October 21, 2007
May 11, 2007
Innovation and Three Phase Transformation
I often like to dabble in the abstract. There, I am taken to transitory state that help me feel closer to the Creative Source. For example: below consists of two intertwined trinity models, of which I like to play with when considering the architecture of 'whole systems'. These models help us to both 'look at' and 'participate in' (w)holistically oriented organizations and communities: "structure-pattern-process" and "principle-practice-policy". Note the principle of 'three' shows up in my work a lot. Why? Because I believe it helps to expand our consciousness while, at the same time, providing a simple enough framework to contain the complex nature of creativity and innovation. You will see more discussions relating to these concepts from me over time. Let me know what comes up for you when you read through it.
Vic Desotelle
inKNOWvate
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Transformation (deep innovation) occurs through a three phase evolution:
I've been thinking about the potential for progressing toward a global mind: My experiences with group emergence have noted that a majority of efforts collapse before the desire is sustained and self-propelled; a progression toward the vision that initiated the group in the first place. I propose the reason for this is that there is only a one or two level strategic plan in place made up of immediate context without the anticipation of collective content; a synthesis from which the incredible happens.
What if we instead provide a guiding framework that allows group migration into deeper forms of connection with each other? Eventually this connection moves into behaviorial forms of change and action. I believe this can be done using a 3-phase framework for processing together; thereby allowing a group to consciously see itself go through deep transformation. This would mean for each phase of processing together, there is a SYNTHESIS of its content - a summarizing of what has been done. This would occur as a part of all three phases; thereby generating a thread of synthesis that allows integration.
These three phases are as follows:
1- Establishing Group Intention:
This phase's nature is chaotic. It is expressed by conversations of desire and passion which drive an unfolding *PROCESS*. A focus on creating +PRINCIPLES+ based on diverse values, which opens of new level of awareness; thereby setting the stage for a loosening of existing physical *structure* and allowing change to occur. Vibrational activity is disonant (unconscious) and non-geometric.
2- Building a Value Network:
This phase's nature moves from chaotic to chaordic. It is expressed by individuals linking and clustering around collective ideas - a virtual *STRUCTURE* emerges. A focus on creating +PRACTICES+ sets the stage for individual changes in behavior and an early forming of group identity to occur. Vibrational activity is recognizable (awakening consciousness) but not stable.
3- Experiencing a Community of Practice:
This phase's nature moves from chaordic into order. It is expressed by the emergence of community (collective) identity PATTERNS to be realized and an acceptance of participatory-oriented activities are in place. A focus on creating +POLICY+ is emphasized; thereby a change of governance occurs.
February 9, 2007
Concentrix Management: How To Cross Pollinate Innovation
Concentrix Management (CM) is a model for distributing and managing information with the intent to cross pollinate ideas and concepts across sub-groups so that each part of the system knows about the 'whole' of which all working groups within it reside - without overloading any one person.
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We are each at the centers of our own Universe.
How does yours relate to mine?
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CM is an important communications tool that allows innovation to emerge with an enterprise. It is a way of distributing (rather than isolating) knowledge capital within an organization. It is based on new physics theory that proposes there are infinite centers to the Universe. Thus each of us defines our own unique perspective; one that is partial and necessary within an infinite whole. At the same time, each of us carries responsibilities for identifying with other unique parts, thereby sharing knowledge both within our own group(s) also with others that are beyond the boundaries of our group's identity. These 'crossings' are otherwise known as COMMUNICATION.
Thus, CM allows for broad levels of interdependent knowledge sets to be transferred and stored within different sub groupings (such as divisions, committees, etc.) of a greater whole (such as a company, community, or other organizing fractal). This interdependent webbing process creates an inherently more sustainable system than one which isolates knowledge through traditional proprietary or need-to-know behaviors. It encourages relationships through shared trust rather than through today's more traditional ownership method for containing knowledge. The result is an enterprise that is not only more resilient to change, more innovative, and responsive to its surrounding environments and markets.
Using CM, a company's behavior becomes 'morphic' (new myth) rather than 'phoenix' (old myth) oriented by nature, meaning that the whole-system can now shift itself from one state of being into another without a physical death in between. Just as the phoenix bird needed to die in order to generate new life (old myth), instead now our organizations can begin to rebirth themselves more like a caterpillar does as it changes into a butterfly (new myth).
Essential for this type of transformation, is 'Concentrix Management', which allows the enterprise to unlock itself from a common center, way of thinking, or method of behavior.
CM Fundamental Architecture
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Concentrix Management Outline
Putting Collaborative Ideas Into Action:
A Guide tool for generating collaborative corporate principles, strategy, and realizing integration of the 18-Domains.
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Collaboration structures (4 types)
Type 1: CONVERSATION CAFES
Conversations done irregularly (1 to 2 month window), for individuals ... company staff & external stakeholders, the blood/fluid of the organization, amorphous [process/flow], 13x12=156 maximum number of employees
Type 2 : POD CLUSTERS
Meetings done weekly at same time, for company group relations, the emotions/personality of the company boundary(s) [patterns/identity], 13 fixed groups of spheres
Type 3: COLLABORATORIES
Held monthly, all involved, (for whole company, managed by 13 self-selected facilitators) the body/shape of the organization, crystalline [structure/constructs]
Type 4: CHARRETTE ACCELERATORS
For internal/external stakeholder alignment, provides the conscious movement/direction, managed by OL team, the spirit/essence of the organization [wholeness, integration of structure, pattern, process]
Continue reading "Concentrix Management: How To Cross Pollinate Innovation" »
October 5, 2006
Creating a Learning Community: 18 Domains of Innovation
by Vic Desotelle, inKNOWvate
Domains of Community Development and Innovation:
The following describes the framework and method for creating a "learning community" using participatory processes.
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Systemic Triad
0. The Whole Community (Core Mythology)
Principle: Integration of a community's parts (domains) enables solutions for each part alone. The whole-system benefits from the inter-dependent, coordinated actions between the 18 domains. For example, if we design human habitat (# 7) so that the activities of one's life are located closer together like jobs (# 11), there is a gain in workable options for transportation (# 9). Additionally, the principles of 'Regenerative Commerce' act as the guiding concepts for creating transition. As an integrated outcome, a social mythology emerges that defines the patterns of behavior for a community.
00. Media and Communication
(New Domain Addition)
000. Recreation and Play
(New Domain Addition)
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Nucleus Triad
1. Spirituality and Religion
Principle: Generates our community's vitality.
Connection to the greater infinite, planetary awareness, and personal relationships.
*How do our religions influence the mythologies of society, and how does myth impact the way we create our communities?
2. The Arts and Ritual
Principle: Guides our community's future possibilities. Expression, inspiration, and manifestation.
*How is art reflect who we are as a culture, and what is it relationship to science?
3. Science and Physics
Principle: Directs our community's present reality.
Inquiry and modeling of how we see the Universe and our place within it.
*What is the difference between Newtonian and Quantum physics, and why is this an important question to ask?
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Nourishing Triad
4. Resources and Environment
Principle: We have eliminated the concept of waste.
Environment results from the relationship between natural ecosystems and human resource needs. Its health is necessary for a sustainable commerce system. Resources are the materials extracted and replenished from the environment in ways that maintain healthy ecosystems.
*What is the meaning of 'resource'?
5. Energy and Power
Principle: Energy selections empower us by creating more choices.
Energy plays a primary role in creating the character of a culture. Source selections determine how a community develops itself, and how it maintains its environment. A balance between centralized and distributed power regulates its stability.
*How does changing the way we think and create energy impact the way we build our cities?
6. Food and Agriculture
Principle: We are what we eat.
Food is as important as our choice of energy source and impacts community health. Eliminating growth management toxins and increasing nutrient content such as through organic farming and perma-culture creates a sustainable, more vital community.
*How does the way we grow food affect the wellness of our communities?
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Daily Living Triad
7. Habitat and Building
Principle: How can our living centers generate more than they take?
Living quarters that are aligned with Nature's intelligence and wisdom. They are energy and resource efficient, effectively house people of all monetary capabilities, and are beautiful to experience. [Note the relationship between building and watersheds.]
*What is the difference between clearing and integrating space for development, and what system in Nature mimics road systems?
8. Neighborhoods and 'Family' Groupings
Principle: We are committed first to our immediate surroundings and the people within them. Primary organization of human lifestyles and activities, basic people interactions, determinant of local social infrastructure.
9. Transportation and Mobility
Principle: Improved people connectivity increases vitality and wellbeing.
Getting to where we need or want to be, providing mobility and availability; may include teleconferencing.
*Why is it important to reframe the way we think about 'getting around', and how are our transportation needs different
from the past?
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Cultural Advancement Triad
10. Learning and Education
Principle: Collective knowledge through collaboration unleashes individual capability and sense of identity. A lifetime project for all members of society based on the passion and sense of purpose of each individual.
*What is the difference between education and learning?
11. Commerce and Business
Principle: Making products and services using a closed loop method, seeing sustainability as the foundation for innovation. Advancing society through technology development, robust community service, and ecosystem integration.
*What are closed loop systems a necessary consideration for 21st century commerce and how does it influence the 'bottom line'?
12. Governance and Policy
Principle: Permit the transformation of existing policy management into new ones.
Coordinating services to aid all domains in optimizing their function. Generating policy that Community wisdom councils resolve disputes.
*How do city council decision-making processes compare to community elders council processes, and why is this important?
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Integrating Triad
13. Wellness and Medicine
Principle: Integration of eastern and western philosophies.
Medical care and lifestyle choices that are aligned with natural processes; includes birthing and dying.
*What is the difference between traditional, alternative, and integral medicine, and how does 'wellness' relate to the three?
14. Populations and Diversity
Principle: Human reproduction directly relates to healthy community development.
Guaranteeing the wellbeing of all and ensuring a robust future by preserving cultural, environmental, and knowledge diversity.
*What does 'carrying capacity' mean and how does it impact community-making decisions?
15. Inter-community and Intra-community
Principle: Choosing best principles and practices for implementation by learning from other communities experiences. The organizations that link communities together (web-weavers).
*What are 'imaginal cells' and how does this metaphor relate to the way we create?
July 21, 2006
What is 'Whole System' Innovation?
by Vic Desotelle, inKNOWvate
inKNOWvate's primary focus is on creating deep systemic innovation. To do this, inKNOWvate is using the internationally recognized 'triple bottom line' model in a very different way than most. (For example, ‘economy’ does not directly correlate to finance or money. However, the interdependencies between economy, ecology, and equity does correlate to a broader monetary comprehension and use.) Additionally, inKNOWvate uses a set of other descriptive models with the goal of initiating and creating new forms of wholistic innovation. Although important, sustainability itself is not the objective; but rather creating integrated 'wholesystem' innovation. Then establish a relationship with that innovation to a symbol of exchange (currency or money) that reflects triple bottom line value.
Here’s some innovation-currency related concepts to consider:
Defining Whole System Innovation
Six Point Organizing Architecture
Also refer to inKNOWvate's:
Triple Bottom Line Management Framework
Seventeen Domains of Community Design and Development
Regenerative Commerce
Vic Desotelle
Founding Principal
inKNOWvate
The Economics of 'Triple Bottom Line' Innovation
by Vic Desotelle, inKNOWvate
Using this image: Six Point Organizing Architecture, start by defining your company as a ‘learning organization’ that allows ongoing, multifaceted innovation to emerge throughout the organization. Then, initiate stakeholder conversations around personal values, which resides at the organization’s nucleus or core. Allow those values to intertwine and, like rippling waters from rocks being thrown into a pool, move out from each one’s center (known as a ‘centrix, meaning multiple centers) toward the outer boundary of the company. Here, values become recognized as something beyond individual, but instead collective. Collisions across the inner tri-cellular concepts of ecology, economy, and equity (triple bottom line) create the necessary interference patterns for deep learning to occur. Values begin to adjust and align. Then, at the company’s perimeter, each person’s independent values merge into a collaborative agreement known as the ‘values proposition’: an agreement of what they ‘believe’ they can offer to others. At this stage, wise decision-making can begin (but not before). Decision-making beyond self-centered organizational perspectives occur at the interface (or boundary) between the company itself and its external environment of ‘others’. Decisions become based in values beyond self once again, only this time it is at the level of organizations, not individuals. These valued decisions that are beyond the boundaries of the company now have monetary association, i.e. The proposition becomes important enough to use underlying metaphors of ‘currency’ that represent agreed upon forms of exchange. This collective representation of value (called a ‘dollar’, etc) can be accessed, not just a metaphor for exchange, but as a ‘resource’ just like the materials needed to build the product. Financial investments of group and individual assets into the project or product now has triple bottom line value (a dollar sign with 3 lines through it). Strategically, a process and a managing organizational system can created that manages the total (cyclic) cost accountability of the product or service - including design, production, distribution, and regeneration.