Over the past week I have witnessed many of my American friends wrestling with the demand for loyalty to the president of the United States. I recall this sentiment being very alive in the weeks after 9/11 as well; no matter how you feel about his politics, it is your patriotic duty to support the president. This sentiment was absent during the Obama years for the most part, with the exception of Democrats trying to hold Republicans to account. But partisanship is free from consistency. What is good for the goose is not at all what is to be expected …
As Bronagh Gallagher and I have been musing about our offering on complexity, facilitation and social justice, we have been discussing the shift in activism from ideology to evolutionary. Ideological movements try to coalesce activities and people along a line towards a fixed end state. Evolutionary movements start with intentions, principles and move outward in multiple directions along vectors. They adjust and learn as they go, and they both respond to and change their context. This nice post from Network Centered Advocacy capgtues what I’m talking about by first looking at how a lacrosse player’s artistry evolves in changing contexts …
This morning, I’m reading this article. It’s a review of two books charting the changes in fishing practices in the north eastern Pacific over the last century. I’ve been witness to some of these changes, directly involved as I’ve watch abundant fish stocks in British Columbia become concentrated in the hands of a few corporate owners, with most of the economic activity associated with those fish moving off shore. Fishing communities in British Columbia are a mere shadow of their former selves, our coastal waterways (and wild salmon migration routes) are dotted with farms that grow invasive Atlantic salmon using …
Continuing on from my post yesterday, I find that Henry Mintzberg has been up to his good, outraged trickster self, and has published a redux of what is wrong with Public Management as a whole: There is no one best way to manage everything. These practices have done their share of damage to many government departments, and beyond. Many corporations and NGOs have also suffered from what can reduce to a contemporary form of bureaucracy that discourages innovation, damages cultures, and disengages employees. In essence, the New Public Management seeks to (a) isolate public services, so that (b) each can …
Today a client emailed me with a small anxiety about setting up a meeting room in a circle. The work we will do together is about rethinking relationships in a social movement and the concern was that it was already unfamiliar enough territory to work with. Setting up the room in a circle might cause people to “lose their minds.” I get this anxiety, because that is indeed the nature of doing a new thing. But I replied with this email, because I’m also trying to support leadership with my client who is doing a brave thing in her calling: