Compassionate Collaboration 🤝
Thoughts on team-work, governance and prosocial collaboration
Compassionate Collaboration 🤝
The Ready _ Operating System Canvas 2022
The text outlines a workshop process using the OS Canvas to identify organizational tensions and bright spots, facilitating discussions to improve team dynamics and operational effectiveness within a company.
LinkDictionary of Cosmo-Localization
docs.google.com
Meetings are microcosms and expressions of culture, serving as high-leverage places to build or change culture. It is important to design meetings in a way that engages people meaningfully and deeply in all aspects of analysis and works to build trust, ownership, and commitment.
Alfred Korzybski famously said, “A map is not the territory . . .” (1994, p. 58). This phrase has been reframed into many other versions (but even more are needed).
The name is not the thing named.*
The menu is not the food.**
The nutrients are not the meal.
The word is not the thing it represents.***
The representation is not what is being represented.
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Nora Bateson • Combining
There are 6 Key Patterns -which are based on what we have observed so far in collaborative innovation:
Diverging & Converging
Checking Back
Leveraging Tensions
Design Squiggle
Working Concurrently
Spiralling
The Leveraging Tensions pattern involves recognizing and embracing the creative tension between seemingly opposing values, referred to as "polarities." This tension is essential for breakthroughs and for bringing something new to life. Examples like Action and Analysis illustrate the need for balance in these polarities.
Acknowledging creative tensions is crucial for the collaboration, and avoiding conflicts or seeking to bypass tensions can hinder deeper learning, trust-building, and breakthrough ideas. It is important to address the discomfort associated with tensions, there is a missed opportunities for progress when tensions are not leveraged well.
Facilitating collaborative sessions with creative tensions requires framing them as natural and positive. Proactively naming specific value-pairs and helping stakeholders understand the benefits of each tension are practical tips.
“When a transition progresses it is likely that less intermediation will be required and many actors performing such roles become redundant. This expectation is likely to create battles within and between intermediaries, taking attention away from their intermediation activities, with potential consequences on the speed of the transition” (Kivimaa ... See more