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Tomorrow Makers
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Bringing There to Here
Bringing There to Here

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Are you part of a mature organizational #ecosystem?

"Complex systems--such as a wildfire, a storm pattern, or a waterfall--are not 'run' by anyone in particular, but are instead controlled by countless individual interactions that occur inside the system. Every day, for instance, customers in hundreds of countries make decisions to buy or not to buy, and those decisions in turn affect the price of beans and stocks. In the same way, countless interactions in a natural system--eating or being eaten, for instance--weave together to define the community. Just as the invisible hand of the marketplace determines whether a company lives or dies, so natural selection works from within to shape the nature of life.

"Over billions of years, natural selection has come up with winning strategies adopted by all complex, mature ecosystems. The strategies in the following list are tried-and-true approaches to the mystery of surviving in place. Think of them as the ten commandments of the redwood clan. Organisms in a mature ecosystem:

Use waste as a resource
Diversify and cooperate to fully use the habitat
Gather and use energy efficiently
Optimize rather than maximize
Use materials sparingly
Don't foul their nests
Don't draw down resources
Remain in balance with the biosphere
Run on information
Shop locally"

Janine M. Benyus
Biomimicry: Innovation Inspired by Nature
p. 253, William Morrow and Company, Inc.

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For the knowledge worker to be relevant, engaging in group genius and sapiential leadership are essential.  In today's world, the knowledge worker who cannot engage and collaborate with others ... or shape and share leadership in the moment, is not effective.  Children seem to know this intuitively. #knowledgework   #leadership #collectiveintelligence  

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New post by +gail taylor: "It seems to me that Mandela had a small number of non-negotiable values which he held true to during his entire life.  They were about fairness and opportunity for all. 
By holding true to these values, he seemed to have had an innate knowledge of when and how to take his next step in his long journey. He walked the fine edge between chaos and death and peace and justice as a way of life.  He knew which doors to crack open and when. He invited others into these adjacent possible spaces and together they opened more possibles.  Over the years, he widened his opportunities for freedom as he did for all of humanity. "

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On getting to the simplicity on the other side of complexity:

"...It is true, and important to remember, that the simple cultures never face the problems of complexity which we face in design. And it is true that if they did face them, they would probably not make any better a showing than we do. When we admire a simple situation for its good qualities, this doesn't mean that we wish we were back in the same situation. The dream of innocence is of little comfort to us; our problem, the problem of organizing form under complex constraints, is new and all our own. But in their own way the simple cultures do their simple job better than we do ours. I believe that only careful examination of their success can give us the insight we need to solve the problem of complexity. Let us ask, therefore, where this success comes from..." - Christopher Alexander , Notes on the Synthesis of Form, p. 32, Harvard University Press, 1964. #quoteoftheday #oliverwendellholmes  

What are the mechanics of upcreation?

http://kk.org/thetechnium/archives/2009/05/upcreation.php

"... while this emergence usually "happens" in an almost passive way in the past, we humans would like to be able to make it happen on command. We would like to upcreate artificial minds and artificial life. However, much to our dismay, upcreation turns out to be something very hard to imitate... A large part of the difficulty lies in our lack of a good understanding of what happens during emergence. What does it mean to make a new level, how do we recognize one, and what are its preconditions?
These are ancient questions, and big in scope. The arc of complexity stretches across the cosmological realm, runs deep through the biological world and extends into the technological sphere..."

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Systemically exploring, expanding and utilizing the adjacent possible is an ideally suited task for collaboration.

Though the term is relatively new (See Stuart Kauffman), our event and convening processes have long been an effective means of exploring edges of possibility - including those things that appear just "beyond" current reality.

With Kauffman and Steven Johnson providing such clear articulation of the idea, we are keen to more rigorously incorporate it into our work. An example can be found in our Wayfinding sessions.

It is exciting to see folks from the likes of frog design thinking along the  same lines.

http://designmind.frogdesign.com/blog/exploring-the-adjacent-possible.html

More on Adjacent Possible: http://emergentfool.com/2010/03/11/the-adjacent-possible/

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"Exemplary performers use the constant flow of information to shape products and services. In contrast, other performers use only initial information. They tend to present their initial product or service as final and often have an aversion to producing or reproducing the product or service.
 
Exemplars, on the other hand, use the flow of information as inputs to engage in productive iterations of product development: the exemplar, given the time constraints, will repeat the process as many times as necessary in order to produce a “perfect product.”
 
For most products or services, the exemplar engages in six iterations of production. Each of these iterations emphasizes further shaping of the product because of new information feedback. Each iteration becomes a more and more efficient resource investment – perhaps half of the previous phase. In turn, each iteration doubles the quality of the product or services. The exemplar becomes increasingly more efficient in resource investments and effective in results outputs."
 
Robert Carkhuff, The Exemplar, 1984, page 103
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"Design and manage Philosophy, Culture and Policy to steer the evolution of the enterprise." - http://www.mgtaylor.com/mgtaylor/glasbead/vantgpts.htm

(philosophy) Tomorrow Makers believes human society is transitioning through a deep, fundamental paradigm shift. This time of transition is disruptive, turbulent and uncertain. A better, more just, equitable and plentiful era is within reach. How we get there, and how well we do once we are there, will in large measure be determined by how well we collaborate with each other.

(culture) In our view, a collaborative culture is an essential ingredient to the resilience and prosperity of groups, organizations, communities and the world at large.

(policy) To this end, Tomorrow Makers supports and helps implement policies and programs that enable leadership to master the art of designing and participating in collaboration.
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eugene kim
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