Mindfulness in Social Movements – Christina Flesher Fominaya
How to collectives organize in moments of political change? Christina shared her ideas based on her studies of how autonomous networks organize around social change movements.
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September 2018 Member Call: Connecting to Challenges and Initiatives
This is the summary of the first LILA member call for 2018-2019 focused on Collective Mindfulness. Shaping the Human Systems in Organizations: How do a group of people act as a collective and in a mindful way? As the members shared about their companies and the challenges they face, several themes arose around this year’s theme of Collective Mindfulness: Shaping the Human Systems in Organizations. Shaping the Human Systems in Organizations: How do a group of people act as a collective and in a mindful way? As the members shared about their companies and the challenges they face, several themes arose around this year’s theme of collective mindfulness. -
How Behavior Spreads: The Science of Complex Contagions by Damon Centola
LILA guest speaker Damon Centola has published a new book about the ideas he shared at LILA. From the publisher: A new, counterintuitive theory for how social networks influence the spread of behavior New social movements, technologies, and public-health initiatives often struggle to take off, yet many diseases disperse rapidly without issue. Can the lessons learned from the viral diffusion of diseases be used to improve the spread of beneficial behaviors and innovations? In How Behavior Spreads, Damon Centola presents over a decade of original research examining how changes in societal behavior–in voting, health, technology, and finance—occur and the ways... -
Collective Mindfulness: Shaping the Human Systems in Organizations
LILA Theme for 2018-2019: Collective Mindfulness: Shaping the Human Systems in Organizations In dynamic environments, how might we create the conditions that improve the quality of interactions in order to nurture collective sensemaking and collective action? What are the states of dynamic organizations as they evolve and change? Exploring collective mindfulness—defined “as the collective capability to discern discriminatory detail about emerging issues and to act swiftly in response to these details (Weick, Vogus & Sutcliffe) might provide some answers. This year, LILA turns its attention to understanding how to nourish the organization and the systems whose future we hope to... -
LILA 2018 Summit Animation: Emergence in Organizations
This is the animation that reflects how the LILA community made sense of the theme of Emergence in Organizations: Shaping the Future as it Unfolds. To watch the animation click the play button. -
“Three keys to leading emergent organizing” by Jim Hazy
Too often we feel that we are in control at a fine grain and local level, but too often in emergent contexts emergence it unfolding at a coarse grain and macro level in which we cannot control. Traditional leadership still may still apply but the context matters more. An important first move is fine-grained to empathize with followers: what are their needs? A theory is that, as humans develop we move from dependence, independence, to inter-dependence. Different leadership frameworks speak to these developmental needs. For example, charismatic leadership speaks to dependence needs. Transformational leadership speaks to independence needs, to support... -
Embracing the Simple & Strange with Jim Hazy
Jim began by emphasizing that first we consider leadership we need to mediate on: what iscomplexity? There are many sources from biology, sociology, economics, etc. What links them together is unpredictability of time (you don’t know when something will happen), place (you do know where it happen), social complexity (you don’t know who is connecting, influencing, etc. whom). What leaders need to do is find the simplicity on the other side of complexity, to quote Oliver Wendell Holmes. From Jim’s research there are some keys to get to simplicity: Realize that the map is not the territory. Models aren’t reality but... -
March 2018 Member Call: Adopting a Paradoxical Mindset for Emergence
Dr. Smith shared that adopting a paradoxical mindset has been shown to encourage creative outcomes, job satisfaction, and innovation, and has been linked to promotion within organizations. Organizations inherently have competing demands; they always exist but are not always observable o Become salient through a number of organizational conditions and/or individual characteristics o Example: Paul Polman (CEO of Unilever) invites people to discuss tensions Smith found there are two core dimensions to how people think about competing demands: 1. How do you experience tensions and make them salient? 2. How do you deal with the tensions? What mindset do you bring to the tensions? -
February 2018 Animation: Engaging Emergence
The seeds of innovation and "becoming" reside in these random, unpredictable fluctuations. When the things we want spontaneously sprout up, we might call it serendipity in hindsight, but we often suppress deviations from the norm before it's even possible to guess the nature of what is germinating. Engaging with emergence entails letting go of preconceived solutions, a daunting challenge when performance measures loom at every level. -
January 2018 Member Call – Self-managing organizations: Exploring the limits of less-hierarchical organizing
Fascination with organizations that eschew the conventional managerial hierarchy and instead radically decentralize authority has been longstanding, albeit at the margins of scholarly and practitioner attention. Recently, however, organizational experiments in radical decentralization have gained mainstream consideration, giving rise to a need for new theory and new research.
