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Peggy Holman Berrett-Koehler Publishers ePub

History doesn’t repeat itself, but it rhymes.

—Mark Twain

Something subtle often happens after an experience with emergence. Whether it was living through an earthquake or hurricane or coming together with a diverse group to address an intractable challenge, life returns to normal. But not quite. Old habits seem strange. Normal activities seem more like walking through a dream. There is a Zen proverb: “Before enlightenment, chop wood, carry water. After enlightenment, chop wood, carry water.” Though we may look the same, the experience changes us.

While emergence is how nature takes great, discontinuous leaps to create novel forms, it leaves many ripples in its wake. This chapter describes how those ripples are integrated into our assumptions about how our world works over time. It puts emergence into the bigger picture of change by discussing iteration—doing something again and again, each time influenced by the previous experience. It sheds light on an important and elusive challenge of change: sustaining the gains. By the end of this chapter, you should have a sense of how to work with the aftermath of emergence.

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Peggy Holman Berrett-Koehler Publishers ePub

When love is truly responsible, it is also truly free.

—Pope John Paul II, Crossing the Threshold of Hope

Taking responsibility for what you love, or, stated more fully, taking responsibility for what you love as an act of service, liberates us to act on our own passions—as long as they also benefit the greater good. Since we don’t know which interactions among us make the difference, this practice points us to a promising source for guidance. I consider it the heart of the practices, because if we step up to it as a daily practice, it can change everything. It opens the way to situational leadership. We no longer need to wait for formal leaders or facilitators to declare an initiative or pose a good question. Any one of us can do so by taking responsibility for what we love as an act of service. When invited to do so, people consistently rise to the occasion. It may be messy, because most of us haven’t been prepared to take responsibility for ourselves. Yet, over and over, people from all backgrounds develop the internal guidance to take responsible action. In doing so, they discover their connection to themselves, others, and the larger whole.

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Medium 9781576753798

18. Dynamic Facilitation

Peggy Holman Berrett-Koehler Publishers PDF

18 jim rough and deanna martin

Dynamic Facilitation

Magic exists. There is a way to help people achieve creative breakthroughs.

—Carissa Lloyd

Gridlock Between Elementary School Parents

Parents at an elementary school had been struggling to address educational issues through the district’s established governance systems. At times, the school community found itself in an adversarial gridlock with two sides arguing back and forth. After a particularly challenging experience, a parent group decided to seek a sustained culture of trust and respect through a series of dynamically facilitated meetings.

Over the course of a year, three weekend meetings of 10 to 12 randomly selected parents and faculty members generated unanimous conclusions about issues like communication among parents and teachers, and the need for ongoing dialogue about the philosophy of education and values unique to the school.

Unanimous choices and insights from these meetings, plus the ongoing dialogue they create, now inform how the school operates. Rather than telling faculty and staff what they should be doing, parents are involved, taking actions and sparking outcomes unimagined before the process began. More parents are involved in productive ways. The school principal, a wary participant at the beginning, now recognizes the value that the Center for Wise Democracy’s dynamically facilitated “Wisdom Council” process brings to school governance and how these big-issue conversations build community.

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47. The Six Sigma Approach to Improvement and Organizational Change

Peggy Holman Berrett-Koehler Publishers PDF

47 ronald d. snee, ph.d.

Six Sigma is quickly becoming part of the genetic code of our future leadership.

—Jack Welch

The Supply Chain and Biopharmaceuticals

For a major U.S. biopharmaceutical manufacturer, it was the best of times and the worst of times.

Though approval for their new blockbuster drug was expected in nine months, the company’s manufacturing and quality assurance processes were not ready to manufacture product and generate required FDA (Food and Drug Administration) documentation in a reliable, repeatable fashion (McGurk 2004). Another company product already in production had historically suffered from supply problems. For both the old and new drug, the creation and review of “batch records” was also a major problem. These records, required by corporate standards and government regulations, track important steps in the manufacturing process. Failure to keep accurate batch records can result in high inventory costs, a potential plant shutdown, and delays in shipments of lifesaving drugs to patients awaiting treatment.

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64. The Learning Map Approach

Peggy Holman Berrett-Koehler Publishers PDF

64 james haudan and christy contardi stone

The Learning Map Approach

If a picture is worth a thousand words, a metaphor is worth a thousand pictures.

—Author Unknown

PepsiCo and the Revolution on Beverage Street

Imagine you are a route driver for PepsiCo’s North American team. The company employs approximately 35,000 people, the vast majority of whom are route drivers—just like you. Everyone in your region receives an invitation to the annual company-sponsored town hall meeting.

What runs through your head? You probably think, “Why is management doing this? It is a waste of time. I have work to do. Can’t I just do my job?”

The day arrives and you enter a room set in round tables to accommodate the hundreds of people in your area. For years, you normally sat with a group of your buddies at the back of the room. Not today. You are directed to a table with a mix of eight to ten people from different roles and levels of the organization. “This ought to be interesting,” you think to yourself.

A poster the size of the table is flipped over. It has bright-colored data, charts, figures, and pictures. The interesting thing is that this poster brings to life a story centered around the theme of “A Revolution on Beverage Street.” You learn that for the next few hours all of the groups will be using the large posters—called Learning Map® visuals—discussion questions, and some exercises to share observations and learn together. You discover that the market for carbonated soft drinks is not growing, and you examine trends about pricing pressure, soda consumption by age group, and the growth of other drink options such as water, tea, and private-label products. The

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