How Knowledge Drives Innovation

Knowledge Drives Innovation
This article is a summary of a 45-minute presentation I’m now offering to various conference audiences.

A couple of years ago, I shifted the focus of my consulting business from knowledge management (for which executive enthusiasm is definitely on the wane) to innovation. It didn’t take long before I realized the two are inseparable: Knowledge and imagination are the primary drivers of innovation in organizations. This article shows the connection between knowledge and innovation, and why KM competencies and capacities are essential to any organization aspiring to be innovative.

I should probably start with a definition of innovation. Mine (adapted from the Doblin Group’s) is:

Innovation is the collection, assessment and implementation of ideas to transform an organization’s:

  • Products: product attributes (what it consists of), product performance (how it works), or product platform (how it’s offered);
  • Processes: internal or customer-facing processes, alliances, or technologies;
  • Customer Experience: service, delivery channels, brand, or ‘wraparounds’ (the extras it offers customers, such as a connected and helpful community of passionate users); and
  • Business Model: how it makes money (or at least covers its costs)

The world’s most innovative companies, such as WL Gore, have created processes, systems, practices, and organizational structures that enable them to innovate continuously, as part of their organizational culture. Such companies are, alas, few and far between. But they are also, not coincidentally, among the world’s most knowledgeable companies: knowledgeable about how the world works and what’s happening in markets and sciences and arts far removed from their core business. They are less concerned with what is happening in their own markets and industries because they are leaders — their competitors are constantly kept off-guard by their innovations and struggling to know what these innovators know. Copycat products, repackaged products and incremental improvements are not innovation.

This chart summarizes the high-level complex-system innovative process (understanding; engaging customers, co-workers and communities; organizing; imagining; designing; experimenting; realizing; and, throughout these other seven steps, continuously paying attention, listening, observing, exploring, discovering, inquiring and canvassing) that most innovative companies use. Knowledge continually informs each of these eight steps in the process.

This chart contrasts the information flow in traditional organizations (top) versus innovative organizations (lower graphic). Innovative organizations are constantly scanning broadly for new ideas that can be adapted for innovative purposes. Their ‘information professionals’ job is to ‘make sense’ of the information from both primary (interviews and surveys) and secondary (Internet and information media) sources. These organizations share what they learn as a matter of course, in the knowledge that sometimes brilliant innovations come from serendipitous learnings. And these organizations engage their customers in continuous dialogue, to co-develop solutions through a knowledge exchange of needs and ideas.

The graphic at the top of this articles represents the knowledge-powered innovation process we helped put in place at one of our clients. This client was facing fierce competition from inexpensive offshore manufacturers, and they knew that if they didn’t innovate they would die. The process includes these twelve key components, most of which are knowledge-driven:

  • Current State Innovation Assessment: A comparison of the organization’s current innovation processes compared to leading practices and compared to the high-level complex-system innovation process described above. A number of process improvement ideas came out of this assessment.
  • Differentiation Assessment: Competitive intelligence was used to create a strategy canvas comparing the company’s key competitive advantages and disadvantages with those of its major current (and threatening) competitors. This assessment drove some major changes to the organization’s strategy, and how it decided to differentiate itself through a series of innovations.
  • Innovation Training: Teaching all employees of the organization how to participate in making the company more innovative.
  • Innovation Lab: The creation of an opportunity for employees to ‘play’ with ideas and surface and explore potential innovations. This lab started with a summary, provided by management, of What’s Keeping the CEO Awake at Night, the key challenges and risks the company was facing. Employees were given a set of tools and resources on their desktops and in a designated area of the plant, to play with, to see if they could resolve some of these challenges and risks. Most important, they were given paid time and permission to ‘play’. 
  • Idea Markets: Using a form of Open Space (much like the Collective Complex-Environment Problem Resolution Process summarized in this article), employee groups and key customers co-developed solutions to some of the organization’s most pressing problems and customers’ identified unmet needs.
  • Customer Anthropology: We taught the customer how to invite themselves to observe key customers’ use of their (and their competitors’) products, and how to conduct that observation using leading-edge customer anthropology techniques.
  • Need/Affinity Matrix: Drawing on the customer anthropology learnings, they created a Need/Affinity Matrix summarizing key unmet needs and customer segments that had those needs, as part of the process of assessing the market for innovations.
  • Think the Customer Ahead Sessions: Events were planned to which ‘pathfinder’ (leading edge thinker) customers were invited, to explore (a) what’s keeping customers’ CEOs awake at night, (b) key trends and market changes affecting these customers, (c) how these customers’ customers’ needs will likely evolve in the near future as a result, and (d) consequently, how these customers’ needs for our client’s products will likely evolve. Nothing quite like seeing the future now.
  • Seeing What’s Next Program: The organization’s researchers were taught to identify and surface future changes likely to affect the company, drawing on the Seeing What’s Next sources suggested by Drucker, Porter and Christensen. 
  • Continuous Environmental Scan: The researchers were also taught the key steps to conducting a continuous environmental scan: (a) identifying a broad range of primary and secondary sources to read, track and survey regularly, (b) assignment of knowledgeable staff to interpret and summarize information from these sources, (c) compilation of these interpretations and summaries into an internal Ideas Newsletter, and (d) conducting regular Implications Sessions to discuss the ideas and opportunities presented by the ideas in the Newsletter.
  • Tapping the Wisdom of Crowds: We hope eventually to establish a process for canvassing the ‘crowd’ (a selected group of employees, customers and trusted advisors) using a Wisdom of Crowds process that will provide the client with a sense of which innovations are most likely to be successful, which risks are most likely to be problematic, and which learnings are most likely to be important to the organization’s future.
  • Imagineering: We taught the client how to ‘imagineer’: (a) creating a ‘story’ for each innovation idea to help envision how it could work, (b) combining and aggregating innovation ideas together into logical ‘service offerings’, and (c) using a combination of imaginative and critical thinking to explore and qualify (or disqualify) each innovative idea. This process proved to be very effective for filtering and prioritizing the ideas that surfaced from the various innovation programs described above.

The final step in the innovation process is the rigorous stage-gating process (to ensure the ideas, no matter how intriguing, are strategic and economically feasible), and an equally rigorous commercialization process, to take the successful ideas from the drawing board into reality and operation.

I think it’s pretty clear that good knowledge processes and resources are not only advantageous, but absolutely essential, to most of the twelve innovation activities described above.
Many large organizations are surprisingly un-innovative, perhaps because with a large market share and shareholders demanding double digit annual increases in profit they can’t afford the investment in lead time to bring true innovations to market. This is why innovation is the entrepreneur’s most valuable competitive advantage. A combination of good sources of knowledge and people with great imaginations, channeled into some or all of the twelve innovation activities described above, can help any company powerfully differentiate itself from competitors and disruptively innovate the industries in which it operates. There isn’ta better formula for success.

Posted in Working Smarter | 3 Comments

Ten Ways to Take Better Care of the Land

Olympic 2
I attended a free seminar today on Stewardship: Caring for Your Land, put on by the Oak Ridges Moraine Foundation and the local Conservation Area authorities. It wasn’t enough to overcome my discouragement at being able to stave off suburban sprawl and pollution in our currently idyllic Caledon, but it was educational. Here are ten things I learned, lessons that, at some scale or other, all of us can use to make the piece of land we call home a little more natural, more inviting to wildlife, and a healthier place to live:

  1. Plant trees: Find out what species of trees are native to your area and plant lots of them. In many places you can get them cheap from conservation authorities, especially if you plant them small, and native trees require relatively little maintenance to thrive.
  2. Create a low-maintenance native garden: There are lots of native flowers and plants that look quite lovely, some of which can be harvested as herbs and medicinals. Native species don’t need watering or (much, if you use wood chips and mulch) weeding or fertilizing. Some are especially attractive to butterflies, birds (native berries particularly) and other wildlife. So you work less and have more to enjoy than planting high-maintenance ‘imported’ plants.
  3. Get to know your land and the land in your community: Find out what the area looked like before it was settled. Learn to recognize trees and plants in parks, fields and wetlands, and which are native to the area. Discover and help protect areas near you that are kept in their natural state. They are not ‘idle, wasted’ spaces — they are an integral part of the history of your community.
  4. Teach your children: The education system rarely takes the time to teach us about the land we live on — even biology is textbook, abstract learning. Appreciation and understanding and respect for the land is a critical life skill, and because it’s live and hands on it’s fun to learn.
  5. Avoid fertilizers, herbicides, pesticides and watering as much as possible: Not only is this a lot of work, expensive, hard on the environment, and in the case of herbicides and pesticides, bad for your health and that of other living creatures, the need to do it indicates you have too much non-native lawn and plants. Look for types of grass and plants that don’t require fertilizing, watering and toxins to thrive in your area.
  6. Don’t get spooked by ‘standing water’ type warnings: Ponds and other natural areas do allow mosquitos and other pests to breed, but they also attract birds and other creatures that eat mosquitos. When they say to eliminate standing water to combat West Nile, they are referring to water collecting in e.g. wheelbarrows and clogged eavestroughs, not ponds.
  7. If you like woodwork, research how to make and maintain birdhouses and nesting boxes for different species, and take this up as a hobby.
  8. Use native conifers instead of fencing for windbreaks and property line markers.
  9. Ask the experts: In many jurisdictions, authorities on natural landscaping, permaculture, native species and gardening are more than willing to advise you, often without charge. Take advantage of them.
  10. Do nothing!: In many cases letting nature take its course is better than well-intentioned intervention. I learned for example that all the branches that blew down in the recent wind storm are better left in a pile down by the pond than carted away — they provide habitat and nourishment for many creatures, and will soon return to the soil andbecome part of the natural ecosystem.
Posted in Collapse Watch | 3 Comments

How Do You Keep the Music Playing?

Maybe it’s the season, but a lot of the relationships of people in my social circles seem to be falling apart these days. Ever since I started reading Tom Robbins’ books, I have been struck by the enormous challenge that he describes in many of his books: How to make love last.

Peter SteinerA couple of years ago, Robbins wrote an article in Harper’s called In Defiance of Gravity (it’s also included in his book Wild Ducks Flying Backward). In it, he describes his personal experiences with near-suicidal depression, and how he was able to pull himself back from the brink of what he calls Weltschmerz (world-weariness) The trick, he said, was to rediscover playfulness, or what the Tibetan Buddhists call Crazy Wisdom — “the wisdom that evolves when one, while refusing to avert one’s gaze from the sorrows and injustices of the world, insists on joy in spite of everything”.

At the time, I wrote this about Robbins’ article:

Robbins says the epitome of Crazy Wisdom is the cat. I have seen cats of all ages, cats of amazing wisdom and style who otherwise show themselves to be cunning and astonishingly self-sufficient, chase a piece of string dragged by a child around the house for an hour or more, indefatigably and with enormous concentration, creativity and energy. What is the purpose of this unexpected playfulness? Is this the cat’s way of discharging the tension and anxiety that preoccupies her more sombre and sober moments? Is it her way of teaching the child (or the adult, since I get great pleasure from such games, at least until some intrigued child coaxes the string away from me to learn more about this magic trick) important lessons about instinct, about reflexes, about strategy, about the need for play, and a hundred other lessons we are too besotted with Weltschmerz to appreciate?

Perhaps that rediscovery of playfulness is also the secret to making love last. Expecting us to love one person forever, come what may, is demanding a lot of us, and arguably unnatural. Popular music is full of references to this challenge:

You’re here, what if you weren’t, what would have happened to me?
That candle, unburnt, is history
One thing I guess this place would be a mess
For my standards at best are undemanding, and that takes some understanding.
Still here, but what if we weren’t, where’d you think I would be?
For love I have learned depends on geography
Fortune found us when all around us,
Half the couples we knew were disbanding, and that needs your understanding.
And do you know even when we disagree, and freedom holds out a hand to me
You know I would never want to be without your company.
We have reached an understanding…
— Everything But the Girl, Understanding

But every morning I wake up and worry what’Äôs gonna happen today
You see it your way and I see it mine but we both see it slipping away.
You know we always had each other baby; I guess that wasn’Äôt enough.
— The Eagles, Best of My Love


Look at us baby, up all night tearing our love apart
Aren’t we the same two people who lived through years in the dark?
Every time I try to walk away something makes me turn around and stay
And I can’t tell you why.
Nothing’s wrong as far as I can see; we make it harder than it has to be.
— The Eagles, I Can’t Tell You Why

First you make believe I believe the things that you make believe
And I’m bound to let you down
Then it’s I who have been deceiving, purposely misleading
And all along you believed in me
So we circle around one another, playing a guessing game
Strangers at this masquerade, pretending to know each other
We strain to catch a name, and never see the mistakes we must have made
— James Taylor, BSUR


and my favourite:

How do you keep the music playing? How do you make it last?
How do you keep the song from fading too fast?
How do you lose yourself to someone and never lose your way?
How do you not run out of new things to say?
And since we’re always changing, how can it be the same?
And tell me how year after year, you’re sure your heart will fall apart
Each time you hear his name
I know the way I feel for you, It’s now or never
The more I love the more that I’m afraid
That in your eyes I may not see forever, forever.
If we can be the best of lovers, yet be the best of friends,
If we can try with everyday to make it better as it grows
With any luck, then I suppose, the music never ends.
— James Ingram, How Do You Keep the Music Playing?

Lots of wishful thinking but no magic secrets there. The advice we often get is not particularly encouraging: It takes a lifetime of hard work. You have to compromise, not expect too much. You need to be forgiving. You need to give space.

When I was younger, breakups were tempestuous, and usually provoked by an indiscretion. But now, its just as if the force of gravity that held couples together has been repealed, and they’re just drifting apart. Relationships are ending not with a bang, but with a whimper.

Perhaps this is nothing new. Maybe it’s been going on for generations and its just that, when you reach a certain age, you start to notice it, you see through the thin veneer and pick up on the signals and tones of estrangement.

The pragmatist in me says that you don’t try to “keep the music playing” — when the music stops, you acknowledge its end to your dancing partner and move on. The idealist in me says that the problem isn’t trying to make feelings of love with one person last, it’s that we don’t love enough people throughout our lives so that, when one love wanes, there are dozens of others to keep us loving. Because I do believe that without love we are nothing.

If we loved more people, freely, openly, would we feel less grief at the loss of love from one person? I’m not so sure. We might, however, be able to cope with that loss better, because we would see and feel love as an abundant and indefatigable resource. In our terrible modern world where love is treated as a scarce resource, jealously guarded and limited to one person at a time (and in some societies, to one person in a lifetime), its loss is inevitably more profound in its impact on us.

Here’s an analogy: People with enormous financial wealth don’t worry much about losing a small part of it. People with no wealth at all, when they acquire something briefly and easily, don’t worry about losing it — easy come, easy go. It’s those people who have just a little wealth, acquired with difficulty and all tied up in one thing, who feel the greatest stress and grief and sense of loss when it suddenly disappears. Is it the same with ’emotional wealth’? Is that why some people who have lost love become unable, or refuse, to love again?

What do you think? How do you keep the music playing? Is more playfulness the answer, and if so, how do we engender that? Is it even important to keep the music playing? And do you see “half the couples you know disbanding” (disengaging psychologically if not legally), or is it justme?

Cartoon: By Peter Steiner from The New Yorker, in the Cartoon Bank.

Posted in Our Culture / Ourselves | 7 Comments

Links for the Week – October 14, 2006

Complexity Visualization
This week, nine articles/videos that are hard to categorize, but very important in what they tell us about how the world works and what we can do to understand and cope with it better.

Presenting Single Frames Onscreen: Idiagram produces single frame diagrams (an entire presentation, that would usually be represented with a whole series of graphics and slides, is captured in one massive graphic) online in such a way that, when you scroll over each of the elements of the overview graphic (top image above), the details of that component of the process appear (bottom image above). The challenge with single frames is that they can fill entire walls of a room, so they couldn’t be displayed on a computer screen — until now. This particular single frame is about coping with complexity, and, though I don’t agree with the authors’ overall view on this, the ‘implement’ part represented by the lower image above is right on. Thanks to Anecdote for the link.

Complex Decision-Making in Action: Driving in India: Also from Anecdote, a fascinating video showing the tacit rules for driving in India’s bustling city streets (read the user comments below the video for an explanation of the ‘rules’). It’s a self-managed system for coping with complexity and, surprisingly, it works.

YouTube and Google Video Show What’s Really Happening in Iraq & Afghanistan: As reported in the NYT, YouTube and Google Video (soon to be one combined service) is a good place to find videos of what life is like in the war-torn world, including insurgent attacks on US and NATO forces. But self-censorship is rearing its ugly head, with Google taking down videos when people who can’t handle the truth (or propaganda that is not US government propaganda) complain.

Last Nail in the Coffin for the US Environment: As if the Bush Administration’s anti-environment stance, deregulation and non-enforcement of existing regulation wasn’t bad enough, local ‘property rights’ groups, with the support of an anti-government judiciary, are enacting laws that make it impossible (illegal, in fact) for government to enforce any environmental regulations that affect private property or private property values in any way. So even if the US does elect a government that cares about environmental protection, it will be unable to re-enact or enforce environmental regulations.

The Tipping Point: A Visual Demonstration: A wonderfully-crafted and moving YouTube video about ‘free hugs’ shows how public sentiment reaches a tipping point and then shifts dramatically as a result of it. Google is censoring this one too, so catch it while you can. Thanks to Kenn Melvin for the link.

Why People Watch Reality TV: In response to my question in a recent post on why people watch this crap, Craig De Ruisseau points us to this survey in Psychology Today. If they’re right, it’s even worse than I thought — not only do people find watching others get humiliated entertaining, they long to be famous (and humiliated) themselves. Sounds like masochism to me (but then so does voting for Bush).

Another Encouraging Research Result for Probiotics: The CBC reports on another study supporting the value of probiotics (essentially, ingesting selected bacteria to replace the bacteria thatnormally live and process food in your gut) in treating inflammatory bowel diseases (I have ulcerative colitis) and related auto-immune hyperactivity diseases. This report is more positive than an earlier CBC report. Thanks to Doug Alder for the link.

MRSA, The Latest Epidemic Disease You’ve Never Heard of: Also from Doug, another report on MRSA, the flesh-eating bacterial disease that resists antibiotic treatment (thanks to our society’s absurd overuse and over-prescription of antibiotics). The Wired report notes that MRSA is now responsible for half of all skin infections treated in U.S. emergency rooms. The CBC is also reporting on this epidemic.

Lou Dobbs on the Disenfranchisement of the Middle Class: CNN’s Lou Dobbs vents anger at corporatist control of the US and how it has disenfranchised the middle class. Thanks to Dale Asberry for the link.

Posted in How the World Really Works | 3 Comments

Weblogs — Why They’re Still Not ‘Happening’

blog process
My blogging process.

The Zahmoo blog, champion of a story-telling-based bottom-up change process called Most Significant Change, is asking bloggers to explain the Most Significant Change that has resulted from their blogging activity since they started blogging.

But what I think is most significant is all the changes that have not occurred despite the explosion of weblogs and attention given to them:

  • The business world has not embraced weblogs, and has not significantly changed its ‘information behaviours’ as a result of the availability of blogging content and tools.
  • The news media have not significantly changed their business models or means of operating or communicating as a result of weblogs — tens of millions of supposed new ‘competitors’.
  • The education process has not significantly changed as a result of the availability of a great deal of new, free, context-rich information on weblogs.
  • People have not become acknowledged as ‘subject matter experts’ as a result of the information they publish on their weblogs — people aren’t getting job offers, awards or recognition in the (other) media because of their blogs.
  • The publishing industry is churning out more ‘hard copy’ books and magazines than ever before, and it has not significantly changed its business model.
  • De facto networks of trust and reputation have not significantly changed because of weblogs — ask the vast majority of people who they trust, who they ask for advice, and where they look for advice, and you won’t hear bloggers and blogs mentioned.
  • The reason a lot of people go online is social — to connect with other people rather than to get information. And when they do look online for content rather than connection, what they’re looking for(music, health information and porn) is not a significant component of what’s on weblogs.

Many, probably most, blogs are either (a) channels to specialized non-weblog information (via hotlinks) — the vast majority of links in blog articles are not to other blogs, or (b) personal conversations among a small, close-knit group of people, on subjects of no lasting import. Despite the fact that blogs get high Google-rank on subjects they write about, this does not appear to be creating important or broad new audiences for bloggers — the average visitor to a blog stays around for only 90 seconds, and those that arrive via Google searches stay on average only a fraction of that time.

If a virus were to wipe out all traces of the blogosphere tomorrow, the sad truth is that most people wouldn’t care or even notice, and what people do and think wouldn’t significantly change. Maybe that’s why so many people think blogging is just a fad, something that will soon disappear and be forgotten. It’s not essential to anything.

Weblogs, like iPods, fill a want, not a need. It’s certainly possible for a want to evolve into a need, but I don’t think that’s happened with weblogs, yet. Any of three things might change that:

  1. A realization in the business community that weblogs enable simple creation and self-managed sharing of context-rich (and therefore highly valuable) information, something critical that traditional knowledge-sharing tools and repositories can’t offer;
  2. An evolution in the design and function of weblogs from a diary format to a content composition format, so that instead of a bunch of disjointed entries, the weblog would consist of ‘pieces’ of content (perhaps in many different media) that could be organized, combined, indexed, formatted and viewed in different ways to suit different users. Whereas now creating a book from entries in a weblog is cumbersome (and the result is not pretty), this additional content composition functionality would let publishers produce elegant e-books and e-magazines by simply ‘composing’ weblog articles together (the table of contents and index would be produced automatically). And educational curricula could likewise be developed and continuously updated by ‘composing’ pieces from various online sites (with appropriate permissioning) into a complete online course. These compositions could then be printed out for offline use, so your corner instant printer could become your instant hardcopy publisher.
  3. Some weblog tools could morph into full collaborate environments where groups of people with common interests, practices, projects or purposes could co-develop information and entertainment ‘products’. So-called ‘groupware’ has not been very successful largely because many groups lack sufficient shared passion, or a shared sense of urgency, or sufficient motivation to develop competence in using online tools. Co-development of a world-class compilation of ideas or expertise on a particular subject, or shared software or multimedia products (music, films, or books), on a shared space, would not suffer from this lack of motivation, and could produce collective wisdom and genius that is far more exciting than weblogs (even group blogs) can hope to offer. And there’s no reason why the tool to do this couldn’t be built on a blog + wiki platform, a composing environment that a lot of people have become comfortable with.

Any of these three possible evolutions of the lowly blog would, I think, change weblogs from being a tool for amateur hobbyists into a professional information management tool with powerful commercial application, a tool that fills a real need instead of just a want.

The more commonly-discussed evolution of blogs into multimedia sites that offer ‘programs’ instead of ‘posts’ would not, I would suggest, significantly increase the value or visibility of blogs — as YouTube has shown, you don’t need a blog to get a lot of attention for your video. And I think it’s naive to hope that most users of the mainstream media will ever get so disgusted with the lack of investigative reporting, courage, independence and quality of these media to take the time to look for something better in blogs — most readers are just not that discriminating, and don’t care that much about whether they’re getting the truth, or the whole story, or not.

Until one of the three evolutions above occurs, we’d be wise not to give up our day jobs or pin our egos to the success of our blogs. It’s getting harder and harder to find the good stuff in the ever-growing firehose of stuff in the blogosphere, and to get our voices heard.

When one of these evolutions occurs, then we’ll have a Most Significant Change to write about blogging. So far, however, what’s mostsignificant is how little has really changed.

Posted in Using Weblogs and Technology | 7 Comments

How to Cope With Bad Environmental (or Other) News

violence
Yesterday I wrote about talking to children about death, and helping them cope with the news of the death of a loved one. A couple of readers said I should write about how adults can cope with bad news in general, and specifically, since this blog is often about environmental matters, how to cope with the relentless barrage of bad news about the environment.

I’m learning to manage stress, including chronic stress, but horrific and unceasing waves of bad news are more than just stressful, they can, after a while, fill you with grief. And I wasn’t sure I could proffer any advice about this, since I’ve long struggled with my own sense of unbearable grief about Gaia. Grief, it seems to me, combines a feeling of great sadness or regret over loss with a feeling of helplessness to prevent its recurrence and/or hopelessness that we can ever be truly happy again because of it — not knowing how to cope with the sense that there was nothing we could have done to prevent this loss (or worse, that there was, and we didn’t do it).

When you get the toxic cocktail of negative feelings — loss, helplessness, hopelessness and selg-loathing, it is hard to avoid reacting in inappropriate, unhealthy ways that reflect the stages of grief:

  • denial
  • anger
  • depression
  • learned helplessness
  • severe anxiety
  • fatalism

So what can we do to avoid reacting to relentless bad news in one of these six ways?

Perhaps the best place to start is with an awareness of how our bodies are reacting, and an awareness of the emotions we are feeling. Our bodies react in visceral, instinctive, somatic ways that, over time, can actually cause severe and chronic physical illness. These physical, and our emotional, reactions to bad news are entirely natural, and we should not set ourselves the unreasonable objective of being able to ‘overcome’ them. For three million years the kind of ‘bad news’ we faced was the sudden presence of a predator who threatened to kill us or our loved ones. Our intuitive, largely subconscious reactions to such threats were very effective in generating the ‘fight or flight’ response that, in an evolutionary sense, was entirely appropriate and effective in mitigating that threat. These extreme reactions lasted only a short time, until the threat had passed. They were not chronic.

But if the threat turned out to be lethal — a loved one was killed and eaten — then that effective ‘fight or flight’ response would become a debilitating traumatic response. Why would nature have endowed us to respond in this very negative, debilitating way to the loss of a loved one? Surely it could not convey any evolutionary advantage?

Well, perhaps it could: Nothing leads us to appreciate life more than the realization of its fragile and temporary nature. “What doesn’t kill us makes us stronger”. We love the others who remain behind even more after such a loss, and protect them more. It is only when the loss leaves us utterly alone, with no one else we love remaining, that we tend to give up. In nature those in that situation are generally unhappy, vulnerable, and, of course, unable to procreate — so it may make sense for those left so alone to sacrifice themselves, to allow themselves to become food for those not so alone. That would be an effective evolutionary survival formula for the ecosystem as a whole.

Of course, in modern human civilization, there is no such evolutionary advantage in such responses. But our civilization is simply too new to have allowed our bodies and emotions to adapt and manifest more appropriate responses to grief. And the firehose of modern communications allows us to feel that loss daily, so the trauma and grief become chronic.

So one method of coping, I think, is to be aware of our emotions and how our bodies are reacting and to appreciate that this is an entirely natural, explicable response. Self-knowledge gives us back a bit of understanding and control, and that’s a good thing.

Another important way of coping is learning to be more resilient so that when we do have these reactions we are able to recover from them more quickly and completely. The stress management techniques I’ve talked about in other articles — meditation, avoiding vexatious people, jobs and situations, self-hypnosis, a healthy, stimulant-free diet, exercise, healthy work habits, massage and physiotherapy, healthy sex, lots of social contact and social activities, generosity activities, play and fun, music, spending time in nature etc. can all help us prepare for bad news and be more resilient when it occurs.

Perhaps another way of coping is to deliberately minimize our exposure to bad news that is not actionable. When there is something we can do about a bad news story — the modern equivalent of an immediate ‘fight or flight’ response — and when we do it, then the action usually has a cathartic benefit and our grief will likely be minimal. I’ve stopped reading most environmental news except for local stories, and even then I will only read about local environmental problems if I know I’m prepared to act to do something about them.

The only other ways of coping I have found are social: Talking it out with sympathetic others so your grief isn’t bottled up inside. Keeping your sense of humour and exercising it with others at every opportunity. Learning something new, ideally with or from someone else. Accepting help from others and offering help to others. And, when you’re acting to do something about a local environmental or other problem, doing so with others.

Being aware of and understanding our physical and emotional response to grief, building up our resilience, minimizing exposure to unactionable bad news, and engaging in lots of social coping activities — all of these can help mitigate the sorrow and damage that bad news can produce in our modern society.

They can reduce its intensity and duration, but they won’t deaden us to it. And I think that’s a good thing. We can’t numb ourselves to pain without also numbing ourselves to joy.

This is an incomplete solution, I know. What other techniques have you found that help you cope with regular, relentlesslybad news?

And if you’re a believer in prayer then, as James Taylor says in his song Gaia, “For God’s sake say one for me — poor wretched unbeliever.”

Posted in Collapse Watch | 7 Comments

Talking To Children About Death


Five Stages of Grief Kubler-RossAt a time of great distress and grief, the thought of having to speak to children about the loss of a loved one can bring on an unbearable additional anxiety. We no longer live in a world where children frequently witness death as a part of life, and so it is hard for them to grapple with, and hard on us to try to figure out how best to break such tragic news to them and help them through their own, unique stress and grief. They go through the same five stages that we do, in their own way. Furthermore, they may sense and ‘feed off’ our own unhappiness and anxiety. Here are ten things that we can do to make this difficult task a little easier:

Talk about it when you see it in everyday life

Although seeing human death first-hand is rare for children, the deaths of animals, and the stories about deaths in the media, can provide an opportunity to open a dialogue with children and get them accustomed to thinking about death as a natural process, and to engage them in discussions about what it means and how they feel about it. The loss of a pet, or a friend’s pet, or the sight of a dead bird or animal in the wild provides an opportunity to do this. So do stories in the media about the deaths of famous people, accidents, and stories about war or epidemic disease. Literature, even children’s fairy tales, and television and the movies, often portray death in strange or dramatic ways that allow adults the chance to probe children’s knowledge and feelings on the subject, and help them deal with it more effectively when a more personal situation arises later.

Listen, be honest, patient, reassuring and calming

In the stress to explain a tragic event to a child, there may be a temptation to do all the talking. It is important to listen carefully to what the child is saying, and not to anticipate or judge what he or she says. If his or her response seems casual or harsh, pay attention not only to the words but to the child’s body language and facial expression as well. We can’t expect children to be articulate about this subject, so it is important to give them time to express themselves, and to give ourselves time to understand what they are feeling behind the words they say. We must also be reassuring, and not lead the child to believe it is someone’s fault (especially not the child’s) — children often take stern or tearful discussions with adults to mean they, the child, must have done something wrong, so we must explicitly avoid or correct any such misimpression. And as hard as it may be in the face of our own anger and fear, it is important that we remain calm, even if the child’s initial reaction is, as it is commonly, one of anger or fear.

Admit you don’t know all the answers

There is a natural tendency for children, faced with confusing and unexpected news, to be full of questions, some of which have no answers. There is likewise a tendency for adults, trying to make the child at ease in the situation, to try to come up with all the answers, in case the adult’s uncertainty causes the child even more unease — adults, after all, usually claim to have all the answers, or at least know where to ‘look them up’. Honesty requires that we admit, in these situations, that we “just don’t know the answer to that”. An answer that the child senses is made up, or not really believed, can create more unease and even distrust than an honest, simple “We don’t know”.

Talk about different beliefs about what happens after we die

We may be inclined to tell children what we personally believe happens after someone dies, to use this opportunity to give them this important message and reassure them (and perhaps ourselves at the same time). But even in such difficult circumstances it can be helpful to explain that different people have different beliefs about what happens after we die. This increases the credibility of your admissions that you don’t have all the answers, and provides an opportunity to turn some of the grief to learning and exploration, which is a powerful healer. Talking about these alternatives can discharge some of the raw emotion and at the same time help the child come to grips on his or her own terms with the consequences of death, and hence help him or her be better prepared for the next time they face the loss of a loved one.

Keep the message short and simple but be available

It is usually better to state the facts calmly, simply and briefly, rather than going into detail and trying to anticipate and respond to the child’s questions and taxing his or her attention span. Then listen. The child will tell you if he or she needs more answers now. It is not uncommon for information like this, which the child usually has no frame of reference to digest, to take a while to sink in. This is not insensitivity. When he or she is ready with more thoughts or questions, that’s the time to continue the discussion, so it’s important to remain available and open to such conversations, even if they continue for an extended period of time.

Talk in concrete terms about what will and won’t happen now — how the death will affect the child’s own life

This, too, can be difficult to handle, since the questions and concerns of the child may seem very self-centred, even selfish. Appreciate that children know they are dependent on adults, and need to know whether that dependence will be changed or compromised by the loss of someone close. Try to see the situation from the child’s vulnerable point of view and reassure him or her, as much as possible, that little if anything will change in his or her life, and if there will be changes, what specifically will they be, when will they occur, and what are the important implications for the child. When they are powerless, children seek and need consistency, and in these situations we should try to give them that as much as we can.

Avoid confusing metaphors about death

As a coping mechanism, adults often resort to metaphors — being “called to Heaven”, “eternal sleep”, “going away”, “passed on to the other side” etc. They have a calming and sympathetic effect on us because we know they are metaphors. By contrast, a child will usually take such expressions literally and can become very confused or distraught by them. If the loved one was “taken by the angels” could the angels come for him or her too? If death is an “eternal sleep” should we be afraid to go to sleep in case we don’t awaken? If a senior relative died “of a protracted illness” should we be terrified of dying every time we get a cold? Children often don’t have enough grounding in the beliefs of a religion early in their lives to be able to handle a lot of perplexing explanations about the afterlife all of as sudden when a loved one dies. That doesn’t mean denying one’s religious convictions, but rather, unless the child has been taught these beliefs before and is comfortable with them, keeping the explanations short, simple and factual, avoiding the use of confusing and unfamiliar metaphors, and explaining other adults’ use of confusing metaphors as just “adults’ way of talking about things” — not to be taken literally.

Be cautious of idealizing a deceased child in front of other children

Again, idealizing a lost loved one, especially one who died young, is a natural behaviour and sign of respect and appreciation for the deceased and his or her family. But this, too, can be troubling to surviving children who may feel they now have a burden to ‘live up’ to a near-impossible standard and to fill the enormous empty space that the deceased’s loss has left behind. That’s unfair to surviving children and they may well ‘act out’ their sense of resentment at being put in an impossible position. If the child cannot be expected to appreciate that the idolization is an act of kindness to surviving adults, it may be better to keep him or her out of earshot of such expressions.

Be careful of suddenly becoming over-protective of children

When a loved one is lost, there is a naturally tendency to become more protective of children in one’s care, but if carried to an extreme this can suffocate the child and cause fear, anxiety or resentment. This is something adults need to talk to each other about, to make sure they are not overreacting and causing undue additional stress to the child.

Prepare children for visits to hospitals and funerals

A funeral, or a visit to a hospital to see a dying person, can be very traumatic to children who aren’t prepared and don’t know what to expect. It’s important to tell them calmly and factually exactly what they are going to see and hear, including preparing them for the emotional outpouring of adults who are usually calm. It is more important that the child know what to expect than why, so there is, again, no need to answer questions that haven’t been asked. It’s also important that children have a choice about whether or not to attend these events. They should not feel coerced one way or the other. This decision of each child is a critical step in learning to take responsibility for one’s own decisions.

This list was prepared with the guidance and inspiration of several articles written by experts in the subject, most notably an extensive presentation on this subject by Dr JW Worden reproduced at hospicenet.org.

Posted in Our Culture / Ourselves | 4 Comments

Caledon, Canada: A Case Study in the Seeming Futility of Controlling Growth

ORM Oak Ridges Moraine
I live in Caledon, the largest municipality (physically) in the Greater Toronto Area, and the one with (for now) the smallest population (70,000, of which 25,000 is in the Town of Bolton, the pink area in the SE corner of the municipality on the map above). The NE third of Caledon is part of the Oak Ridges Moraine, the source of most of the GTA’s fresh water and oxygen (much of the Moraine area is tree-covered, unlike the rest of the GTA). The Oak Ridges Moraine is partially protected from further development, for now. Roughly the Western third of Caledon is protected as part of the Niagara Escarpment, a rare and fragile ecosystem designated a United Nations world biosphere reserve. The two municipalities South of Caledon (Brampton and Mississauga) are pro-growth communities (among the fastest-growing in Canada), and by 2021 every acre of these communities will have been developed (i.e. on the map above, colour them solid pink).

The GTA is one of the world’s fastest-growing urban agglomerations. It accepts over half of all new Canadian immigrants, and hence accounts for 80% of Ontario’s and 40% of all of Canada’s net population growth. The GTA has a current population of 6 million (half of Ontario’s 12 million total). By 2031, Ontario’s population is projected to grow to 18 million (almost entirely due to new immigration). By 2100, if immigration continues unabated, Ontario’s population will be nearly 50 million. The provincial government, apparently for political reasons, is assuming that the GTA’s share of this growth will suddenly and inexplicably drop from 80% to 60%, even though new immigrants have shown no interest in living elsewhere in Ontario (like all immigrants, they tend to choose to live with their fellow expatriates, at least until they get established). So population forecasts for the GTA are deliberately under-estimated and are far below projections. If 80% of new immigrants continue to come to the GTA, its population will balloon to nearly 11 million (almost double its current size) by 2031, and, by 2100, to 36 million (six times its current size). And since suburban population densities are much lower than urban densities, the GTA’s physical built-up area will at least triple by 2031 and increase by a factor of ten by 2100. No city planning envisions, or is prepared to cope with, this astronomical growth. Just imagine triple the pink (built up) area in the map above by 2031 and ten times the pink area by 2100 (the entire area covered by the map, and half as much again).

That’s the future world, and the current state of denial, in the GTA. We in Caledon are already facing enormous pressure to accept far more people than the official plan permits, even though two thirds of the municipality is governed by Moraine and Escarpment regulations and is not supposed to be developed at all. In fact, of the one third that is available for development, one third is designated Greenbelt and the other two thirds is designated Whitebelt (prime agricultural land, where development is officially discouraged). So ‘officially’, no more of Caledon is supposed to be developed. In spite of this, the Official Plan for Caledon envisions its population growing from 70,000 to 110,000 by 2031. In other words, of the nearly five million new GTA residents expected by 2031, Caledon, the largest GTA community, is expected to accommodate only 40,000, or 1% of them. And even that 1% will have to be put on prime agricultural land or greenbelt that is officially not supposed to be developed. Are you getting a picture of a pressure cooker here?

The hapless municipal government of Caledon, rank amateurs every one, are trying to walk a fine line to please all the voters and the different government authorities with their utterly conflicting demands. It’s a recipe for disaster. I can’t help feeling that the same recipe is brewing all over the world.

I’ve always been active in politics, and I believe fervently that, especially on environmental matters, local politics is the future. Despite that, I’ve washed my hands of our local political situation — I’ve given up, as there is no sensible answer to the problems that are boiling up and now reaching a tipping point. Here’s why, despite the Moraine, Escarpment, Greenbelt and Whitebelt regulations and restrictions, and the wish of many of our residents for a zero-growth strategy, Caledon is inevitably going to be paved over entirely, and long before the end of the century:

  • Developers rule, and own the politicians: Most of the undeveloped land in Caledon, including that on the Moraine and Escarpment, is in the hands of rich and powerful developers. They make their money (obscene amounts of it) by bribing, funding and lobbying municipal and provincial politicians to approve rezonings for development. Opponents of development, by comparison, are weak and poor.
  • Lawyers intimidate those who would restrict growth: Idealistic politicians and activist citizens who advocate zero growth strategies are attacked by well-paid lawyers who threaten legal action for unreasonable restraint of trade against any opponents of unrestricted development and growth, on behalf of their clients, including developers, real estate speculators and rapacious business organizations.
  • Real estate agents want growth: Real estate is one of the largest employers in Caledon and other metropolitan ‘fringe’ areas. Agents get paid a percentage of market value for each house listed or sold, and hence rely on growth and price appreciation for their living. They lobby politicians actively, and dominate many local business organizations. They were able to get a large part of NE Caledon exempted from Moraine restrictions as an ‘estate property development’ area: as if large estates of land clearcut and planted with lawns soaked in herbicides and pesticides are somehow better for the Moraine’s protection than more intensive subdivisions. No one has investigated who paid whom for this outrageous exemption that undermines everything the Moraine regulations stand for.
  • Farmers are greedy: As I reported in a previous article, most Caledon farms are subsistence — their owners grow grains and other extensive crops rather than vegetables, fruits and other intensive crops. Many of them have turned down very profitable offers from developers and real estate speculators, in the hope that as population pressures increase, even more lucrative offers will be forthcoming, as they have in every fringe area of Toronto in past. When the provincial government introduced the Greenbelt and Whitebelt strategy, these farmers were foaming at the mouth, and marched on the provincial legislature in protest. Most Caledon farmers, seduced by the promise of windfall profits on their land, have become merely real estate speculators themselves.
  • Business owners want growth: The near-doubling of Caledon’s population by 2031 is insufficient for the Caledon Chamber of Commerce, which issued an expensive mailing to every Caledon resident urging citizens and politicians to raise its target population to at least 130,000 people by that year, arguing that established and prospective Caledon businesses need such growth to be viable.
  • The construction industry wants materials: The Niagara Escarpment is a favoured haunt for sand and gravel operators supplying the voracious needs of the construction industry, and these operators are also major employers in Caledon. They have argued furiously against restrictions that prevent them from continually expanding operations, and threatened legal action against municipalities that try to introduce such restrictions.
  • The property tax base requires more taxpayers: Communities fund road maintenance and other essential municipal services through property taxes. Communities like Caledon with few taxpayers per square mile and per mile of roads and utilities have to charge higher rates or neglect infrastructure. Worse, as low-income new housing spills over into Caledon from adjacent municipalities, new subdivisions have sprouted up that pay little tax (property taxes are based on market value, and these new subdivisions have some of the cheapest houses in the GTA) yet demand the same services as every other residential development. And these new subdivisions are mainly residential — there is little employment created in these communities, so there are few businesses to balance the property tax load, and residents have to commute to other areas for work, placing further burdens on the road system.
  • The city and region want more people accommodated: Understandably, Toronto and other GTA communities cannot possibly accommodate the exploding demand for new housing in the GTA, and want Caledon to accept more than the 1% that it is currently committed to absorb.
  • The provincial zoning authority is dominated by pro-development forces: While municipalities make their own plans, these plans can be overruled by appeal to the provincial zoning authority called the Ontario Municipal Board. This Board is heavily pro-development and almost always overrules any rezoning denials and restrictions imposed by municipalities unless the development proposal is really outrageous. This allows municipalities to pander to anti-development forces and acquiesce to pro-development forces at the same time: They introduce restrictions and refuse rezoning knowing full well that these rulings will be reversed by the OMB. They can tell citizens that “they tried” and developers “don’t worry, the OMB will approve your rezoning quickly”.
  • Many new residents want to make a quick profit and move out: As one of the cheapest areas in the GTA to buy entry-level homes, Caledon is becoming home to a transient group of residents and voters who have no commitment to the community and who are indifferent to its future. What they want is for their first homes to appreciate quickly so they can sell and move up to larger homes on larger lots in areas closer to the workplaces they commute to. So they, too, are pro-development.

Caledon is home to a substantial number of believers in sustainable communities and opposed to untrammeled development. The Green Party does better here than almost anywhere in Ontario (though it still gets a very small proportion of total votes). Caledon has a substantial proportion of executives living here (because of its physical beauty, proximity to the city, and availability of large estate lots and properties), and they too want to keep Caledon from being bulldozed to become the same as the other depressing suburbs of the GTA. But the enlightened or self-interested opponents of development are totally outnumbered and outgunned by the developers, politicians, lawyers, real estate agents and speculators, farmers, local business owners, construction interests, tax-increase opponents, pro-growth advocates, new transient residents and others who have a vested interest in seeing Caledon paved over.

The environmental movement cannot hope to win when it is always fighting a rear-guard, defensive and altruistic battle against the rich, the powerful, and those who have a financial interest in ever-more development. Caledon’s story, its astonishing beauty and its dubious future is a case in point.

The only way to stop development and create communities that are truly sustainable is to do simultaneously two things:

  1. Build grassroots local communities that are committed to sustainability and educated about the means to attain them. These communities will embrace intentionality, natural enterprises, zero population growth, zero net new development, buying local, permaculture, respect for natural ecosystems, and other principles critical to sustainability and anathema to the development industries. 
  2. Get governments to support sustainability by introducing, enforcing, and sticking with regulations and restrictions on growth and development. Ontario’s government, to its credit, did introduce such regulations and restrictions, but the heavy lobbying of the many pro-development forces has weakened their resolve. As a result, they are now pressing GTA fringe communities like Caledon to accept more residents and development, and allowing their OMB to undermine municipal laws designed to reinforce their regulations and restrictions. Worse, they seem to be prepared to abandon their commitment to protection of environmentally sensitive areas entirely as a political liability with an election against the fiercely pro-development Conservatives just a year away.

These two steps need to be undertaken simultaneously — neither works without the other. There are few communities, to my knowledge, that have the enlightened population to undertake the former and the enlightened political leadership to undertake the latter. For awhile, Caledon looked like it might be the exception, and a potential model for the province and the rest of the world. But this now looks more and more doubtful. Other countries like Sweden are miles ahead, and their model sustainable communities are worthy models for the rest of us to study and emulate. But for many of us, Sweden is too far away, and we urgently need local models of successful sustainability to follow in our own countries.

So we will have to start with step 1 above, building grassroots local communities, and continue to fight the good fight against the forces of unsustainability and against all odds (losing most of our battles) until, at last, we get the enlightened and courageous political leadership we need to reinforced these community-based initiatives. The people I have met in STORM (Save the Oak Ridges Moraine coalition), the local Green party, Friends of the Greenbelt Foundation, Citizens’ Environment Watch, the provincial Conservation Authorities, the Oak Ridges Moraine Foundation and other champions of local sustainability all exemplify that spirit of perseverance and patience, and I admire them enormously. I wish I had their courage. Quixotic, perhaps, but it seems to be the onlyoption open to us. We do what we must.

Posted in Collapse Watch | 5 Comments

Dave Snowden Tackles Innovation


Coping with Complexity
Dave Snowden’s new organization Cognitive Edge is launching a new initiative to use complex system approaches to foster innovation. His thesis is that there are three necessary preconditions to innovation: starvation (what I call scarcity — a shortage of resources where usually there is abundance), pressure (what I call urgency — an immediate and relentless demand for resolution of the scarcity), and perspective shift (new ways of thinking about the problem). He’s planning on testing this thesis with a program in the Australian outback co-hosted by aboriginal guides.

Here is what I wrote to Dave when I read about this:

I’ve developed a theory recently to explain human behaviours like procrastination: We do what we must, then we do what’s easy, then we do what’s fun. The first two of your necessary conditions for innovation (starvation/scarcity and pressure/urgency), are consistent, I think with We do (first) what we must.

Your third precondition for innovation (perspective shift) is, I believe, an attribute that some people enjoy entertaining and some people (not entirely the same group) are particularly good at. My experience is that perspective shift is a skill that can be honed, or learned. I think it ties into Then (to the extent we’re capable) we do what’s fun. Many people are neither skilled nor enamoured of perspective shifting — they are change resistant. You might be able to make them better at it in the outback of Oz, but my guess is that your attendees will already be innovation champions and change resilient.

My theory as to why most (especially large) organizations are so poor at innovating is that they don’t have to innovate to succeed (it is cheaper and less risky to buy out, buy off, scare off or crush innovators that threaten them), and that they do not attract or retain people who are competent and interested in perspective shift — new ways of looking at problems and challenges. And the economic system is increasingly rigged in their favour. Only what Christensen calls Disruptive Innovations, introduced by stealth, can dislodge them, and when they do, the dinosaur organization doesn’t move to adapt in this case either, so by the time it “must” change, it is already too late. Christensen’s argument that the dinosaurs can learn Sustaining Innovations to mitigate the risk of being disrupted out of existence is, I think, just wishful thinking (after all, he has to give them some hope or they won’t pay his consulting fees or buy his books).

On a larger scale, this same “can’t adapt until it’s too late” problem presents itself in our inability to deal with global warming and other ‘wicked’ complex social problems, which is why philosophers like John Gray have pretty well given up on our civilization and our culture. [Some readers wonder why, if I agree with Gray, I care about how businesses, innovative or not, will fare until civilization’s collapse: There’s a reasonable explanation, but that’s the subject for a future article.]

As regular readers know, I’m a champion of entrepreneurship, and especially sustainable, Natural Enterprise. The fact that large incumbent corporations addicted to growth can never hope to be innovative doesn’t bother me in the least — their vulnerability to disruptively innovative natural enterprises is a good thing, and these big clumsy dinosaurs (think: General Motors) won’t be missed.

Dave Snowden is, like me, a fan of Open Space, and he plans on using a modified version of it in his program. He has six qualms about Open Space, however, that he plans to address with his modifications:

  1. It requires outstanding facilitators, but can be over-influenced by their charisma.
  2. It is overly focused on the event itself, rather than seeing Open Space as a part of a journey.
  3. There is insufficient use of dissent and debate and an over-focus on consensus and dialogue.
  4. The pendulum is swung too far from expert based interventions, to assuming that the group assembled will have the necessary expertise.
  5. People not at the event can be excluded from involvement in the follow through.
  6. Issues of judgement and validation are assumed to belong to the group regardless of context and responsibility; it is worth remembering that Socrates was condemned to death by an open space event because he made the other participants uncomfortable.

The modifications he proposes are:

  • Use of a catalytic event or process to disrupt entrained patterns of thinking and prepare participants to be open to novel or new ideas.
  • The assembly of a diverse range of perspectives on the issue, objectively to prevent premature convergence on any analysis or determination of action.
  • Inclusion of people who, while not naive in their area of practice, interest or expertise should be naive in respect of its potential application to this issue to allow for innovation. 
  • Initially focusing on maximizing friction between the diverse perspectives and naive participants to create the conditions for innovation, and then focusing on specific interventions and tools which are refined before the end of the event into concrete and tangible actions.

My sense is that Dave’s experience with Open Space has led him to believe his six qualms are inherent in the Open Space process rather than the result of a flawed application of it. Here’s my response to each of these qualms, in order.

  1. With each experience in applying Open Space, I believe participants learn to self-manage the process and cease to be ‘led’ by or dependent on facilitators. Every methodology has a learning curve.
  2. The critical part of Open Space is the collective actions that participants sign up for once they have achieved a deep understanding of the issue, and the personal actions that each participant decides to undertake as a result of that understanding, in the context of his/her own job or capacities. Any particular issue will involve series of conversations and possibly several Open Space events as components of the personal and collective ‘journey’ of resolving the issue or problem at hand.
  3. Maybe it’s the Welshman in Dave that makes him fond of dissent and debate as ‘creative friction’. One of the things I learned from Hugh Brody’s study of indigenous people’s complex problem-solving processes is that wide open, candid, detailed knowledge sharing (largely through stories), letting people learn by doing, precision in communication, deep listening skills, strong analogic and inductive thinking capacity, excellent memory and recall, Let-Self-Change rather than solutions imposed on others or on the environment, profound respect for individual decisions and autonomy, waiting to be asked for advice rather than proffering it, great self-confidence, egalitarianism, trusting individuals with personal responsibility to act as they see fit, and deliberate recognition of uncertainty, are critical to the process and to the success of methodologies like Open Space. These are skills and capacities that many of us in modern societies lack, and they must be re-engendered before any methodology will be effective. Creative friction is no substitute for these skills and capacities and, I would argue, are unnecessary once these skills and capacities are present among the participants.
  4. As a champion of the Wisdom of Crowds I have developed enormous respect for consensus and dialogue, and confidence that if the ‘crowd’ is large enough, diverse enough, and sufficiently informed, they will do a much, much better job than any so-called ‘expert’. In my opinion, the pendulum Dave refers to hasn’t swung nearly far enough.
  5. A proper Open Space process trusts the participants to involve others as appropriate in the follow-through and personal action plans after a particular event. The event is only a small part of the ‘journey’; many others with passion about the issue will inevitably be involved in that journey.
  6. I think my points 4 and 5 immediately above address Dave’s concern about reckless and irresponsible actions coming out of properly-convened and properly-conducted Open Space events. If the results of an event are reckless or irresponsible, I would argue that it’s a problem with the execution of the Open Space methodology, not the methodology itself.

So in conclusion, I still like the 9-step process I reviewed in yesterday’s post — the Collective Complex-Environment Problem Resolution Process, as the mechanism for organizing collective action around a particular complex problem (including the problem of lack of innovation). And I still like my new 15-step process laid out and diagrammed in that post (I’ve included the graphic again above) for Dealing With Complexity Day-to-Day, as a mechanism for responsibly governing ourselves throughout the ‘journey’ that, collectively and individually, will allow ‘sensible’ resolutions to complex problems, over time, to emerge.

Posted in Working Smarter | 2 Comments

How to Deal With Complexity Day-to-Day

Coping with Complexity
In two previous articles I described this process for addressing complex ‘wicked’ problems collectively:

Collective Complex-Environment Problem Resolution Process

  1. Crafting and sending a compelling invitation: to anyone with passion about and something to potentially contribute to the problem’s resolution
  2. Drafting the issue topology/framework: research what we know, the breadth of the problem and possible aspects to address
  3. Training: of participants in Open Space and other methods, practices and capacities for complex problems
  4. Opening session: issue statement, opportunity for participants to suggest aspects of the problems or issue for ‘conversations’, assigning time and place for each conversation, mapping scheduled conversations to the pre-developed topology/framework for the issue
  5. Marketplace: time for participants to review which conversations are where & when and discuss and decide which to attend
  6. Working sessions: conversations, each with an assigned scribe keeping notes and governed by the ‘vote with your feet’ rule (you can move from one conversation to another that seems to be more valuable or to which you feel you can contribute more, without repercussions or causing offense)
  7. Results and reflections sessions: ‘journal’ of conversations is provided to and read by each participant; participants set personal action agendas
  8. Collective and collaborative actions: are proposed by all; participants volunteer for proposed collective & collaborative actions/projects
  9. Personal actions: participants, informed by the conversations and knowledge of planned collective and collaborative actions, are trusted to decide upon, organize and implement appropriate additional personal actions

and this process for solving complex problems individually when they’re in your job description:

Individual Complex-Environment Problem Resolution Process

  1. Identify the Customer: Determine who the internal and external ‘customers’ are — how they can reasonably be segmented. 
  2. Research & Observe: Study the status quo to understand what is really happening, what the real processes and workarounds are.
  3. Converse: Have lots of iterative discussions with different customer segments to clarify your understanding of what is happening and why. 
  4. Define and Articulate the Needs & ‘Problems’: When identified needs and problems are individual, just observe and provide the individual with your ideas and the benefit of your experience. For needs and problems that are shared and require (and justify) a more substantial ‘solution’ process, rank them by customers’ assessment of their severity and urgency. Feed these back to the customers to make sure you understood. 
  5. Imagine Ways of Addressing These Needs and Problems: With the creative minds in the organization (or outside it, if necessary) brainstorm possible ways of addressing these needs and problems. 
  6. Create a Future State Vision If Your Imagined Solutions Were Implemented: Tell a compelling story of how things could/would happen if the solutions you imagined in step 5 were implemented. Then deconstruct how to get there and use it to budget the money, time and resources needed to implement them. 
  7. Experiment and Prototype: Start small — your imagined solutions will never be perfect, and small-scale experiments and prototypes will allow you to refine the solution before spending all the resources on an imperfect solution. 
  8. Scale Up: Expand the pilot to all users who share the need or share and appreciate the problem. Make adoption voluntary. Let the users own and collectively self-manage the solution.


These two approaches are arguably better than the approaches usually used in these situations: small, uninformed groups at the top of the hierarchy prejudge the problem, bring in outside experts and impose so-called ‘best practice’ solutions on everyone else. When they fail, the people subjected to these failed approaches then find workarounds to cope as best as possible with the chronic, unresolved situation.

Both of the above complex problem resolution processes apply the general approaches suggested by Dave Snowden, Otto Scharmer, Francisco Varela, the Open Space methodology leaders, James Surowiecki, the Freakonomics team, Thomas Princen, Hugh Brody and others, for dealing with complex situations and for imagining possibilities for addressing them.

Is there a way of generalizing these two approaches to create a simple methodology for coping with all the complex situations we face in our day-to-day lives? After all, since all natural and social systems are inherently complex, such situations are far more prevalent than the simple or merely complicated situations we are taught (in school and work ‘courses’ and through the ‘conventional wisdom’ imparted by parents and colleagues) to handle.

A couple of years ago, Cyndy at MouseMusings suggested a catchphrase Sense, Self-Control, Understand, Question, Imagine, Offer, Collaborate, that seems to come very close to comprising such a methodology. What is missing? Conversation, especially early in the process, in understanding and imagining. Learning — acquiring the capacities you need to be able to deal with the particular situation at hand. Articulating the real, underlying issue, which is often different from the symptom or immediate situation. Opening/letting go/Letting-Self-Change. Reflecting before acting. Imagining alternatives and success. Intending. Identifying and getting what you need to succeed. Planning the action steps one at a time.

If we were to merge these missing ingredients into the above catchphrase, we’d get something like this:

Dealing With Complexity Day-to-Day

  1. Sense: Observe, listen, pay attention, open up your senses, perceive everything that has a bearing on the issue at hand. Connect.
  2. Suspend: Don’t prejudge. Don’t lose your cool. Focus.
  3. Learn: Do your homework. Learn the facts and the capacities you need to deal with the situation.
  4. Converse: Find and talk with the people who can help you understand the situation, imagine possible resolutions, decide what to do, garner needed resources, and act.
  5. Understand: Identify the real, underlying problem, not just the symptoms. Make sense of the situation. Things are the way they are for a reason. Know what that reason is. Sympathize.
  6. Question: Ask, don’t tell. Challenge. Think critically.
  7. Imagine: Brainstorm alternative possibilities. Give them time to emerge. Evaluate them objectively. Don’t be wedded to them — be flexible as new knowledge arises and as the situation continually changes.
  8. Reflect: Give yourself time to consider options and consequences.
  9. Decide: Tentatively, what to do, and when/how to do it.
  10. Intend: Imagine realization of success. Picture, hear, feel what could be. Be visionary. Every problem is an opportunity. Anything is possible.
  11. Resource: Get what you need to realize your intention.
  12. Let-Self-Change: Adapt. Increase your resilience to further changes.
  13. Offer: Consider. Give something away. Create options, new avenues to explore. Suggest possibilities. Lend a hand. Help.
  14. Collaborate: Realize together. 
  15. Follow Through: One step at a time, act on your intention.

What do you think?

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