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Biomimicry for Creative Innovation Evolve your Business - Biomimicry for Creative Innovation. “Ecological thinking for radical transformation sounds great, but how do I get started?” Radical transformation of an organization requires nothing short of a complete paradigm shift – a seemingly impossible task. But let’s work backwards to reveal the starting point. According to Thomas Kuhn (The Structure of Scientific Revolutions, 1962), a paradigm shift is a change in basic assumptions (see discussion by Dr. Malcolm Forster). Changing basic assumptions in an organization requires and reflects a change in that organization’s culture. Changing a culture requires changing individual and collective habits – people can’t just think differently, they have to routinely do things differently. Now let’s work our way forward.

In Nature this process is expressed as evolution. What do you think? The Principles | MIT Media Lab. Leadership as Constructivist Learning. By Sheryl Nussbaum-Beach The idea of leader learner has actually been around for some time. Collective wisdom, collective efficacy, construction of knowledge collectively and collaboratively are all something that have grabbed my attention as of late.

When I was in Ontario, keynoting the ECOO conference, I got into a very interesting conversation with a gentleman named Jeff about the co-construction of knowledge. His argument was that knowledge was very individualized and couldn’t be co-constructed. I have been wrestling with that concept ever since we talked. By defining leadership as constructivist learning, Linda Lambert (1998) emphasises that “The key notion in this definition is that leadership is about learning together, and constructing meaning and knowledge collectively and collaboratively.

Others who write about leadership also make close links between leadership and learning, particularly as it occurs collectively and within a community. References Apple, M. Harris, A. (2003c). Wicked Problems: Problems Worth Solving - Wicked Problem. A wicked problem is a social or cultural problem that is difficult or impossible to solve for as many as four reasons: incomplete or contradictory knowledge, the number of people and opinions involved, the large economic burden, and the interconnected nature of these problems with other problems. Poverty is linked with education, nutrition with poverty, the economy with nutrition, and so on. These problems are typically offloaded to policy makers, or are written off as being too cumbersome to handle en masse. Yet these are the problems—poverty, sustainability, equality, and health and wellness—that plague our cities and our world and that touch each and every one of us.

These problems can be mitigated through the process of design, which is an intellectual approach that emphasizes empathy, abductive reasoning, and rapid prototyping. Horst Rittel, one of the first to formalize a theory of wicked problems, cites ten characteristics of these complicated social issuesRittel, Horst. Understanding your values – a group exercise (+ new UK values report) Discussing values at the report's launch An invitation from leadership coach Lee Chalmers FRSA enticed me to a very enjoyable launch event for an interesting research report by the Office for National Statistics and the Barrett Values Centre on the UK’s national and community values – including the UK’s very high – 59% – level of ‘cultural entropy’, a measure of dysfunctional values. what would a private detective think about your values if they followed you around for six months?

But it was the way the event really engaged its large audience at London’s Conway Hall - a historic centre for free thinking – that particularly impressed me. An exercise to decide on, and then discuss – in pairs – our own values, beliefs and behaviours did indeed seem able to ‘help you meet someone more deeply, even if you’ve worked with them for ten years’, as one audience member put it. The exercise had three steps: The UK values report – ‘cultural entropy’ in the UK. Can partnerships help the RSA Fellowship go from good to great? As Matthew Taylor noted in an earlier blog post “it is often said that the Fellowship has the potential to be the RSA’s greatest and most distinctive asset”. Two key questions for staff in the Fellowship department are: 1) How can we support Fellows and provide them with new opportunities to help further the RSA’s charitable objectives? 2) How can we recruit new Fellows who have the potential to help us deliver the RSA’s mission?

A large number of Fellows are willing to donate their time and expertise to help others with projects that aim to have a positive social impact, and many organisations that share similar goals to the RSA would welcome the opportunity to access this expertise. By partnering with these organisations the RSA can: Given the increasing value of partnerships I thought it would be useful to outline the RSA approach to collaborative working. Photograph: Ania Mendrek FRSA, @AniaMendrek Selecting the right partner Give and take Comments. Complexity Leadership Theory – Shifting leadership from the industrial age to the knowledge era. The most serious problem of democracy today | By Peter Donovan Former pollster Dan Yankelovich says that the most serious problem facing democracy today is that the public feels isolated from the political process.

According to Yankelovich, this problem is exacerbated by the fact that our government leaders, news organizations, and experts adhere to a dysfunctional understanding of public engagement. The dominant view holds that a well-informed public is the highest expression of democracy. It puts a premium on disseminating information, creating awareness, and educating the public. This approach works fine when there are no hard choices to make. But, in most cases, political decisions are made on the basis of values and convictions – ideas about what is right and wrong – not information. This “expert information” model, as Yankelovich called it, is based on several misconceptions.

Manifesto for 'a new political entity' in Italy. Democracy in Disaster Recovery - Build it Back Green. 18 Nov 2011 from 9am to 4pm at Australian Emergency Managment Institute The following event took place in November 2011 30 people with direct personal relationship to disasters and recoveries around Australia came together to discuss how new forms of democracy can empower communities towards better recoveries. Our thanks to the wonderful people at the Australian Emergency Management Institute who helped such a diverse and warm group of people come together for this important conversation.

Deliberative Democracy in Disaster Recovery: Improving participation for sustainable outcomes. Participation involves 2 stages: 1. 2. The workshop will explore the potential for deliberation to create better communities than before, exploring the "betterment" concept and how we may build 21st century resilience to climate change Participants will experience deliberative methods in the workshop. Attendance: Acceptances to participate are due by 14 October 2011. To accept, go to: Pull Platforms for Performance. We live in a world of mounting performance pressure. Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965.

Companies clearly are failing to respond effectively to these mounting pressures. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. What drives company performance? It’s actually quite simple. Customer relationship management Customer relationship management is all about connecting with a set of customers, getting to know them deeply and delivering more and more value to them. [(Profit generated per year) x (years of relationship)] – cost of customer acquisition While simple to state, these variables are more and more challenging to manage.

Product innovation and commercialization [(Profit generated per year) x (years of market life)] – cost of developing the product Infrastructure operations Begin by measuring. L.php? Rewired | AIM Leadership. Rewired for Results Start new conversations Inspire awareness Make new choices Share what works well for you Seek out alternatives for your busy world. Through conversations with thousands of individuals around the globe, we know the shared pressure, stress and frustrations that people are feeling.

We are seeing the negative impact on individuals, on health on relationships, on creativity, on effectiveness and on the business. We intend to start a new conversation about alternatives. More is not always more. Always on is not always good. Busy is not always best. Here is an ebook The Rewired Resolution that offers 8 actionable steps for moving forward. Please share your interesting stories, statistics, successes and solutions! 9 Personal Capacities of Authentic Leaders. I came across the book The Lotus: a practice guide for authentic leadership toward sustainability on yesterday. Research by Baan, Long and Pearlman shows that successful sustainability leaders embody these nine personal capacities: 1. Being Present Being Present means being fully aware and awake in the present moment – physically, mentally, emotionally and spiritually.

This includes connecting to otheres, the environment around you and current reality. 2. Suspension and Letting Go is the ability to actively experience and observe a thought, assumption, judgment, habitual pattern, emotion or sensation like fear, confusion, conflict or desire, and then refraining from immediately reacting or responding to the situation. 3. Intention Aligned with Higher Purpose is the alignment of one’s authentic nature with one’s internal resonance with manifested actions in the world. 4. 5. 6. 7. 8. 9. Originally found: Facilitating Transformational Change toward Sustainability Like this:

Women And Collective Intelligence Will Solve Our Planetary Crises. Sustainability is a so-called wicked problem. It is complex, difficult to define, impossible to solve in a linear fashion and the aspects of the problem are so interrelated that it is impossible to consider (and therefore impossible to model) all of the unintended consequences that might accompany any single “solution.” This complexity makes us anxious. The common approach in the past has been to reduce the problem to smaller parts, solve for “x,” and hope that these disparate solutions aggregate positively. The nature of wicked problems is that they yield to the truth of systems--the consequences of one action are difficult to completely predict because of the many moving parts and interacting factors. History and evidence shows us that in spite of the cult of heroic individualism and the lone-ranger innovator, all great innovation happens within groups.

The good news is that we’ve learned a lot about what maximizes group intelligence and the innovation it sparks. The Innovation Partnership Paradox. Most organisations do not practice what they preach when it comes to partnerships and collaborations. Andrew Armour FRSA asks why this paradox exists and how can it be overcome. The latest General Electric Innovation Barometer found that 80 percent of top executives agree their organisations need to innovate differently and 86 percent say that partnerships and collaboration are the key to this.

Yet there is a ‘partnership paradox’: only 21 percent are practicing what they preach. A year earlier the 2011 Barometer highlighted the importance of local small businesses, local community and partnerships as the key elements of innovation. Beth Comstock, GE’s Global Chief Marketing Officer stated in Harvard Business Review that she sees collaboration as the most vital part of her senior marketer’s role; leading from the front, focusing activity on building alliances, research partnerships and exploring connections across industries. This is nothing new. So why is there this Partnership Paradox? 5 Ways To Do Good In Any Job. You may be stuck in a job you don’t like, where you feel like you don’t have any control. That’s okay, you don’t have to be a high-powered executive to do some good. In fact, you may be the only person that can.

When my co-author Billy Parish and I interviewed people for Making Good, our book on finding meaning, money, and community, we didn’t just talk to the all-star social entrepreneurs. We dug a little deeper and talked to a lot of people that were in jobs that simply weren’t ideal for making change. Change the way your company buys stuff Companies purchase an enormous amount of things: paper, toner, office furniture. Make something efficiently good Every industry is filled with small design flaws that produce extra waste, that are unnecessary, and that drain energy, time, and resources.

Be an Industry Translator Every industry has a language, a lexicon, and a way of thinking. Ask Good Questions Get your company to go carbon neutral. New Era of Networked Science. * Book: Reinventing Discovery: The New Era of Networked Science. Michael Nielsen. Princeton University Press, 2011 URL = "In Reinventing Discovery, Michael Nielsen argues that we are living at the dawn of the most dramatic change in science in more than 300 years. Reinventing Discovery tells the exciting story of an unprecedented new era of networked science.

This is a book for anyone who wants to understand how the online world is revolutionizing scientific discovery today--and why the revolution is just beginning. Michael Nielsen is one of the pioneers of quantum computing. Chapter 1:Reinventing Discovery 1 Chapter 2: Online Tools Make Us Smarter 15 Chapter 3: Restructuring Expert Attention 22 Chapter 4: Patterns of Online Collaboration 44 Chapter 5: The Limits and the Potential of Collective Intelligence 69 Jack Stilgoe: "Nielsen is one of a growing band who believe that there is a mine of untapped knowledge online. Are You a Collaborative Leader? Artwork: Geoffrey Cottenceau and Romain Rousset, Vide-cartons, 2006 Watching his employees use a new social technology, Marc Benioff, the CEO of, had an epiphany. His company had developed Chatter, a Facebook inspired application for companies that allows users to keep track of their colleagues and customers and share information and ideas.

The employees had been trying it out internally, not just within their own work groups but across the entire organization. As Benioff read the Chatter posts, he realized that many of the people who had critical customer knowledge and were adding the most value were not even known to the management team. The view into top management from the rank and file was just as obscure, Benioff knew. For instance, the company’s annual management off-site was coming up, and he could tell from talking to employees that they wondered about what went on behind closed doors at that gathering. The meeting began with the standard presentations.