumptions of how change
make distinctions between differ- happens that it often takes quite a
ent parts of the network, such as while to understand it. In nature,
core and periphery. It may not be change never happens as a result of
the intent of these researchers, but top-down, pre-conceived strategic
their work is often used by leaders plans, or from the mandate of any
to find ways to manipulate the single individual or boss. Change
network, to use it in a traditional begins as local actions spring up
and controlling way. simultaneously in many different
What’s missing in these analyses areas. If these changes remain
is an exploration of the dynamics of disconnected, nothing happens
networks: beyond each locale. However, when
• Why do networks form? What they become connected, local ac-
are the conditions that support tions can emerge as a powerful
their creation? system with influence at a more
• What keeps a network alive and global or comprehensive level.
growing? What keeps members (Global here means a larger scale,
connected? not necessarily the entire planet.)
• What type of leadership is re- These powerful emergent phen-
quired? omena appear suddenly and
• Why do people become leaders? surprisingly. Think about how the
• What type of leadership interferes Berlin Wall suddenly came down,
with or destroys the network? how the Soviet Union ended, how
• What happens after a healthy corporate power quickly came to
network forms? What’s next? dominate globally. In each case,
• If we understand these dynamics there were many local actions and
and the lifecycle of emergence, decisions, most of which were
what can we do as leaders, activists invisible and unknown to each other,
and social entrepreneurs to inten- and none of which was powerful
tionally foster emergence? enough by itself to create change.
But when these local changes
What is Emergence? coalesced, new power emerged.
Emergence violates so many of our What could not be accomplished
3
5. by diplomacy, politics, protests, or would do better to connect them
strategy suddenly happened. And to like-minded others and create
when each materialized, most the conditions for emergence. The
of us were surprised. Emergent skills and capacities needed by
phenomena always have these them will be found in the system
characteristics: They exert much that emerges, not in better training
more power than the sum of their programs.
parts; they always possess new Because emergence only hap-
capacities different from the local pens through connections, Berkana
actions that engendered them; has developed a four-stage model
they always surprise us by their that catalyzes connections as the
appearance. means to achieve large-scale
It is important to note that change: Name, Connect, Nourish,
emergence always results in a Illuminate (see Appendix). We focus
powerful system that has many on discovering pioneering efforts
more capacities than could ever and naming them as such. We
be predicted by analyzing the then connect these efforts to other
individual parts. We see this in the similar work globally. We nourish
behavior of hive insects such as this network in many ways, but
bees and termites. Individual ants most essentially through creating
possess none of the intelligence or opportunities for learning and
skills that are in the hive. No matter sharing experiences and shifting
how intently scientists study the into communities of practice. We
behavior of individual ants, they also illuminate these pioneering
can never see the behavior of the efforts so that many more people
hive. Yet once the hive forms, each will learn from them. We are
ant acts with the intelligence and attempting to work intentionally
skillfulness of the whole. with emergence so that small, local
This aspect of emergence efforts can become a global force
has profound implications for for change.
social entrepreneurs. Instead of
developing them individually as
leaders and skillful practitioners, we
4
6. The Berkana Institute
The Lifecycle of Emergence emergence is the development of
Stage One: Networks communities of practice (CoPs).
Many such smaller, individuated
communities can spring from a
robust network. CoPs are also self-
organized. People share a common
work and realize there is great
benefit to being in relationship.They
Networks: Discovering Shared use this community to share what
Meaning and Purpose they know, to support one another,
and to intentionally create new
We live in a time when coalitions, knowledge for their field of
alliances and networks are forming as practice.
the means to create societal change.
There are ever more networks and
now, networks of networks. These
networks are essential for people
finding like-minded others, the first
stage in the lifecycle of emergence.
It’s important to note that networks
are only the beginning. They are Communities of Practice:
based on self-interest: people us- Developing New Practices Together
ually network together for their
own benefit and to develop their
own work. Networks tend to have These CoPs differ from net-
fluid membership; people move works in significant ways. They are
in and out of them based on how communities, which means that
much they personally benefit from people make a commitment to be
participating. there for each other; they participate
not only for their own needs, but to
Stage Two: Communities of serve the needs of others.
Practice In a community of practice, the
Networks make it possible for focus extends beyond the needs of
people to find others engaged in the group. There is an intentional
similar work. The second stage of commitment to advance the field
5
7. of practice, and to share those
discoveries with a wider audience.
They make their resources and
knowledge available to anyone,
especially those doing related work.
The speed with which people
learn and grow in a community of
practice is noteworthy. Good ideas Systems of Influence:
move rapidly among members. New Practices Become the Norm
New knowledge and practices are
implemented quickly. The speed be done suddenly become chief
at which knowledge development supporters (often saying they knew
and exchange happens is crucial, it all along).
because local regions and the world Emergence is the fundamental
need this knowledge and wisdom scientific explanation for how
now. local changes can materialize as
global systems of influence. As a
Stage Three: Systems of Influence
change theory, it offers methods
The third stage in emergence can and practices to accomplish the
never be predicted. It is the sudden systems-wide changes that are so
appearance of a system that has real needed at this time. As leaders and
power and influence. Pioneering communities of concerned people,
efforts that hovered at the periphery we need to intentionally work with
suddenly become the norm. The emergence so that our efforts will
practices developed by courageous result in a truly hopeful future. No
communities become the accepted matter what other change strategies
standard. People no longer hesitate we have learned or favored,
about adopting these approaches emergence is the only way change
and methods, and they learn them really happens on this planet. And
easily. Policy and funding debates that is very good news.
now include the perspectives and
experiences of these pioneers. They
become leaders in the field and
are acknowledged as the wisdom
keepers for their particular issue.
And critics who said it could never
6
8. The Berkana Institute
Appendix
Berkana’s Four Stages for Developing Leadership-in-Community
Berkana works with pioneering leaders and communities using a four-stage
approach. This has evolved out of our understanding of how living systems grow
and change, and years of practice and experimentation.
I. Name
Pioneering leaders act in isolation, unaware that their work has broader value.
They are too busy to think about extending their work, and too humble to think
that others would benefit. Berkana’s first act is to recognize them as pioneers with
experiences that are of value to others.
II. Connect
Life grows and changes through the strength of its connections and relationships.
(In nature, if a system lacks health, the solution is to connect it to more of
itself.) Berkana creates connections in many different ways. We design and facilitate
community gatherings. We host networks where people can exchange ideas and
resources. Our collaborative technology supports communities of practice through
dedicated websites, online conferences, asynchronous conversations and co-created
knowledge.
III. Nourish
Communities of practice need many different resources: ideas, mentors, processes,
technology, equipment, money. Each is important, but foremost among these
is learning and knowledge: knowing what techniques and processes work well,
and learning from experience as people do the work. Berkana provides many of
these sources of nourishment but, increasingly, we find that the most significant
nourishment comes from the interactions and exchanges among pioneering leaders
themselves. They need and want to share their practices, experiences and dreams.
Creating opportunities for people to learn together has become our primary way
of nourishing their efforts.
IV. Illuminate
It is difficult for anybody to see work based on a different paradigm. If people
do notice such work, it is often characterized as inspiring deviations from the
norm. It takes time and attention for people to see different approaches for what
they are: examples of what the new world could be. The Berkana community
publishes articles, tells our stories at conferences, and hosts learning journeys
where people visit pioneering efforts, learn from them directly and develop lasting
relationships.
7
9. Margaret Wheatley is the founder of The Berkana Institute. Meg has
been working with people for many years to develop radically new
practices and ideas for organizing, where people are seen as the
blessing, not the problem. She is an internationally acclaimed
speaker and author of Leadership and the New Science, A Simpler Way,
Turning to One Another, and most recently, Finding Our Way.
Deborah Frieze is the Co-President of The Berkana Institute. She joined
Berkana in 2002 to help bring Berkana’s vision into the world. A few years
later, she co-founded the Berkana Exchange, a community of leadership
learning centers that are developing the capacity to solve their most press-
ing problems—such as community health, ecological sustainability and
economic self-reliance—by acting locally, connecting regionally and
learning trans-locally. She is a member of the Tipping Point Network, a
group seeking to catalyze a globally sustainable economy.
www.berkana.org
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