This short video gives me that spinal shiver we humans get when ‘awe’ is present. When’s the last time you’ve felt it? What moves you? What draws on your desire to be in life? Who are you not to stand up to what is your own momentum into amazing, incredible, awesome!
We have a ‘responsibility to AWE’.
Creating more grounded transformative work is done by formulating a collective research process that builds shared capacity. If done well, an emerging social system moves itself (self adaptive) into momentous collaborative action.
CREATING SOCIAL INNOVATION – RESEARCH STAGES
Asking powerful questions within dynamic interactive feedback loops is key to establishing a foundation for the collective to stand on. Some general advice about how to do social research is as follows:
Inquiry: Starting everyone of my questions with ‘open ended’ question words including the 6 ‘W’s: WHY is it this way, WHAT is it exactly, (w)HOW does it work, WHO is involved, WHEN is it enacted, WHERE does it reside or show up. In this way, your research will expand from isolated assumptions into broader understandings and improve data outcomes.These are my 3 stages for developing new insight and interpretation for social innovation. They are based in the understanding of collaborative learning and design.
Next you will need to put your research to the test; not just proving whether it is true or not, but also (and even more important), using your synthesized research to enable social action – a community of practice.
COLLABORATIVE LEARNING – TURNING INFORMATION INTO SOCIAL ACTION
A more challenging but (in my view) more fun part of development, is enabling your research into a ‘social performance’ process for creating social capital and social innovation. This is done through 3 phases as follows (note ‘phases’ are different than ‘stages’):
Here is the related article that describes these phases, called Social Innovation: a 3-Phase Transformation Process.
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ADDITIONAL SUPPORTING ARTICLES:
Concentrix Management (CM) is a model for distributing and managing information with the intent to cross pollinate ideas and concepts across sub-groups so that each part of the system knows about the ‘whole’ (of which all working groups within it reside) without overloading any one person.
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We are each at the center of our own Universe.
How does yours relate to mine?
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CM is an important communications tool that allows innovation to emerge with an enterprise. It is a way of distributing (rather than isolating) knowledge capital within an organization. It is based on new physics theory that proposes there are infinite centers to the Universe. Thus each of us defines our own unique perspective; one that is partial and necessary within an infinite whole. At the same time, each of us carries responsibilities for identifying with other unique parts, thereby sharing knowledge both within our own group(s) also with others that are beyond the boundaries of our group’s identity. These ‘crossings’ are otherwise known as COMMUNICATION.
Thus, CM allows for broad levels of interdependent knowledge sets to be transferred and stored within different sub groupings (such as divisions, committees, etc.) of a greater whole (such as a company, community, or other organizing fractal). This interdependent webbing process creates an inherently more sustainable system than one which isolates knowledge through traditional proprietary or need-to-know behaviors. It encourages relationships through shared trust rather than through today’s more traditional ownership method for containing knowledge. The result is an enterprise that is not only more resilient to change, more innovative, and responsive to its surrounding environments and markets.
Using CM, a company’s behavior becomes ‘morphic’ (new myth) rather than ‘phoenix’ (old myth) oriented by nature, meaning that the whole-system can now shift itself from one state of being into another without a physical death in between. Just as the phoenix bird needed to die in order to generate new life (old myth), instead now our organizations can begin to rebirth themselves more like a caterpillar does as it changes into a butterfly (new myth).
CM also addresses community size issues and helps to incorporate aspects of human(e) behavior that collaboration tools do not address well. Tools look at ‘informational relationships’ and not ‘communal relationships’. You know; that (de)humanizing part we keep trying to avoid? This model keeps groups small and safely interactive, even when the overall size of the community gets large. This approach can be applied to create safe environments so that all are heard, not just a few, while also generating a communication system that keeps everyone within their bandwidth of time to manage. It also helps to accelerate knowledge creation through the differential learning that occurs across groupings.
Essential for this type of transformation, is ‘Concentrix Management’, which allows the enterprise to unlock itself from a common center, way of thinking, or method of behavior.
CM Fundamental Architecture
A Guide tool for generating collaborative corporate principles, strategy, and realizing integration of Community Domains
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Formulating group alignment flow-structures :
Social Innovation:
A Three Phase Transformation Process
Collaborative Design:
Methods for Developing Social Capital
Combining integrity flow principles :
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Fundamental Strategy Developments
1- CM provides method for delegation of responsibilities
2- Ideas relating to ‘Building Sustainable Learning Communities’ using concept of creating a ‘Sustained Technology Renaissance’ for the 21st century.
3- Decision Making Process Chart : 1-What, 2-Time Frame, 3-Considerations, 4-Costs, 5-Team(s), 6-‘Fluential Resources (input/output)
4- Method(s) for reporting: (i.e. communication to other stakeholder individuals and teams
5- An info-structure based on communication
6- Project investment strategy to be based on value-add money sourcing
7- Open door policy (contracts describe alternative view … privacy yes, proprietary no)
8- Description of an RTC Free Agent
9- Allow agreement
10- Whole-part-whole cycles of a meeting
11- A mediation process for when issues are not resolvable within supporting spheres (managed by main RTC large sphere)
12- Use of business template to account for time and money and people issues
13- A protocol guide generated by multi-sphere collaboration, managed by main RTC large sphere)
14- Permission for groups to dissolve (core pod as example)
15- Feedback learning loops that includes a synthesis stage: experiment (source of innovation), evaluate (based on the question), correct (no absolute answers)
16- Tactical (immediate term activities) vs strategic (long term envisioning)
17- Communication Tools: Virtual: Use of collaboration tools such as Google Groups, Sites, and Docs for online communications, Physical: every Wednesday is an open-technology meeting to align CM ‘fluential spheres
18- Board’s responsibility/role
19- Relationships (circle) and strategic development (triangle)— fractal nature (one in the many in the one) spherical onion-like ( center 1 -> first layer 12 -> second layer 44)
20- Multi-centered organization
21- 12 cells around 1 cell (total of 13 centers)
22- Simplest form of company (internal community)
23- Each of 13 cells responsible for/to 12 other cells within company, first layer of onion
24- Simplest form of stakeholder relations (external relations)
25- Each of 13 cells responsible for/to 44 cells outside of company, second layer of onion
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Concentrix Management and Collaboration Structures
(Items in the Package)
– FUNDAMENTALS: rules?, and/or principles of CM (must be simple and no more than one page) (dot in center)
– TASKING: time, money, resources, people chart/array
– COMMUNICATIONS: people responsibility connection map/matrix
– 3BL (triple bottom line): Conceptual tools for integrating sustainable management into planning and practices
– ORGANIZATIONAL LEARNING: practices, schedule, procedure, principles for collaborative learning experiences
– Individual Sphere meetings use Learning Circle process diagram
– Individuals from each group are self-selected as responsible for each other group to report and note other group alignment issues
– Sphere PROTOCOLS
– PROCEDURAL: Individual – Each sphere creates and manages their own protocol procedure doc and make it available to all other spheres
– REPORTING: Collective spheres- All spheres together decide on a common reporting template to be used by all spheres for cross-sphere reporting (monthly or weekly) RTC sphere manages it)
– Both single and group of spheres meets on a Common day for all meetings, Monthly Learning Exchange Market, Weekly Spheres Meetings: (except for day of exchange market)
– Groups are responsible to each other via listserv reporting and scheduling
– Cross-pollination of spheres done by each individual in each sphere choosing 1 or more other spheres to connect with someone in those spheres (not necessarily facilitator for they are merely a focal point for delegation, report holding, etc
-Organizational charting
– Global circle people connections (org-like) chart goes with individual spherical org chart
– Global hierarchical task chart describing basics: what, time, costs
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Keys to concentrix management strategy development:
– how to create a learning exchange marketplace (dynamic process)
– organizational geometries (dynamic structure) [a future study]
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Collaboration structures often used (4 primary types)
Type 1: CONVERSATION CAFES
Conversations done irregularly (1 to 2 month window), for individuals … company staff & external stakeholders, the blood/fluid of the organization, amorphous [process/flow], 13×12=156 maximum number of employees
Type 2 : POD CLUSTERS
Meetings done weekly at same time, for company group relations, the emotions/personality of the company boundary(s) [patterns/identity], 13 fixed groups of spheres
Type 3: COLLABORATORIES (or Colabs)
Held monthly, all involved, (for whole company, managed by 13 self-selected facilitators) the body/shape of the organization, crystalline [structure/constructs]
Type 4: CHARRETTE ACCELERATORS
For internal/external stakeholder alignment, provides the conscious movement/direction, managed by OL team, the spirit/essence of the organization [wholeness, integration of structure, pattern, process]
I wonder why so many design initiatives are so data and information constrained.
What about actual human behavior and how to apply its chaotic nature into rational logistics? Where we need to go to move beyond rational design? How do our relations integrate into information from a design perspective?
Imagine how the concept of ‘resiliency’ ties into an understanding of sustainability through the ‘supply chain’. Imagine reforming our concept of ‘supply’ to eliminate the ‘chain’ but still keep the connection. What, for example, would a fractal supply network look like? A design ecology without the bondage of chains – what would it look like?
How might we build a prototype or model of resiliency based on fractally-scaled micro-feedback loops that don’t break the supply chain in times of crisis, but rather undo links that leave them desiring to be reconnected – they intelligently seek new supply nodes to hook up with. I can foresee this approach would redefine ‘resilience’ to align with ‘opened-intelligent-capacity’. I wonder what the code would look like?
These quick simple video animations and article bring some meaning to three points that I feel are crucial in healthy ‘whole-system’ design, and brings the term ‘social innovation’ to a brighter light:
1- Irrational response mechanisms in the body – how can we apply them in design?
2- Human centered design – rather than data/information centered design
3- Humanizing problems through evolved engagement – design solutions MUST include better ways to increase engagement, even more so than improve the information
Click here for more articles on Social Innovation.
Discovery Colabs can be either physical or virtual and have nearly the same top level process configuration. However, the online tools used for a physical onsite session are quite different than those used in a virtual online session, which are described in a different presentation. Contact me for more information.
A Colab is a facilitated group experience specifically designed to create the necessary conditions for intensively creative and productive activity. It can be either physical, virtual, or both.
As implied in the name, Collab-oration refers to a group working together as a unified whole, rich in diversity, celebrating the variation in points of view, experiences, personality types, expertise and work styles.
The Lab-oratory component of Colab refers to an environment where participants can make discoveries and be highly creative. Underlying the entire design of the experience is the intention of creating a community of individuals who will work together as a coordinated whole for achieving a mutually created vision/goal.
The mechanics of a Colab involve a series of facilitated work sessions – all carefully crafted to build one upon the other and to foster intensely productive and creative insights, solutions, plans, etc. The outcome of each work session and, ultimately the outcome of the entire multi-day event, are a direct result of desired outcomes pre-specified by principals and stakeholders.
Below is a general definition of the future ‘scope of work’ that will be included within the actual proposal, to be presented at a later date.
What Happens Before The Colab?Critical information that needs to come from the core team:
A typical Colab is structured into three parts – Pre, During, and Post. The ‘Pre’ period is a time for gathering information. The ‘During’ period is the actual Colab event itself. The ‘Post’ period is the time when outcomes turn into delivered activities and is crucial for a Colab’s success. It is often where focus fades and breakdown occurs. The facilitator’s job is just as important during this time. As a rule of thumb, each actual Colab event day requires about two to four man-hour days of development time.
The word “Colab” represents two vital aspects of a facilitated group experience:
Knowledge capture: We document key information during the Colab event using various content mapping methods to capture the essence of insights and activities that emerge during your CoLab event. These materials will be made available online as an essential resource for post Colab developments (otherwise known as the “Continuum”).Outcomes: Core values and vision shared by the organization and stakeholder community
Outcomes: Develop the organization’s highest level goals and how it will be organized
Outcomes: Timeline of milestones, critical steps, resources needed, and responsible people
Document key information during the Colab event using various content mapping methods to capture the essence of insights and activities that emerge during your Colab event. Make these materials available online as an essential resource for post Colab developments and continuation.
Ensure that the agreements, ideas, discussions, wisdom, knowledge, learning, skills and memories, etc, are preserved in a format that allows for continued development and evolution. The outcomes of the event need to be a web-based synthesis, put into a storybook form, that shows the generation of the Colab including: graphic imagery, all white board notes, group creations, vision and strategic outcomes, and videos and audios of key Colab sessions. Graphic recordings of meeting minutes with real-time graphic representations of discussions, ideas, agreements.
How To Design The Colab ProcessIt is suggested that you get commitment from your group for its ongoing success by setting up customized quarterly reviews, secondary sessions, online collaboration tools, extended organizational and business modeling, coaching, and/or outside council. We will help you design a program that works.
To ensure that the agreements, ideas, discussions, wisdom, knowledge, learnings, skills and memories, etc, are preserved in a format that allows for continued development and evolution. Make your event outcomes web-based with the primary objective of synthesizing your work. Going through a synthesis process is where you gain huge results.
Put your outcomes into a storybook form that shows the generation of the CoLab™ including: graphic imagery, all white boards notes, group creations, vision and strategic outcomes; videos and audios of key CoLab™ sessions. Graphic recordings of meeting “minutes” with real-time graphic representations of discussions, ideas, agreements.
Be committed to your ongoing success by providing regular reviews, secondary sessions, online collaboration tools, extended organizational and business modeling, coaching, and council as needed for your team members.
Contact Vic by email for more information.
