cheryl linked to an article by margeret wheatley (author of the wonderful leadership and the new science). i think it is a brilliant piece and it’s a timely one for me – systems of influence. this is how it kicks off…
Despite current ads and slogans, the world doesn’t change one person at a time. It changes as networks of relationships form among people who discover they share a common cause and vision of what’s possible. This is good news for those of us intent on changing the world and creating a positive future. Rather than worry about critical mass, our work is to foster critical connections. We don’t need to convince large numbers of people to change; instead, we need to connect with kindred spirits. Through these relationships, we will develop the new knowledge, practices, courage, and commitment that lead to broad-based change.
i am off today for a 24 hour get together with about 30 leaders or key players in mission projects, church plants, emerging churches, alt worship communities or whatever. the point of meeting is well… to meet. it’s easy to get or feel isolated and there’s so much benefit in sharing the journey with others. one of the words we have used to talk about how to do more with this loose network than just meet occasionally is to be more intentional which i like. this article is very re-assuring describing how networks can move from networks to communities of practice to systems of influence. but they do this not through control but through emergence.
Great article, Thanks for sharing:)
Hi, good article, but I wonder if it is basically a reworking of an understanding that has been around in organisation and management theory for a long time? I’m just trying to make sense of the flow of ideas here. Networks certainly do give rise to CoPs, but the conversations that flow around the periphery are surely as important, as they give rise to a very creative diversity, and from this diversity new initiatives form which may never be anything but local to one neighbourhood, but which are critical to that neighbourhood – so I would say the ‘loose ends’ are as interesting as the ‘core’ .
People looking at complexity and emergence in organisations have long understood the vital nature of informal conversations, sense-making dialogue from which new understandings arise and from which organisational culture changes. But in this situation of rapid change and fast communication, should we focus attention on conversations, networking, or the way either impacts the flow of funding and resources in the global church?