Martin Luther King’s famous “I Have a Dream” speech is best known for his statements of possibility and the energy with which he concluded his remarks. It is a compelling call to purpose, to a world in which the future is only currently imagined. It provided a generative image of what is possible, if not what is attainable, and it did what a good purpose does: it helped take the place of a charismatic leader. Internalized, that purpose drives the movement.
When I was up in Whitehorse last week I got to spend time with folks from the Public Service Commission discussing a project that would see us looking at discriminations in the workplace from a complexity angle. Using Cynefin and SenseMaker(tm), we hope to understand the ways in which the landscape of discrimination shifts and changes over time so that the PSC can make wiser decisions about the kinds of initiatives it sculpts. One of the problems with diversity initiatives in the public service (in any large public organization really) is the feeling that they need to be broad based …
In the last year of applying Cynefin theory to my practice I’v e made a few conclusions about things. One of these is that what Dave Snowdon calls “pattern entrainment” is probably our achilles heel as a species. Pattern entrainment is the idea that once our brains learn something, it is very difficult to break that knowledge. And while we may be able to change our knowledge of facts fairly easily – such as admitting a mistake of a factual nature “you’re right, there is no 7:30 ferry after all!” – changing the way we make sense of facts is …
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 …
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 …