Main

October 22, 2007

Innovation and the Great Global Warming Debate

This is a great article. I like the authors that counter an anticipated perspective based on their status; in his case, as a scientist. I agree with Botkin’s perspective here. Note that the author’s points do not counter any of my other social-intellectual points made earlier.

I too have as much concern for the exaggeration of our isolated focus as I do for my sense that humanity is a major instigator in the break-down of the earth’s eco-system. It reminds me of how humanity clings onto particular points rather than to perceive an ‘ecology’ of relationships. We then make decisions based on a mono-nucleic or single-pointed view, while somehow (unconsciously?) assuming that our choice has integrated all the problems within one neat little package. We are a society that reacts to the immediacy of singled-out emergencies that trigger a fear of our own death, rather than to be responsive to the very real intuitive callings within us, of which by the way actually emphasizes life rather than death. In the global warming case, humanity’s inner ‘call’ is signaling us to change the way we interact with the planet’s resources and life systems. Yet that calling has gotten pulled into an outdated learning methodology that encourages the selection of a certain part within the greater whole so that we can adjust it in order to ‘fix’ the whole, all while dropping the other parts in the process. Ironically, a relatively recent advancement of science through complexity theory; more specifically: the butterfly effect, suggests that we must take into effect sources of small changes too, as they are just as important as the big sources of system change. Thus, it’s the ecology of our science that seems to be lost or forgotten (or maybe still emerging?) right now. In part, I believe this is due to our (also outdated) economic model, which reinforces big payouts of fame and money going to those who come up with the best (so-called) right answer. This is a flaw in today’s human(e) management model and directly impacts scientific progress, even if science theory suggests otherwise. That is, the original science model is based in the separation of matter in order to see how it got put together and works. Although this process is important, I believe that it is valuable only when balanced with other scientific procedures that incorporate (w)holistic applications which seek to understand how a system works as a whole without separating it into parts.

All that said, can the global warming movement trigger an ecology of understanding that is sorely missing? In the name of generating deeper forms of innovation (rather than shallow), this is both my hope and my concern.

Vic


--------------


On 10/17/07 10:09 AM, From Dan J. who wrote:

Another point amongst the discourse on global climate change that leads me to ponder the (science+belief=action) model. So is Botkin one of the naysayer conspirators, of the believers but a concerned observer, or just misguided? What should we believe about the truth from this? He's reputable enough to get into the WSJ, but then that paper has a pro-business bias.

So having read this, what do you make of his factual points? What will you do with it within your social-intellectual construct of climate change?

Dan

--------------


Global Warming Delusions

10/17/2007 The Wall Street Journal
By Daniel B. Botkin

Mr. Botkin, president of the Center for the Study of the Environment and professor emeritus in the Department of Ecology, Evolution, and Marine Biology at the University of California, Santa Barbara, is the author of ”Discordant Harmonies: A New Ecology for the Twenty-First Century” (Replica Books, 2001).

Global warming doesn't matter except to the extent that it will affect life -- ours and that of all living things on Earth. And contrary to the latest news, the evidence that global warming will have serious effects on life is thin. Most evidence suggests the contrary.

Case in point: This year's United Nations report on climate change and other documents say that 20%-30% of plant and animal species will be threatened with extinction in this century due to global warming -- a truly terrifying thought. Yet, during the past 2.5 million years, a period that scientists now know experienced climatic changes as rapid and as warm as modern climatological models suggest will happen to us, almost none of the millions of species on Earth went extinct. The exceptions were about 20 species of large mammals (the famous megafauna of the last ice age -- saber-tooth tigers, hairy mammoths and the like), which went extinct about 10,000 to 5,000 years ago at the end of the last ice age, and many dominant trees and shrubs of northwestern Europe. But elsewhere, including North America, few plant species went extinct, and few mammals.

Continue reading "Innovation and the Great Global Warming Debate" »

October 21, 2007

Innovation: Change Agents Revisted

Download file

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

---------------

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.

March 5, 2007

Organizing Organizations: Collaboration for Innovation

Listen to Saul Eisen who is a brilliant innovator with the unassuming demeanor of a gentle mentor. ... He travels the world empowering employees to recreate the institutions they work for. Why is his approach so effective? As Eisen explains, "Just as much as we are a competitive society, we are also a collaborative society. So what O.D. consultants do, in effect, is create a setting in which the possibilities of collaboration emerge more than the tendencies toward competition, subjugation or coercion. And under those circumstances great new knowledge and effectiveness emerge naturally."