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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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The Adaptive Action Survey this week asked respondents to consider the current scenario in US politics, as Congress struggles with policies and decisions--fiscal and otherwise--that seem stuck along partisan lines. As we look at evidence that our Congress is stuck, we asked three questions: 1. What do you believe is the reason the US political system is “stuck” and unable to move toward effective decision making? 2. What would you name as the largest barrier to Congress’s ability to make a decision about the looming fiscal issues? 3. What one piece of advice would you give members of Congress this week to get them unstuck?
We have three retired racing greyhounds. Fionn is now the senior dog in the pack, having survived three years with our first grey, Zoe, and now enjoying some respect as the top dog. Zoe ruled with an iron paw, keeping Fionn from the food and comfy furniture even when she herself wasn’t interested. We were sure she did differential equations in her head while she waited for us to do her bidding.
Thanks to all who responded to our first Adaptive Action inquiry. Fifteen people shared their views of WHAT leadership looks like. As you might expect from a diverse Twitter-connected crowd, the responses were interesting and varied. One person summed up the findings nicely, “Leadership in a CAS [complex adaptive system see en.wikipedia.org/wiki/Complex_adaptive_system and
wiki.hsdinstitute.org/complex_adaptive_system] context is framed very differently than the traditional top-down models of leadership.” In the midst of the diverse responses, two themes emerged.
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