in most of our leadership training work and our strategic work with Harvest Moon, we devote at least a half day to working with limiting beleifs using a process developed by Byron Katie called simply The Work. At its simplest, the work is a process of inquiring into limiting beliefs that are unhelpful in our work and lives. Such beliefs often include judgements, ideologies and other beliefs that prevent us from really seeing the reality we are dealing with. Some of these beliefs are so strong that we take them for granted – such as “Richard shouldn’t have punched Eric” …
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Somehow that statement is worth keeping nearby in my work. For me and everyone I work with. I spend a lot of time working with people who need or want to do something new. And no level of new work – innovation, boundary breaking, next levelling or shifting – is possible without failure. A lot of it. Much more often than not. Today, working with 37 leaders from human social services and government in our Leadership 2020 program, Caitlin asked a question: “How many of you have bosses that say it’s okay to fail? How many of you have said …
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I’ve been working in the world of program development with a lot of complexity and innovation and co-creation lately and have seen these three terms used sometimes interchangeably to describe a strategic move. As a result, I’ve been adopting a more disciplined approach to these three kinds of activities. First some definitions. Taken explicitly from Cynefin, a probe is an activity that teaches you about the context that you are working with. The actual outcome of the probe doesn’t matter much because the point is to create an intervention of some kind and see how your context responds. You learn …
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Caitlin and I are hosting a learning process for the Vancouver Foundation which has brought together 11 people from community foundations around BC. We are trying to discover what kinds of new practices community foundations can adopt to roll with the changing nature of philanthropy and community. It’s a classic complexity problem. The future is unknowable and unpredictable. Data is plentiful but not helpful because context trumps all. There are competing experts with different hypotheses of what should happen. These twelve people are brave. They’re willing to be the innovators in a sector that is by nature fairly conservative when it comes …
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One of my favourite concepts from the complexity world is the fallacy of thinking that comes from the truth of retrospective coherence. The mistake is that, because we can look back in time to understand causes of our current condition, we can therefore see forward in time and affect the causes of a future condition. Complex systems are emergent, so we can never be sure what the future holds, regardless of how well we can trace how we got here. Despite the fact that it is illegal to sell an investment instrument without the warning that “past performance does not …