We humans have ants in our pants. We are road warriors, million-mile-flyers, web-surfers, because-it-was-there climbers. We come upon this tendency honestly. Our early ancestors sprung up and out of Africa 60,000 years ago, on a grand trek that involved land bridges and star navigation. The march continues to this day. Only now, on a grand scale, we really have nowhere left to go. No uncharted points on the map. No hospitable land to grab. Not many stones left unturned. Our billions have spread far and wide and down and up, scraping the sky and mining the deeps and paving even the wildest of paradises.
We social innovators are not immune to the adventurer’s inclination. As “change-makers,” we strain against the start gate, our eyes trained on the finish line. Armed with sticky notes, we rapidly prototype our way from pain point to panacea, from shame to solvency.
“We should not rush through the in-between places.”
Of course our work is needed. I am no stranger to sticky notes. I work as a strategist, helping social innovators crystallize their organizational identities squarely in the solutions space. But I am coming to realize that the rush from problem to solution may be leaving something essential in its wake. My colleagues and I are stepping into, and learning to savor, the rich and marvelous state that exists between problem and solution. A less celebrated place, for certain, but a place well worth our attention if we ... Read more
A background in geology made one thing certain for Christine Lloyd: Nature isn’t made of straight lines. Neither are people, the prima materia of organizations.
“I often use water as a metaphor in systems work,” she says. “When I get stuck on an organizational problem, I always think back to ‘what would the flow of water do here?’”
Those may sound like words uttered by a philosopher, but they’re grounded in science. The theoretical foundation of Chris’ work is complex adaptive systems, using whole systems thinking to help steer organizations and their leaders through periods of complex and unpredictable change.
Chris’ work has taken her around the world and through diverse industries. She has served as a senior executive in blue chip organizations such as Shell, ICI, Nokia, Cancer Research UK and UNICEF.
What wisdom can be gained from 20 years of applying systems science to massive organizational transformations? As our world becomes more complex, our organizations (like anything in nature) must also complexify in order to meet the demands of their environment. Drawing from her pioneering work with Nokia and UNICEF, Chris shared with d4e how she created innovative network structures to make change and innovation easier in a VUCA
world — bef... Read more