And by denying that accountability we disempower ourselves, and make ourselves victims of something we have helped to create. When we abdicate our freedom, we become accountable for the impersonal and fragmented world around us.
#Donella meadows the system lens how to#
In this profound book, Peter Koestenbaum and Peter Block offer a new perspective on how to reclaim our freedom by being accountable for the choices we make, which brings true meaning and power to our work and our lives.ĭenying our freedom creates conformity, disregard and disrespect for our individual differences, and empowers controlling, top-down organizations and societies.
Peter Koestenbaum and Peter Block, Freedom and Accountability at Work And, of course, we had to include one article, written by our founder and chief strategist. It will change your perspective on life and work. And if you only have time for one, you must read Freedom and Accountability at Work. So many pivotal books have informed our work and our lives, but knowing that your time is precious, we'll limit ourselves to only five of the best. This article focuses on the seven critical systems-thinking skills that result in what Barry Richmond calls, "good systems thinking." Books This groundbreaking article outlines the 12 most effective places or leverage points within a system to intervene where, according to Donella Meadows, a "small shift in one thing can produce big changes in everything."īarry Richmond, "Systems Thinking: Critical Thinking Skills for the 1990s and Beyond" This whitepaper shows us how multi-stakeholder collaboration is possible using a breakthrough methodology employing the rigor of system dynamics/thinking and a deep understanding of human and group dynamics.ĭonella Meadows, "Leverage Points: Places to Intervene in a System" We've all been confronted by situations where it seemed impossible to get diverse stakeholders with conflicting perspectives, contradictory goals, and widely differing measures of success to come to not only a shared perspective of their reality, but also shared understanding and agreement about how to work together to achieve a common global goal that advances both the needs of each individual and the collective as a whole. R Scott Spann, "Some things are impossible-until they're not: Solving 'intractable' business and social problems" (41 pp.)
Since then, RE-AMP has grown from 24 individual organizations to a collaboration of 120+, endorsed by 8 Midwestern governors, successfully passing a suite of climate related legislation in the Midwest - becoming one of the most successful examples of how to approach the kinds of complex, multi-stakeholder problems emerging today. By the time they were done, they had agreed on the need to "reduce GHG emissions by 80% by 2030" - a revolutionary goal. In 2004, Jennie Curtis and Rick Reed of the Garfield Foundation set out with a group of 24 utilities, regulators, foundations and NGO's to explore "increasing the amount of wind energy in the Midwest". R Scott Spann, RE-AMP - "Resolving Complex, Multi-Stakeholder Problems" (11 pp.) This article from the Systems Thinker details how understanding the fundamental dynamics of complex problems requires seeing the problem from two perspectives: systems thinking/system dynamics and group dynamics/collaboration building and from within those perspectives, building the six capacitiesleadership, trust, innovation, execution, scalability, and sustainabilitythat are needed to solve the problem. Scott Spann and James Ritchie-Dunham, "The Promise of Systems Thinking for Shifting Fundamental Dynamics" (4 pp.)
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