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As I grow as a school leader, every day is an opportunity for learning and growth. Working with my colleagues and my team, I know we can build a learning organization we all want to be a part of that both nurtures student innovation and learning. And as my professional learning continues, I will embrace the forward movement as I did as a teacher, fearlessly. At the end of the day, it is all about kids and they deserve the best. 
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In February of last year Maria Moraes Robinson (co-author of Holonomics: Business Where People and Planet Matter and Customer Experiences with Soul) and I gave our first Capra Course master class for the alumni network of Fritjof Capra's Capra Course. This series of masterclasses focuses on how to put the systems view of life into organizations …
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Fortunately, the progressive community grows more and more capable while rising to the occasion. There is much cause for hope as new thinking emerges that guides new action that may well be our only hope for saving our country. But far more than this nation’s future is at stake. The entire human community is threatened and we must rise to a challenge none of our ancestors ever faced and our descendants won’t be able to address in any meaningful way.
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A key question teams are asked when vetting their strategy is, “how did you protect against baking your assumptions into your analysis?” Via june holley
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Everyone knows that purpose is an important factor in human systems. In times of chaotic change, purpose is transformed. It becomes both more important and more difficult to capture. Single-minded, long-term purpose statements can lock us into behaviors that are maladaptive. They can blind us to emerging threats and opportunities. We observe this pattern of lock-in in all kinds of fanaticism, in obsolete products and organizations, and in individuals who refuse to adapt to change.
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In an earlier post, “Adapting Your Recruiting Process – It’s all about the View,” we suggested that system-wide patterns generated by an organization’s Ecosystem Dimensions offer a different view of a recruiting strategy. Deciding how to proceed in light of that new perspective can be perplexing. Navigating an organization’s existing procedures and processes is similar to opening a map, figuring out where you are and where you deciding where you want to go. We think thatMore
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From
hbr
Companies have long cooperated within their ecosystems, working with suppliers, partners, customers, and even competitors. But as the premium on innovating grows, especially for wicked problems—those with incomplete, contradictory, or changing requirements—more organizations are tapping the capabilities of new and far-flung partners. That such cross-industry collaborations can generate radical innovations is clear. How to build and run them is another matter.
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"There is no such thing as a dysfunctional organization." We were asked to comment on this statement. Here is our reply.
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We all deal with conflict, whether we like it or not. There are many ways to work through a difficult conversation, or find a settlement in negotiation. Some outcomes are more sustainable and satisfactory than others.
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Any time leaders try to introduce change into an organization they will be faced with the fear and conflicts of the people involved in the changes. In our series we've been talking specifically about digital transformation but it is true for any major shift. If these reactions and resistance to change are not managed they will remain real and present and disrupt the making of those changes.
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As McCambridge writes, “When conversations that are meant to advance the work of nonprofits get stuck, it can take years, even decades, to get them moving again.” So, how can we get—and keep—change-oriented conversations advancing? Most of us know from experience that when important conversations about our work get stuck in avoidant and self-referential loops, it delays our ability to advance social issues and even our day-to-day practices in our organizations. This is a well-tested tenet of systems thinking, which also advises us that in their tendency to resist change, systems often throw up false signals that detour and fatally delay change efforts. This requires that we remain attentive to the content of the conversations that are helping us to advance our work, and distinguish them from those that would retard progress. There is, of course, a good deal of literature about how we can understand and implement change, but much of it will reflect the following basic structure: What we have (contrasted against) what we want—and how to get from here to there.
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My guru Besol Lopez explained to me that there is no escaping this inevitability, especially in a VUCA world. VUCA, it turns out, is an acronym that perfectly describes the reality we live in, and the everyday situations that we are forced to navigate: Volatile, Uncertain, Complex and Ambiguous. According to Besol, the best response to VUCA – quite interestingly – is also VUCA: Vision, Understanding, Context, and Agility. By applying each response properly to the appropriate situations, leaders can become excellent problem solvers, regardless of what they inherited.
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Leaders around the world are challenged as they try to spread new ideas across organizations or throughout communities. They have found how difficult it is to get a whole system engaged to implement initiatives. Over time, different approaches have been tried to shape deep engagement for change. Most approaches asked each person or team to follow a “recipe” to implement the latest initiative. Often, however the recipe was not enough to bring about lasting change.
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When the focus is on mindfulness, authenticity and the expansion of consciousness, the facilitation of meaningful dialogue sessions can help groups of people discuss their core values, develop unity between diverse stakeholders, and can bring a deeper and collective sense of soul. For this reason I am pleased to introduce this guest article from Giles…
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Hazhir Rahmandad is the Albert and Jeanne Clear Career Development Professor and an Associate Professor of System Dynamics at the MIT Sloan School of Management. Hazhir’s research applies dynamic modeling to complex organizational problems. He has analyzed how organizations learn in the presence of delays between taking action and observing the results, and has shown through empirical data and simulations the resulting learning challenges.
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Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.
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Is your organization struggling? Understand it as an energetic ecosystem and uncover the roots of its challenges.
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If there is one book that has influenced my business thinking the most, it is Peter Senge’s “The Fifth Discipline – The Art and Practice of Learning Organization” and I have referred to it many times over past years on this blog. Written in 1990, the insights contained in this book are even
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Peter Senge's five characteristics of learning organizations comprise foundations that need to be acted upon by leadership.
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In the 1970’s James P. Carse published a book about the differences between what he called “finite games” and “infinite games.” Finite games are like bridge or soccer. They have definite rules, boundaries, timeframes, and judges to reinforce them all. There are players and observers. The roles are clear, and the purpose of the game is to win. On the other hand, infinite games are different. There are no definite rules or boundaries, timeframes don’t matter, and everyone plays. The roles change according to needs, and those who are engaged manage the play without a judge or referee. Ultimately the purpose of the game is to keep playing.
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From
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Disciplines of a learning organization https://t.co/bBVPYrpXeC #learning #systemsthinking #Senge #sketchnote https://t.co/g2nKpsjtqy
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