{"id":39199,"date":"2024-10-31T05:53:32","date_gmt":"2024-10-31T12:53:32","guid":{"rendered":"https:\/\/blogs.georgefox.edu\/dlgp\/?p=39199"},"modified":"2024-10-31T05:57:15","modified_gmt":"2024-10-31T12:57:15","slug":"crossing-the-river-by-feeling-the-stones-together","status":"publish","type":"post","link":"https:\/\/blogs.georgefox.edu\/dlgp\/crossing-the-river-by-feeling-the-stones-together\/","title":{"rendered":"Crossing the river by feeling the stones together"},"content":{"rendered":"<p>Don\u2019t be confused by David Ehrlichman\u2019s direct title, <em>Impact Networks: Create connection, Spark Collaboration, and Catalyze Systemic Change<\/em>. Behind this simple and straightforward framework for network leadership are a leadership mindset and a set of behaviours that can attend to the complexity of our world. Ehrlichman wastes no time to express,<\/p>\n<blockquote><p>Across the globe, we face extraordinary challenges: climate change; lack of affordable shelter; food insecurity; racism; sexism; social inequities; large-scale displacement, migration, and resettlement; biodiversity loss, habitat degradation, and animal abuse; continuing violence against Black and Indigenous people, against all communities of color, against women and girls, against the Earth itself [1].<\/p><\/blockquote>\n<p>His point is that a hierarchical mindset won\u2019t cut it for this level of complexity. I agree. In building his work upon the Cynefin framework for decision-making, Ehrlichman calls for us to differentiate between four kinds of issues:<\/p>\n<ul>\n<li class=\"p1\"><strong><span class=\"s1\">Simple<\/span><\/strong><span class=\"s2\"> issues can be definitively solved, with a clear beginning and end, such as cooking a meal.<\/span><\/li>\n<li class=\"p1\"><strong><span class=\"s1\">Complicated<\/span><\/strong><span class=\"s2\"> issues involve many moving parts, but they can be defined and understood. They are technical in nature, with predictable solutions that can be implemented effectively by people with the right expertise. Planning and implementing the logistical operations for an event is complicated but not complex.<\/span><\/li>\n<li class=\"p1\"><strong><span class=\"s1\">Complex<\/span><\/strong><span class=\"s2\"> issues are difficult to define, as they have no clear beginning or end. They also have no readily apparent solution, and we cannot accurately predict the path ahead. Consequently, we have to be able to adapt to changing circumstances and modify strategies as we learn what works and what does not. An example of a complex challenge is equitably eliminating greenhouse gas emissions across a large region.<\/span><\/li>\n<li class=\"p1\"><strong><span class=\"s1\">Chaotic<\/span><\/strong><span class=\"s2\"> issues, like their complex counterparts, cannot be accurately predicted or controlled. They are also turbulent, dangerous, and rapidly evolving. Chaotic situations-such as a humanitarian disaster-often require that we act quickly to save lives or tend to emergencies before working to establish some sense of order. They call for a rapid response to distribute information and resources to where they are needed most, before addressing the underlying issues [2].<\/span><\/li>\n<\/ul>\n<p>When the issues we face are complex, they have a better chance at being addressed when a constellation of voices from different sectors are sought. Ehrlichman argues for a type of leadership that is fit for purpose in these complex situations, which can enable change. What I value about this is the assessment of the issues to be addressed before acting upon them, something which Ronald Heifetz and Marty Linsky refer to as \u201cgetting on the balcony\u201d when needing to distinguish between technical problems and adaptive challenges [3]. Ehrlichman\u2018s point is that \u201c<span class=\"s1\">hierarchical structures are a poor choice for multistakeholder collaborations\u201d favouring centralized, top-down decision-making from a restricted body of information [4]. <\/span>Rather, a <em>network mindset<\/em> is one which steps back, and generates space for collective decision-making within a living system of relationships. A leader who embraces this approach must set aside their own self-importance.<\/p>\n<p>This is reminiscent of the undefended leadership concept which Simon Walker calls for in wrestling with one\u2019s defended ego while addressing the complex issues of our time. He articulates, \u201c<span class=\"s2\">It is about helping people to learn how to see under the surface, to read between the lines, to discern the larger patterns and bigger forces at work. It is about helping people to notice things that would otherwise pass them by, to teach them to be good \u2018seers\u2019 whose eyes are always open\u201d [5]. So from this leader mindset, a new set of behaviours can emerge.<\/span><\/p>\n<p>Ehrlichman names four different roles required in a <span class=\"s1\">network\u2019s life cycle:<\/span><\/p>\n<ul>\n<li class=\"p1\"><strong><span class=\"s2\">Catalyzing<\/span><\/strong><span class=\"s1\"> is the art of crafting a vision and inspiring action. Catalysts\u2026 bring people together for the first time to explore the potential and get the effort off the ground. <\/span><\/li>\n<li class=\"p1\"><strong><span class=\"s2\">Facilitation<\/span><\/strong><span class=\"s1\"> is about guiding participants through group processes to find common ground and collaborate with one another. Facilitators design and lead convenings, hold space for different points of view, and help conversations flow. <\/span><\/li>\n<li class=\"p1\"><strong><span class=\"s2\">Weaving<\/span><\/strong><span class=\"s1\"> involves fostering new connections and deepening relationships. Weavers engage with participants to gather input, introduce participants to each other and inspire self-organization, and build bridges with new communities to help the network grow.<\/span><\/li>\n<li class=\"p1\"><strong><span class=\"s2\">Coordination <\/span><\/strong><span class=\"s1\">is the work of organizing the network\u2019s internal systems and structures to enable participants to share information and advance collective work [6]. <\/span><\/li>\n<\/ul>\n<p class=\"p1\"><span class=\"s1\">These behaviours grow out of relationship. Impact network leaders can explore the potential that comes from gathering diverse voices to address problems, and then carry on with building bridges. I see the resonance with coalitions, fellowships, and guilds. On this last point, Eve Poole\u2019s <em>Leadersmithing<\/em> references these behaviours, under slightly different names, in her toolkit of essential practices to gain guild-like mastery as a leader [7].\u00a0<\/span><\/p>\n<p>In my work with the Lausanne Movement and the Peace and Reconciliation Network (PRN), issues need to be addressed with determined commitment to gathering divergent voices, and allowing people to self-organize to advance collective work. In Lausanne, these are called \u201cCollaborative Action Teams\u201d [8], and in PRN, this framework will guide the formation of communities of practice coming together to see peacemaking and reconciliation advance across diverse contexts in Canada. I am reminded of the old African proverb, \u201cIf you want to go fast, go alone. If you want to go far, go together\u201d.<\/p>\n<p>What I value about this book is the depth under the surface. Along the way, Ehrlichman uses a metaphor for embracing emergent strategies. This Chinese saying harmonizes a leader\u2019s mindset and behaviours for complex issues one cannot address on their own: \u201cwe cross the river by feeling the stones\u201d [9]. And so, I too must recognize the limitations of my own perspectives on the issues that need to be addressed, and to call others towards a posture that enables decentralized work, by picking up Ehrlichman\u2018s challenge:<\/p>\n<blockquote>\n<p class=\"p1\"><span class=\"s1\">The need has never been greater for many more of us to learn how to catalyze, cultivate, and lead in networks. Let us answer the call of our time: to honor our interdependence; to invest in our capacity to work across difference; to cultivate resilient networks that foster more just, equitable, and vibrant systems. Together, let&#8217;s collaborate in service of a world that works for all [10].<\/span><\/p>\n<\/blockquote>\n<p>&nbsp;<\/p>\n<p>______<\/p>\n<p>&nbsp;<\/p>\n<p>[1] <span class=\"s1\">David <\/span><span class=\"s1\">Ehrlichman, <\/span><span class=\"s2\"><em>Impact Networks\u202f: Create Connection, Spark Collaboration, and Catalyze Systemic Change<\/em>,<\/span><span class=\"s1\"> Oakland, CA: Berrett-Koehler Publishers, 2021, 1.<\/span><\/p>\n<p>[2]\u00a0<em>Impact Networks<\/em>, 2-3. For more on the Cynefin model, see David J. Snowden and Mary E. Boone, &#8220;A Leader&#8217;s Framework for Decision Making,&#8221; Harvard Business Review, November 2007, https:\/\/hbr.org\/2007\/11\/a-leaders-framework-for-decision-making.<\/p>\n<p>[3] <span class=\"s1\">Ronald A. Heifetz and Linsky, Marty, <\/span><span class=\"s2\"><em>Leadership on the Line: Staying Alive Through the Dangers of Leading<\/em>,<\/span><span class=\"s1\">\u00a0Harvard Business Review Press, 2002, 60.<\/span><\/p>\n<p>[4]\u00a0<em>Impact Networks<\/em>, 34.<\/p>\n<p>[5] <span class=\"s1\">Simon P. Walker, <\/span><span class=\"s2\"><em>Leading Out of Who You Are: Discovering the Secret of Undefended Leadership<\/em>,<\/span><span class=\"s1\"> Piquant Publishing, 2007, 205.<\/span><\/p>\n<p>[6] <em>Impact Networks<\/em>, 60-61.<\/p>\n<p>[7] Eve Poole,<span class=\"s1\">\u00a0<\/span><em><span class=\"s2\">Leadersmithing: Revealing the Trade Secrets of Leadership,<\/span><\/em><span class=\"s1\">\u00a0London\u202f; New York, NY: Bloomsbury Business, an imprint of Bloomsbury Publishing, 2017.<\/span> Under \u2018Spades\u2019 Poole argues for the essential mastery over Difficult Conversations, Numbers, Creativity, Remaining Competitive, Conflict, Delegation, Communication, Public Speaking, Meetings, Networking, Working the Room.<\/p>\n<p>[8] Meredith Martin, 2023, \u201cLausanne 4: Collaborative Action.\u201d May 26, 2023, https:\/\/lausanne.org\/l4\/act.<\/p>\n<p>[9] <em>Impact Networks<\/em>, 65.<\/p>\n<p>[10] <em>Impact Networks<\/em>, <span class=\"s1\">209.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Don\u2019t be confused by David Ehrlichman\u2019s direct title, Impact Networks: Create connection, Spark Collaboration, and Catalyze Systemic Change. Behind this simple and straightforward framework for network leadership are a leadership mindset and a set of behaviours that can attend to the complexity of our world. Ehrlichman wastes no time to express, Across the globe, we [&hellip;]<\/p>\n","protected":false},"author":203,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[1],"tags":[2969,3336,799],"class_list":["post-39199","post","type-post","status-publish","format-standard","hentry","category-uncategorized","tag-dlgp3","tag-ehrlichman","tag-network","cohort-dlgp03"],"acf":[],"_links":{"self":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/39199","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/users\/203"}],"replies":[{"embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/comments?post=39199"}],"version-history":[{"count":6,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/39199\/revisions"}],"predecessor-version":[{"id":39205,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/posts\/39199\/revisions\/39205"}],"wp:attachment":[{"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/media?parent=39199"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/categories?post=39199"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/blogs.georgefox.edu\/dlgp\/wp-json\/wp\/v2\/tags?post=39199"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}