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Plan in Uncertainty
Recently I worked with a group of middle managers charged with the task of leading a system-wide change initiative. Their considerations included programmatic, organizational, and service delivery changes. At the same time, they were shifting from a program-determined silo structure to one that required collaborative planning across all programs.
I wrote this after discussing with one of my empathy buddies, Rodger Sorrow, his anguish about events in Ferguson, MO, and reading Miki Kashtan's call to action on the CNVC certified trainers' email list.
HSD releases the power and possibility that lie at the heart of your human systems. When you work and play, in your public and private lives, individually or with a group, you interact with others to make meaning and take action. You couldn’t live without these complex interactions, even if you wanted to, but why would you want to?
The HSD Institute thrives because of our long-term relationships with clients. Learners come back and continue to build knowledge and skills. Long-time organizational partners invite us into new and ever more interesting projects because they see success in the past, and they expect overwhelming challenges in the future.
In her book Daring Greatly, Brené Brown defines vulnerability as risk, uncertainty, and emotional exposure. Through her research on the topic and examination of her own struggles, she provides provocative and promising stories on why understanding and working with vulnerability can remove constraints and lead to great personal transformation.
I am finally able to get a moment to respond to an emerging conversation in which Dave Snowden critiques one of my tweets and the rest of human systems dynamics as if it were captured in the same 140 characters. It is always interesting to read a critique of my work, if only to tease out what it says about the critic from what it says about me and the work my colleagues and I do. Our practice in human systems dynamics (www.hsdinstitute.org) and adaptive action encourages us to turn judgment into curiosity; turn defensiveness into self-reflection; and turn conflict into shared exploration.
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