Strategic Doing and the 2d Curve: the Story of Flint
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The document discusses the concept of 'strategic doing' within the context of Flint, Michigan, highlighting how collaboration among community members can respond to complex challenges like the water crisis and violence. It emphasizes the importance of emergence, whereby new relationships and systems form out of chaos, fostering innovation and community capacity building. Through roles such as connectors, collaborators, and community builders, the document illustrates how residents can leverage their assets and wisdom to drive sustainable change.
Strategic Doing and the 2d Curve: the Story of Flint
- 1. Strategic Doing and 2nd Curve: the Story of Flint Bob Brown August 6, 2020
- 3. Foraging Age
- 7. Each age includes yet transcends the prior age
- 8. • Each age has a predominate worldview which helps to produce amazing advances.
- 11. These ages also produce problems that the predominate worldview of that age finds impossible to effectively address
- 16. The current dominate s- curve is characterized by: problems to solve funding driven agency and program centered professionals and experts operate the system clients need help expert knowledge informs strategic plans self-interested collaboration.
- 18. Emergence might be the most important to understand
- 19. Definition “I defined emergence as simply as possible: order arising out of chaos.” Peggy Holman
- 20. Forms of Changehttps://peggyholman.com/papers/engaging- emergence/engaging-emergence-table-of- contents/summary-of-key-ideas/ In order of increasing disruption: • Steady state—Disturbance is handled within the existing situation. • Incremental shifts—Disruptions interrupt the status quo. • Emergence—Occasional upheaval results when principles that keep a system orderly break down.
- 21. Benefits of Engaging Emergence https://peggyholman.com/papers/engaging-emergence/engaging-emergence-table-of- contents/summary-of-key-ideas/ • Individually, we are stretched and refreshed. We feel more courageous and inspired to pursue what matters to us. • New and unlikely partnerships form. When we connect with people whom we don’t normally meet, sparks can fly. Creative conditions make room for our differences, fostering lively and productive interactions. • Breakthrough projects surface. Experiments are inspired by interactions among diverse people. • Community is strengthened. We discover kindred spirits among a diverse mix of strangers. Lasting connections form, and a sense of kinship grows. • The culture begins to change. With time and continued interaction, a new narrative of who we are takes shape.
- 22. Some Catches When Engaging Emergence https://peggyholman.com/papers/engaging-emergence/engaging-emergence-table-of- contents/summary-of-key-ideas/ • Getting started is a leap of faith. • Success can be a hurdle. • Outcomes can be elusive to recognize. • What’s most important is likely not on our radar screen. • Not everyone makes the trip. • Death or loss is usually part of the mix.
- 23. Characteristics of Emergence Peggy Holman https://peggyholman.com/papers/engaging-emergence/engaging- emergence-table-of-contents/part-i-the-nature-of-emergence/chapter- 1-what-is-emergence/ • Radical novelty • Coherence • Wholeness • Dynamic • Downward causation • The phrase “The whole is greater than the sum of its parts” captures key aspects of these ideas.
- 24. Dynamics of Emergence https://peggyholman.com/papers/engaging- emergence/engaging-emergence-table-of-contents/part-i-the- nature-of-emergence/chapter-1-what-is-emergence/ • Situational leadership arising in context. • Generally characterized as no one being in charge. • Or everyone being in charge. • In fact, what’s in charge is the energy of the situation and of the people taking initiative, interacting in it. • Simple rules engender complex behavior. • Randomness becomes coherent as individuals, each following a few basic principles or assumptions, interact with their neighbors.
- 25. Dynamics of Emergence https://peggyholman.com/papers/engaging- emergence/engaging-emergence-table-of-contents/part-i-the- nature-of-emergence/chapter-1-what-is-emergence/ • Feedback among neighboring agents. Interactions that reinforce and balance the system. • Clustering as like finds like. Diverse agents interact, feeding back to each other as like attracts like. Some individual agents bond around a shared characteristic, forming more complex systems, such as networks, over time.
- 26. Industrial Revolution Curve Guides Using a musical metaphor, facilitation on this curve brings all the parts of the orchestra and choir together to perform a piece of music. The endpoint is known – the music is written and our job is the help blend all the pieces together in an orderly fashion to create beautiful music.
- 27. Emergence or Knowledge Age Curve Guides Once again, using a musical metaphor, think of improvised jazz. Facilitation here is more about creating the relationships and conditions/space where musicians bring their talents together, play off one another, to emergently create beautiful music. This is the new frontier. It is definitely driven by a different set of values.
- 28. In the World of Emergence • Strategic Doing teaches people how to form collaborations quickly, move them toward measurable outcomes and make adjustments along the way. In today’s world, collaboration is essential to meet the complex challenges we face. • Strategic Doing enables leaders to design and guide new networks that generate innovative solutions. It is a new strategy discipline that is lean, agile and fast—just what organizations, communities and regions need to survive and thrive.
- 29. The Power of Strategic Doing: Emergence and the Flint Story
- 31. Home to Olympic Heros
- 34. •Home to Never Ending Hope In The Face Of Big Challenges
- 36. Decaying Housing
- 38. Racism Rears Its Ugly Face
- 42. Michigan Civil Rights Commission: Race and racism played a significant role in causing the Flint water crisis.
- 44. Strategic Doing Gives Us A Way To Respond
- 45. Igniting Collaborative Action WOW Outreach uses the agile collaboration framework and strategy from SD to enact asset-based innovation and resident- driven action.
- 46. The Flint Model – WOW Outreach 1. Driven by Key Understandings and Values Opportunities to realize; relationship driven; people and neighbor centered; the neighborhood is the system operated by those who live there; people build capacity; community wisdom and science informs; gifts (assets) and generosity; networks; strategic doing; authentic, deep collaboration, emergence 2. Enacted thru roles
- 47. The Flint Model: Key Roles Role of Collaborator WOW Outreach works to align, link, and leverage assets from individuals and organizations to quickly form complex yet agile collaborations that take on many of the “inequitable problems” faced by north Flint residents
- 48. The Flint Model: Key Roles Role of Connecter and Convener One of the most important roles WOW Outreach serves is as a connector. We successfully reach out and connect people and organizations that are doing similar good work to create opportunities for greater synergy in addressing the wicked problem of interpersonal violence. The Teen Summit is a good example.
- 49. The Flint Model: Key Roles Role of Capacity Builder Community capacity building is an approach to social or personal development that focuses on understanding the obstacles that inhibit people and neighborhoods from realizing their development goals, while enhancing the abilities that allows them to achieve measurable and sustainable results. Community capacity building strengths, overall competencies and talents of residents and neighborhoods to overcome the hurdles that cause exclusion and suffering. The Living Room Conversations are a good example.
- 50. The Flint Model: Key Roles Role of Engager and Community Builder To change the culture and address the root causes of violence, WOW Outreach works to bring together people who are not in relationship with each other. WOW does this by organizing and convening platforms to discuss community needs, concerns, and identify ways to align, link, and leverage resources. By facilitating these platforms, WOW is instrumental in creating strong partnerships to create action-driven solutions to problematic issues. WOW’s major platform is the Community Action Network.
- 55. Strategic Doing in Flint: Increasing Connections – The Living Room Conversations
- 56. Strategic Doing in Flint: Increasing Connections – Conversations with Police
- 57. Strategic Doing in Flint: Increasing Capacity to Succeed
- 59. Strategic Doing in Flint: Increasing Capacity to Succeed
- 60. Strategic Doing in Flint: Increasing Capacity to Succeed
- 62. Youth Summits
- 68. Strategic Doing in Flint: Engaging Residents to Take Action
- 69. Strategic Doing in Flint: Engaging Residents to Take Action – Community Action
- 70. Community Action Network • A platform to address current community issues and neighborhood concerns. • Residents use their personal and organizational assets creating action for positive change • Residents pursue measurable strategic outcomes, goals, and a shared vision to address problematic situations which persist in our neighborhoods. • Participants identify problems and deficits, in order to focus and define new opportunities by connecting assets, and personal strengths. • Instead of looking for a visionary leader, they recognize that leadership stems from within and is an open network where partners equally share responsibility.
- 72. April 19, 2012
- 81. Creating an Equitable and Sustainable Regional Food System
- 83. Community Prayer – A Faith Response “Father God, please guide us as we work in unity to rebuild Your City. Help us to open our hearts to the needs of others. Teach us to love one another as You love us. Give us the courage to get involved using the gifts you have given us. Help us put an end to volence and help us reach out to the disconnected youth and families providing them with food, shelter, education, and employment opportunities. AMEN”
- 85. We need a new way of thinking, a new way of being that enables us to move into the future: Strategic Doing
- 86. Asset-based disciples Operating in emergence Authentic collaboration across Deep, deep relationships Wicked problem confrontation We are Strategic Doers