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 …
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A small elevator speech I shared on the OSLIST yesterday: Self organization works by a combination of attractors and boundaries. Attractors are things that draw components of a system towards themselves (gravity wells, a pile of money left on the ground, an invitation). Boundaries (or constraints) are barriers that constrain the elements in a system (an atmosphere, the edges of an island, the number of syllables in a haiku) Working together, attractors and boundaries define order where otherwise there is chaos. We can be intentional about some of these, but not all of them. Within complex systems, attractors and constraints …
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Dave is working on a theory of change, which I think is a good thing. In this latest post he has a nice summation of the way to move to action in complex situations (like cultures): So where we are looking at culture change (to take an example), we first map the narrative landscape to see what the current dispositional state is. That allows us to look at where we have the potential to change, and where change would be near impossible to achieve. In those problematic cases we look more to stimulating alternative attractors rather that attempting to deal …