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for a New World By Rick Smyre,
Framework
Introduction In 2001, It was my good fortune to team with Elizabeth Sahtouris, a noted evolutionary biologist from California, to introduce that concept of Community DNA at the World Future Society's annual conference in Minneapolis. We proposed the idea that community leaders would need to rethink their roles and develop new "transformative" capacities: to help prepare their local areas for a new type of society and world… one that was no longer static and based on hierarchies and singular standards, but one increasingly fast-paced. Interconnected and complex. We suggested that the metaphor for community change would shift from the traditional idea of clock-like predictability, to a metaphor of self-organizing, living systems. After Elizabeth framed the generic ides of ongoing transformation of culture, I presented the COTF concept of 21st Century Community DNA, making the analogy that, in the future, local communities would need to integrate new "transformative" ideas, methods and skills into their thinking and activities to be able to have the capacities to anticipate and prepare for different kind of future -- one that is constantly changing. In other words, local communities will need to seed and grow new capacities for transformation , as if they were mutating genes, responding to a significant change in environment. It was at the session of the 2001 WFS conference that this concept was "seeded" for the first time. It was not long before self-organization began to occur… I wish my antenna had been calibrated to pick up a "weak signal" that I received shortly thereafter. Unbeknown to me at the time, Gus Jaccaci was sitting in the audience at Minneapolis. He is a past president of the World Future Society and Renaissance man par excellence with a keen intellect, engaging personality and big heart. I recently visited Gus and his lovely wife Joanne, in Maine and enjoyed three days of mutual sharing and creative thinking which added new ideas to our work with COTF. It is at Gus's encouragement that I am taking the time to write this paper on the need for master transformative capacity builders. However, I would not have been in Maine if it had not been for another example of the principles of self-organization and emergence at work. My good friend and associate from Pennsylvania, Lewis Jaffe, talked to Gus Jaccaci at the WFS conference in San Francisco in July 2003. Lewis mentioned to Gus that he and I should talk. As a result, Gus sent me one of his books, Evolutionary CEO. As I was opening the package at my desk, I happened to glance up at my shelves of books, and realized that the same book was there. Then it hit me. I had received a copy from Gus two years before, after Elizabeth's and my presentation, and had put it on the shelf with the best of intentions to respond to Gus quickly. Now it was two years later, so I picked up the phone, called Gus and we began a dialogue which resulted in my visit to Maine. We talked about many things to include how we could collaborate more effectively. Intrigued by his work with natural order and general periodicity, I began to think about how key aspects of these ideas and our COTF concept of 21st century community DNA could connect to emerge new approaches for community transformation. Gus read the COTF material I had given him with the same idea in mind. How could we find an appropriate way or ways to collaborate? On the first day of my visit, Gus turned to me and said "of the ideas in COTF , I think the most important use of your time in the near future should be writing about the idea and skills of "master transformational capacity builder." As I begin to write this paper and think of these conversations and the evolution of our COTF work in the last two years, I become further convinced that this time of historical transformation has a universal guiding hand at work. If I have connected with Gus Jaccaci in 2001, we could not have had the same conversation we had in Maine recently because the full concept of the COTF System of Community Transformation did not emerge until the fall of 2002. The idea of the need for "Master Transformational Capacity Builders" did not became apparent until Andrew Cohill and I recognized that the comprehensive scope of new ideas, methods, and techniques embedded in the COTF System required a new type of leader….. one capable of coaching local leaders in these new theories and practical applications that had no standard model to use as a blueprint. If there are few, if any, leaders of community transformation in local areas, there is a need to find a way to help develop these "process leaders". It is because of this need that Gus said, "Rick, take the time to write, in detail, about "master transformation capacity builders. After reading the COTF material, I realize how important it will be to create and develop a network of people who have the passions, caring, patience, knowledge and experience to help a new type of leader evolve in local community throughout the US and World…. Process Leaders who complement traditional leaders and who can build capacities for longer term transformation in parallel to those leaders who see their role and focus on short term outcomes using best practices. The following development of the concept of "master transformational capacity builder" is dedicated to Gus and Lewis. It is divided into four parts:
I - Understanding the Context
I usually offer one or two quotes to lead into a new idea. Here five are introduced to reflect the importance of understanding the context of our times… A time of historical transition from a society organized around ideas of physics (Industrial Age) to one based on ecology (Integral Age of relationships): No one or two quotes can provide a true sense of the nature of ongoing change in our society. Even five quotes which focus on different aspects of our time of transformation cannot do justice to the systemic, complex change which threatens to overwhelm our capacity to understand and evolve in effective ways as a new society emerges. It is this need to understand the transforming context of our society and world that is the basis for why the concept of master transformational capacity builders is emerging at this time of history. In 1983 Fritzof Capra wrote a book called Turning Point. I remember reading the back cover at a bookstore in New York City on my last visit as an executive in the textile industry. I remember thinking it strange that I was attracted to this book at all. I also remember struggling to understand the concepts, never having taken biology and ecology while in high school and eight years in college. Having prepared myself for a full career in business and textiles, there was little in my background to help me understand a book totally out of my field whose basic premise was "that an emerging paradigm is replacing -- or at least competing with -- the view of the universe that has guided our civilization since the days of Sir Isaac Newton and Rene Descartes." That was the first time I had run into the concept of a paradigm, and wondered why I had a gut feel that this was an important book for the way I looked at the world. I later realized that this book was a key reason, along with Toffler's writings, that helped me evolve to a new world view. For the first time, I saw a potential way to understand what was occurring around me that I was no longer able to understand by using the intellectual filter I had been given in college and as a result of my business experience. In retrospect, I have a better understanding in 2003 of why I was drawn to the Turning Point. It had become clear in 1980 that the US textile Industry had only one way to go -- overseas as a result of the growing interactive global economy. In 1981, the prime rate of interest was 21%. By 1987 the Iran-Contra scandal had brought dishonor to a political arena still scarred by Watergate. For the first time in my intellectual and professional life, I realized I was "subconsciously" questioning what is different and what is wrong. At just this moment, I read the Turning Point and from that time on, one basic guiding principle that I had accepted all of my life cracked. Things were not independent and separate as they seemed on the surface. They were in fact connected in many obvious and subtle ways… and unless one could see relationships, connections and think systemically, one would not understand the future, nor be able to function effectively within an increasingly fast-paced and complex society. In the 20 years since that "aha moment" of 1983, when I began to see the world as connected, that small crack in my traditional world view has evolved to the point that I am convinced that we are living in a time of such historical transformation that the very context of our lives is transforming….and unless we rethink all aspects of our lives, communities and societies, we will find ourselves increasingly agitated, frustrated and giving into the fear of being out of control We live in a time of such transition that it is as if we are leaving the security and warmth of a two story, well built house, and have been thrown into a fast flowing river whose banks we cannot see. As with all transformation, unless we adapt and become able to see new patterns and recognize new rules we will perish. In addition, there is a "wild card" which has appeared for the first time in human history…. the idea of "conscious evolution." This is the concept that mankind has developed enough knowledge about how nature works that we are able to impact how our species evolves. The advances in communication technologies, brain research, genetic engineering, and nanotechnology will allow materials, human enhancement and biodiversity to be designed and created that nature has not provided. No wonder there is such fear of change and ethical dilemmas becoming increasingly evident. It is this challenging change in context of our society which explains why "master transformational capacity builders" are needed. Someone recently asked me on what we were focusing at this point in the evolution of our Communities of the Future work. I quickly responded that 80% of my time was taken working with the concept of Transformational Learning and developing the idea of "master capacity builders". It is my opinion that until local leaders and citizens begin to think differently, and until new capacities for transformation are introduced into the thinking and activities of local communities, we will not have vital and sustainable economies and societies…. And since there are few, if any, local leaders familiar with the idea and methods of community transformation, there is an immediate need to create MCBs who can help build these 21st century capacities in local areas. It is my experience that a first step in introducing those interested in becoming MCBs is to make sure they become familiar with what we mean by the phrase "transforming the context." Although, limited by space to develop the idea of a "futures context" fully, the following offers a T-Bar Table of Transformation which identifies more of the key "Categories of Transformation". Subsequent sections of this paper will discuss key ideas and strategies of what needs to be done to lay seeds for community transformation, what capacity building processes are important, what leadership techniques need to be used and in what ways a MCB can coach local leaders as agents of transformation and effective "process leaders."
II - Seeing the Need Any individual who aspires to become a "master capacity builder" needs to understand that there are new principles of community transformation which need to be understood. One of the most important principles is to realize that "no one changes unless the need to change is seen, understood, and accepted." The role of a MCB is to help local leaders understand 1) how to analyze
a situation All MCBs need to be familiar with the following five key elements and methods when creating an environment where people see the need for change: Key Elements: 1) Introduce the concept of the types of change:
Note for MCBs: In the early stages of the transformative experience, it is always difficult for individuals to understand and see the difference between reforming and transforming change. Many times the word "transformation" will be used, when in fact, the type of change experienced is reforming change. As an example, in the 1990s community college leadership at the national level spoke of Transformational Learning as a result of a change of emphasis from teacher centered to learner centered to learning centered (impact of the Deeming influence). In our COTF work, we would call this type of change in emphasis, reforming change, because the undergirding nature of the learning experience was not challenged. As a MCB, develop the following attributes, and methods, when laying seeds, for understanding the difference between reforming and transforming change: Attributes: patience, ability to anticipate responses, ability to read body language Methods: always remember that an individual needs to understand why change is appropriate.
(for instance, if the MCB is attempting to get local leaders to recognize the need not just to see or focus on one factor, he/she should tell a story that illustrates how one become a person who looks for the value in what is said and is able to connect it to some other idea or factor). 2) Always remember that a MCB/process leader needs to show in his own leadership style the need to change, without overdoing it. This is most effectively done by giving testimonials/stories about ways in which you decided you needed to change
Attribute to be developed: openness to new idea; ability to see transformational potential Methods: these are three ways a MCB can introduce the idea that he/she realized the need for change:
3) Introduce an area of community life and ask those with whom you are working to identify trends and determine how these trends will impact their community, their organizations, and themselves. Ask them what will need to be transformed to be able to adapt to these impacts. Attributes: passion for learning; ability to see connections. Methods: Give the local leaders a list of
Don't tell them what
to do. Tell them it's up to them to determine what to read. Ask the question,
"what will you need to do to prepare your organization/community
for the impact of the future trends you have selected." When they
return for a generative dialogue with Note to MCB: It is important to remember that the interaction of three key elements are necessary for any true change to occur:
This grouping needs to be approached in a holistic way. There can be no personal transformation without developing a set of processes that allow those involved to identify future trends and understand their impact. In turn no futures context will be effective without appropriate processes facilitated by process leaders who have personally transformed themselves….and any set of effective processes will need to be designed within a futures context by those who are capable of connecting with the idea of transformation. 4) Shift from either/or to and/both thinking One of the greatest challenges in an effort to create an environment for personal, organizational and community transformation is to help people learn to be and/both, and not either /or thinkers. Our culture and educational system is based on a set of fundamental ideas which inculcate the objective that
We even phrase our questions to force one answer (e.g. "is the reason that the team didn't win the fault of the coach or the fact that the best player was sick?"….probably neither, if the team was beaten by 35 points ). The point here is that there is usually more than one factor or answer that is involved, especially if the situation or issue is complex….as our society becomes more fast paced and interconnected, it will become more complex. Therefore, for someone to see the need to change, he often needs to learn how to be an and/both thinker to be able to see that there may be more than one way to look at an issue. Also, unless a person becomes an and/both thinker, he/she will not be able to listen to see value in what someone else says….and, therefore, to connect an idea to other ideas….which is the mechanism of innovation. Attributes: A different kind of listening; the ability to look for multiple answers; the ability to learn how to be a matrix thinker. Methods: A MCB is responsible for helping people see connections that are not readily apparent using traditional linear thinking. Non-linear, connective,
and/both thinking is difficult to
5) A compelling transforming event or episode In most cases, local leaders have deep roots of experience and traditional thinking that is the basis for their success. One of the well known principles of change is that change usually occurs only when old ways are no longer seen to work or when there is a crisis. What increases the difficulty of seeing the need for change in a time of transformation is that one cannot predict what will happen, and new methods and tools do not exist that will be needed to deal with situations and issues never before encountered. Note to MCB:
It is important for a MCB to realize that any period of transformation
has to be a time of research and development since prior methods and answers
are no longer appropriate. When introducing a concept of transformation
as a way for local leaders to see the need to change, understand that
a more indirect, "fuzzy" approach can be more Attributes: Understand how to search for weak signals; ability to introduce ideas indirectly. Methods: Read
newspapers ( USA Today, Wall Street Journal ), magazines & web sites
for compelling events, episodes or new situations. Make copies and organize
items in some Master Capacity Builders need to realize that there are four stages of transformation and that all phases require constant analysis, understanding, leadership, risk and continuous evolution of new capacities.The four stages of transformation are
This is the most important of the four phases because once a person begins to think about and question their traditional ideas, he/she will provide a sign in some way that an opening to new thinking is possible. The experienced MCB will continuously look for some sign that the person is ready to see the need for change, and be ready to act in an appropriate way. It is important to realize that once someone enters the "hmmm zone", you've got them and they will never go back if nurtured. The following identifies both signs of new interest on the part of someone entering the "hmmm zone" as well as actions that can be taken by MCBs. Direct Signs - A new type of question
is asked that is , for the first time, really a question of interest and
not a question meant to defend a previously held position. Indirect Signs The body language has shifted from defensive to questioning, although still not actively open and interested in changing: - eyes squint with
a questioning and not defiant look Direct/Indirect Actions Once a MCB recognizes that someone has entered the "hmmmm zone", he/she must decide what action to take or not take that will help the person continue their new journey of seeing the need to change. It is important for a MCB to remember not to get too aggressive with any response to newly perceived interest. One of the most common mistakes in the early stages of the "hmmm zone" is for a MCB to misread the situation and try to move the potential "convert of transformation " along at a rate that meets the need of the MCB and not the need of the individual. Remember that a person in the early stages of shifting from the resistance stage of transformation to the "hmmm" stage needs to evolve at a pace appropriate to the person and the situation. With this said, there are several times a MCB should take a higher risk of facilitating new interest if the analysis is that a person has just begun to listen to ideas and information that could cause him/her to see the need for personal change:
Once the MCB has determined that the situation calls for a normal "hmmm zone" approach (for an individual or if you see real interest in over 50% of any group, quickly decide whether to use a direct or indirect action: Direct Action: - Explain why a particular
trend(s) is occurring and why it will be important in the future
- Introduce an idea that is "fuzzy" that creates a shift in ownership form the speaker to the listener. Expect frustration. Ask if anyone sees the point you are trying to make. If someone speaks, and is on target, reply with some comment of affirmation such as "exactly" or "yes, that's what I was doing". If the person responds and is close but not exactly on target, ask the person to talk " a little more" about what he/she means. If someone responds and is not close to understanding, find something with which you can agree and ask another indirect question until the person or someone else in the audience begins to get close. If there is silence, let the silence extend for at least 30 seconds to a minute. Tell the group you are comfortable with silence because we are tying to think about new ideas that are not in our base of experience and which cannot be identified or understood quickly. Then continue to ask indirect questions until someone begins or continues a dialogue with the MCB. *MCB note: Always remember that you are trying to establish generative dialogue in which those involved will help each other begin to grow beyond their traditional thinking and world view, and begin to see need for personal change and transformation. The ideal outcome for a MCB at this stage is for the environment to become so conducive to interaction on the part of the group that they begin talking among themselves and you can sit on the sideline. - Ask a question appropriate to the situation and stage of "hmmmm…ness" that will:
Remember that you are trying to help the individuals or groups see beyond their own opinion and become open to new ideas. New MCBs make the mistake of trying to ensure that the dialogue is efficient. In transformation the use of web conversations are important to help those involved see the importance of talking about new ideas and becoming comfortable with ambiguity and uncertainly. Efficiency is a disaster when creating an environment for where someone first sees the need for change. What is required is an environment of "controlled inefficiency". There needs to be a balance, an aura of positive tension created where the individual or group does not get totally frustrated, but where immediate clarity is not a goal either. Only by creating a situation where individuals have to struggle somewhat to see and understand new ways of thinking will they own the ideas and be willing to continue to be involved with their own growth when things are not easy. One paradox of the early 21st century is to know when to be customer-oriented and meet the needs of those involved, and to know when to create positive tension on purpose.There is no growth or transformation without an appropriate and successful time of struggle.
A MCB is not created overnight. No one seminar or short training course will develop the capacities in someone who decides he/she wants to help people, organizations and communities develop their own abilities to prepare themselves for a constantly changing, interdependent and increasingly complex society and world. For any aspiring MCB to develop the competencies necessary to help guide individuals, groups and communities through the four stages of transformation, he/she needs to develop expertise in the following areas: 1) Broad and Deep Ranges of Knowledge The leader that is focused on helping others develop long-term capacities for transformation will need to become a "specialized generalist", a 21st century Renaissance Thinker. An irony of our age is that as knowledge explodes with the result of the creation of micro-specialists, there is an increasing need for the development of a new type of person skilled in an updated (uplearn) concept of liberal arts. All effective leaders of a new kind of social, political and economic innovation (transformation) will need to have broad and deep knowledge in many areas in order to:
With this said, there are several key areas of knowledge with which a MCB must become more knowledgeable than those with whom he/she interacts:
2) COTF of Community Transformation All MCBs will need significant knowledge of and experience in the use of the COTF System of Community Transformation to include:
The design of the COTF System as a "community genome" of the 21st century was created this way on purpose. A key reason is to insure that the design & use of the COTF System is consistent with the emergence and structure of a dynamic society. In the past an Industrial Society focused on hierarchical structure, standards and "one best answers". This is right and appropriate for a slowly changing society. However, as the pace of change rockets ahead to a time of transformation of all key aspects of our civilization, then a new design of society is required which insures the capacities for any community to be vital and sustainable in an increasingly complex and interconnected society and world. The design most appropriate for a society which will be in a state of continuous change and innovation is one that mimics nature. Therefore, the COTF System is designed as if it were a genome of a community in constant change. The "cell" encircles the six "chromosomes" which encircle the "genes". It is up to each MCB to determine at any one moment in any situation to select and connect appropriate "genes" in a process of community transformation. In so doing, a MCB plays the biological role of RNA , deciding which gene of the COTF System should be encoded to develop the more complex building blocks ( proteins ) of any community (phenotype). It is this function and capacity of a qualified MCB that gives title to this paper. 3) Concepts, Methods,
and Skills for Creating Community The Center for Communities of the Future has pioneered the creation of and application of concepts, methods and skills of community transformation. As a result, all of the work of the Center is research and development. The following are key ideas and concepts important to a MCB in his/her quest to build capacities leading to community transformation. The application and implementation of these ideas and concepts will be developed in the fourth section, Building Capacities for Transformation.
IV - Developing Capacities for Transformation The concept of building capacities for transformation has emerged from the research and development work of the Center for Communities of the Future. It takes time for "seeds" to be planted and grow over time because the concepts, methods, techniques and skills for building capacities for transformation are significantly different compared to traditional leadership approaches and short-term decision making. Whereas short-term projects use direct action, bench marking and standard model evaluation methods, long-term transformative capacity building relies on small groups of interested parties who are willing to take the time to think about new innovation which are not part of any group's base of experience. Therefore, all methods of building capacities for transformation is based on research and development. The following are the results of the research and development work in community transformation done by the Center for Communities of the Future, and identifies "community access points" conducive to laying seeds of new ways of thinking and action:
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