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We always say that HSD is about good questions —the answers are up to you! Of course, that is because every complex system is unique, so the patterns of success will depend on local, immediate circumstances, more than the certainty of some evidence-based answer.
Build Adaptive Capacity
In July, I wrote a blog post about the need to tell the “bigger story” by using narratives that explore the dynamics of interactions between and among humans. In HSD we teach people to see, understand, and influence those dynamics. We constantly seek to use engaging and accessible narrative to share stories that help people leverage the complexity around them to find their next wise action. I believe that if narrative includes an exploration of the complexity in our interactions, it can also help us, individually and as a group, share our stories in more relevant and compelling ways. I also am caught up in the question of whether it can also help us to reach across the differences that divide us to create greater understanding and empathy.
When is a change a real change? When it is a paradigm shift!
The term "paradigm shift" gets tossed around. Its meaning has become more and more hazy since 1962, when Thomas Kuhn first applied the term to The Structure of Scientific Revolutions (University of Chicago Press, 2012).
In this short video, Glenda Eoyang explores four signs of a true paradigm shift. She looks for those signs in human systems dynamics and other complexity-informed disciplines in social sciences. In the process, she explains why teaching complexity is often much more difficult than understanding it.
Build Adaptive Capacity
Learner, teaches teacher. “Teach and learn in every interaction.”
Recently I finished up with two executive coaching clients that I’ve had for a year. Their organization was shifting their culture, and they needed their leaders to do the same. We started off with a good plan, and the coaching went pretty well. Both made great strides and see where they still have to grow. They are grounded in their values, identified and lived into who they want to be and hopefully shifted the culture by their example.
Description
To work in complex environments, you and your team must learn continually. It is not enough for individuals to learn for themselves, the team also needs a discipline for learning together. Based on a practice in the US Air Force, we encourage teams to surface their failures and concerns after every significant effort or event. By acknowledging and talking about their experiences, the group can see, understand, and influence patterns to improve performance in their next engagement.
Teaching & Learning
Radical Rules for Schools provides a path for seeing, understanding, and influencing the dynamics that shape patterns of generative teaching and learning. Using the principles of human systems dynamics, this practical book helps build adaptive capacity for individuals and groups. The rules change behaviors, and the behaviors transform patterns as educators adapt to the challenges and changes they face today. The authors recommend a short list of simpleyet radicalrules to guide decision making and action to set conditions for generative teaching and learning for students, faculty, administrators, boards, and families.
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