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August 5, 2021
In today’s world of social media, television, and radio that bring you local and world-wide connection, how do you make sense of it all? You hear conflicting stories about issues and ideas that are important to you, but you can’t make sense of the differences they share. People talk about alternative facts and fake news, mainstream media and independent sources for information, and the intrusion of botz and hacks.
In the midst of all this how do you make sense of the cacophony?
What is true and of use to you?
How do you understand different sources and their value to you?
How do you honor what makes no sense to you but is important to others?
Join us as we explore these questions. Learn and practice with tools that can help you sort out your perspectives and questions to find what is both true and useful to you.
Build Adaptive Capacity
“Through a lens of navigation, then, we can see that "keeping" isn't about having a perfect, linear or flawless journey; keeping is about having a focus point that you want to keep moving toward.”
― Benjamin L. Corey
I’ve been thinking about friendship a lot lately. We lost Brenda Zimmerman from the community of complexity scholars. An old friend from college died in a terrible accident in December. My best and oldest friend called last night to tempt me with a spring holiday in Bruges.
In October of 2014, HSD Institute will host Navigating Complexity: Human Systems Dynamics 2014. This is our first-ever conference for HSD Associates and our curious friends who want to find out more about HSD.
Build Adaptive Capacity
Learning a new language often involves as much forgetting or letting go as it does memorizing new words and creating new patterns of speech. On a recent trip to Mexico, I had a chance to renew my Spanish language studies. As I did, I noticed how my mid-life brain struggled to remember and retrieve unfamiliar words, and the surprising things it would do to meet the new demands. As a practitioner of human systems dynamics, I pondered what this experience could teach me about the role of difference in pattern formation. This blog explores some of my reflection.
In this week's sticky issue, the question is about change and how we can make change happen in organizations. The question was asked: Things like outcome evaluation, high stakes testing, and change by fiat imply that if you tighten the screws enough, people will change. That reveals lots of false (and often insulting) assumptions. How can we introduce a more effective way to think about and act to support change?
In organizations of all sizes, leaders are being challenged by the complexity that swirls around them.They are called to navigate multiple, interdependent forces that influence their organizations. They deal with diversity of thought, culture, ability, engagement far beyond what has been present in the past. And they work in environments where history is critically important and calls them to honor tradition and learn from the past. At the same time, they work in complex systems where there is no direct cause/effect relationship that points to a quick fix.