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Build Adaptive Capacity
Glenda H. Eoyang is founding executive director of the Human Systems Dynamics (HSD) Institute. Since 1986 she has pioneered applications of chaos and complexity to improve people's adaptive capacity.
Everyone knows something about human systems dynamics. Anyone who succeeds in business or society knows how to interact with complex human systems. They are able to see patterns, make sense of them, and choose.
Build Adaptive Capacity
Can three questions really change the world? Well, maybe. Let's think about it for a minute. One thing we know about schools is that nothing stays the same for long. Each year brings the latest "best practice." Each week brings a new procedure and its paperwork. Each day, our students pose new challenges. Each hour, the media bombards us with news about the latest crisis. What might possibly help us keep our balance as the world shifts beneath us?
Business & IndustryLead in Complexity
In a recent post on the Harvard Business Review blog, Why Haven't Managers Embraced Complexity, Richard Straub looks at what managers face as they recognize that management practices from past decades don't really fit today's challenges. Even the term "management" may be undergoing a shift - notice that the post is not about "managing" complexity.
Business & IndustryLead in Complexity
A decade ago, the business world was abuzz with talk of teams. It was the way to get things done in the “organization of the future.” We are now in the future, and teams (at least as we knew them then) are becoming a thing of the past. Why?
Over the past couple of months, I’ve led Adaptive Action Labs around the world. Each Lab was unique, but in every one, a team took advantage of the opportunity to break free from their most sticky issues. An Adaptive Action Lab is a new mode of support for teams facing complex challenges. They arrive with an apparently intractable issue and leave with concrete action plans and renewed energy and curiosity.
Collaborate to Create Community
Mary's blog post about generative engagement is a great starting place for this reflection about conflict at all levels of an organization or community. This week's survey invited responses to three items: 1. Describe an intractable conflict - local, national, or global. 2. What keeps the conflict going? 3. What can you do/do you do to help those around you deal with the inevitable conflicts that arise when people live, work, or play together?