“I just received the following note from one of our Inner Circle members. Below the note is my response.”
Enclosed are some documents and links that were asked to be shared with you from SDi Level 2 livewire presenters:
Fred Krawchuk has written two pieces on Multi-stakeholder Collaboration that are attached.
Mike Jay would like to offer you access to his latest paper: BEHAVIORAL MetaDYNAMICS – An Exposé in Leader Development:
If you provide your name and email, you’ll automatically be subscribed to an email series which goes into more depth about CAPABILITY DYNAMICS.
Ben Levi | 151 Wildcat Lane | Boulder, CO 80304 USA
firstname.lastname@example.org | Tel: 303-546-0679 | Skype: benleviboulder
5 Deep Boulder • Spiral Dynamics Integral Training and Consultancy • Web-based Assessments
1: Behaviors/Actions ->
2: Systems/Structures ->
3: Mind ->
4: Codes ->
5: Life Conditions
“Providing leadership which fosters healthy life conditions for all beings to thrive, and therefore to evolve.”
Ok, my EXPOSE is live, note link below:
I passed these two articles on from Fred, as he is giving live wire also…
here is the summary of FRED’s long doc: the short doc is good read and promotes the ideas of collaboration
Now that the key components of, and challenges to, a successful MSC enterprise have been discussed, let us step back and appreciate a synthesis of the different elements. In the early stages we consider the issues, stakeholders and their intentions, and the complex environment in which they mesh. During this co-exploration stage we integrate the components of people, purpose, place, and pre-MSC process to broaden our apertures and create new understanding. As the exploration ripens, we move into a co-design phase. Here we take our understanding and transform it into new possibilities. In co-designing, we blend people, process, purpose, and place in order to translate ideas into action. This can take the form of developing future scenarios, pilot projects, or prototyping experiments. This process of scenario development and prototyping pilots can be an effective way to help build relationships across organizational and cultural borders. To maintain momentum and deepen learning, we share stories, practice new skills, and assess the outcomes of our initiatives. During co-learning we integrate the people, purpose, post-MSC process, and practice components. Throughout the entire process designers and facilitators brainstorm contingencies to exploit successes and mitigate challenges that emerge. As we learn by doing, members of the MSC endeavor to continuously refine and adapt the five components to support achieving superordinate goals.
A look at the 5Ps together as a whole shows the importance of aligning committed stakeholders, resources, and the needs of the group in a focused fashion. Connecting the projects with people who are committed to their completion promotes collective action. Stakeholders who demonstrate personal alignment enhance trust-building within the group. Structural alignment supports resilience and efforts to build continuity for the MSC endeavor. Designers make the effort to analyze and integrate the different parts of the MSC enterprise in order to close gaps and synergize collaborative action.
Synthesizing the various aspects of the multi-stakeholder collaboration helps each part of the enterprise learn from every other part. This fusion enables leaders “…to see the emerging forms of things to come and outline what should be done to meet or anticipate them…[and] constantly reappraise what was being done…[given that] policies acquired their own momentum and went on after the reasons that inspired them had ceased.”88 This may include generating new initiatives or partnerships. It could also mean completing actions or terminating projects that no longer serve the group. New practices or support systems may be necessary to help stakeholders move forward. Stepping back and reflecting on synthesis can help designers and stakeholders see how the whole system is evolving and consider what steps can be taken to further sustain the MSC effort.
Complex MSC challenges require comprehensive approaches that do not necessarily follow a linear sequence. Different challenges will require a different mix of components at different times. Integrating the various parts and aligning them in support of a superordinate goal promotes synergistic action. Unique scenarios will require different applications of this approach. Managing an MSC enterprise is like leading an orchestra. Depending on what is needed, designers will call upon different arrangements of the five components. When leaders conduct the five instruments of MSC in concert with each other, stakeholders benefit from new opportunities for increased harmony and coordination.