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Integral City Collaborative

Presenation for weekly webinar on creating a more consciouss, connected and compassionate Louisville

Jud Hendrix

on 20 August 2014

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Transcript of Integral City Collaborative



Transforming Louisville by Connecting It More Fully To Itself
Integral City Architecture
Practitioner to Catalyst to Meshworker
The Power of Collaboration:

Alison Huff
Harry Pickens
Mark Steiner
Joining the Hearts of Compassion with the Hands of Justice
The Compassion Awakening:
Katie Gaughan
Mikal Forbush
Tom Williams
Ted Talk: Howard Rheingold: The Power of Collaboration
Ted Talk: Clay Shirky: Institutions vs Collaboration
Ted Talk: Rachel Botsman: Collaborative Consumption
New forms of collaboration create new forms of wealth.
* Open Source Software
* The App Store
* Google, Amazon, Flicker (photo sharing)
* enriching others to enrich oneself
* Wikipedia
1) The Machine – where each person or organization is a cog in the machine, doing a well defined part with ordered interaction with other parts. Heat is a sign of friction and is to be avoided. Outcome is predictable.

2) The App - each person or organization shares a basic platform and operating system on which each can creatively write their own program. Not much heat created but provides space for creativity within boundaries that benefits consumers.

3) The Pizza - where each person or organization is an item placed on the pizza, some interaction with others and tastes better together than alone. Heat makes connections and is catalyst for co-mingling.

4) The Cookie - where each is an ingredient that is changed through the heat. Once together can separate back into individual ingredients, Something new is created and individuals are changed. Heat is catalyst for emergence

5) The Musician - where each person plays their own instrument, but seeks harmony and resonance with others. The more instruments the more beauty and complexity. Heat is a byproduct of being in the zone.

6) The Lover - Each person freely gives themselves in passion, vulnerability and pleasure, transcends personal boundaries of self, creates the possibility for something truly unique to be created that has the potential and power to live on past the original collaborators. Heat is Hot!

What is your metaphor for collaboration?
Engaging Systematic Racism:
Carla Wallace
1. Spiral Dynamics describes systems in people not typologies (not Myers-Briggs, Enneagram personality indicator).

2. Worldviews are not the same as religious beliefs. For example there is not a Christian Worldview or a Buddhist Worldview etc. Worldviews are frames of mind which shape the way we express our religious beliefs, practices and traditions. Christianity or any religious tradition will be understood, expressed and practiced out of one’s worldview and will change as one’s worldview changes.

3. The worldview theory is a framework for how people think about things, not the things they think about. It represents containers that shape worldviews, not the content that fills them (beliefs, values, ect.)

4. There is no direct link with intelligence, gender, age, ethnicity, or other demographics except as those variables influence the world around the person and either contribute to or hinder development. There are environments which are more conducive to movement along the spiral. Regression is also possible and these worldviews are always present within the self and at different times my come on-line as needed.

5. No level is inherently better or worse than another. They do become more expansive as the develop, since each builds on all of the other levels which come before it. All are intrinsically valuable, but the more expansive ones are more valuable when expansiveness and complexity are a greater value.

6. The theory is hierarchical in terms of conceptual space (the inclusion of progressively more factors and ways of understanding), but not in terms of intelligence in the conventional sense.

7. Consciousness and evolution seem to be driving consciousness’ to greater degrees of complexity and awareness. The general trend for human development is towards greater complexity and awareness because thinking in more complex systems and ways offers more degrees of freedom to act appropriately in a give situation because it can discern from more perspectives and options.

8. We have different gifts, abilities and characteristics which may exist at different levels. These gifts and abilities will be embodied at a different level of consciousness.

9. Individuals and organizations have a center of gravity but may fluctuate into different levels under different circumstances and conditions, some of which are created from external environment and some are internal

10. You can understand the "idea" and concept of the systems or worldviews and not inhibit them. Intellectual and conceptual understanding is not the same it being the operating systems.

11. Different organizations - companies, schools, NGOs, and governments - occupy different positions on the Spiral and need to develop managerial/governance strategies that match their people, their visions of the future, and the jobs they perform daily.

12. Since people learn in different ways, form different kinds of teachers and systems. The task of education is to match learners, teachers, learning situations, and technologies designed for fit, function and flow.

Worldview Theory
Four Approaches to Systems Change
Embracing Religious &
Militant Fundamentalism:

Social Innovation:

An Appreciative Approach
Integral City Collaborative
The purpose of the Integral City Collaborative is to create dynamic and interactive forums for;

1) sharing ideas and information from an integral perspective,
2) connecting people across diverse sectors, groups and organizations,
3) hosting conversations that matter,
4) harvesting, sharing and empowering the wisdom, creativity and initiatives that emerge, and
5) prototyping new ideas and solutions.
Connecting The Eccentric Outside To The Conventional Inside
Mark Hogg
Jason D'Mello
Ryan Altaus
While these are chaotic and turbulent times, they are hardly crazy ones. There is rhyme to both the reason and the unreason. Order lurks in the chaos; a deeper chaos still lurks in the order. Those who have eyes to see, ears to hear, and spirals in their minds to understand, will rest easier knowing the sky is not falling, after all. These Wizards in our midst do not live in Edwin Abbot's two-dimensional Flatland. Their thinking is not trapped in repetitive cycles, either. Values, complexity, and change have new meanings in Spiral space, the best place to live and conduct business in the twenty-first century.

- Don Edward Beck; Christopher Cowan.
Theory U Process
"The gist of this framework is simple: The quality of results produced by any system depends on the quality of awareness from which people in the system operate. The formula for a successful change process is not “form follows function,” but “form follows consciousness.” The structure of awareness and attention determines the pathway along which a situation unfolds."

- Scharmer, C. Otto
Innovators (2.5%) — Creative Enthusiasts
• Require the shortest adoption period of all of the categories
• Venturesome risk takers
• Understand and apply complex technical knowledge to cope with a high degree of uncertainty
• Not afraid of failure, opportunity to learn
• Appreciate technology for its own sake
• Usually younger with higher social class
• Often financially able to “step out” with new ideas (can afford the risk)
• Motivated by idea of being a change agent
• Gatekeepers for the next group of adopters
• Recruit from this group to be peer educators

Early Adopters (13.5%) — Visionaries
• Serve as the opinion leaders
• Have a natural desire to be trend setters, looked up to as “the ones in the know”
• Serve as role models within their social system, respected by peers, successful
• Want to revolutionize competitive rules in their industry
• Desire to be the first to have (always buy the very latest tech update; find them in line for the newest iPhone, iPad, etc.)
• Attracted by high-risk/high-reward projects (adventurous)
• Not necessarily cost sensitive (often think “spend big”)
• More discreet than Innovators
• Able to see positive consequences of an innovation
• Provide excellent tester subjects to trial the innovation
• Gladwell’s concept of the “Tipping Point” begins

Early Majority (34%) — Pragmatists
• Interact frequently with peers, deliberate contact
• Also serve as opinion leaders, but later in the process
• They will require a little more time before committing to a new idea
• Comfortable with only evolutionary changes in practices, in order to gain productivity enhancements
• Want proven applications, reliable service
• The new innovation must make sense
• Do not like complexity, Keep It Simple!
• Buy only with a reference from trusted colleague in same industry
• Want to pick the same proven technology solution as others (avoid risk)
• Prudent; want to stay within budget
• Conscientious shoppers
• Make slow, steady progress need simple user friendly training

Late Majority (34%) — Conservatives
• Will adopt an innovation in reaction to peer pressure
• Respond to economic necessity
• Skeptical, cautious – Uncertainty needs to be resolved before they buy in
• Often technologically shy
• Very cost sensitive
• Require bulletproof solutions
• Motivated only by need to keep up with competitors or proven trends in their industry
• Rely on single, trusted advisor
• Easily influenced by laggards – keep them apart!

Laggards (16%) — Skeptics
• Isolated from opinion leaders
• Always the last to adopt an innovation
• Tradition is tried-and-true sacred
• Point of reference for decision-making is in the past (“the way we have always done things”)
• Addicted to nostalgia
• Suspicious of innovations, innovation-decision process is lengthy
• Likely to be limited in their financial resources
• Aversion to change agents
• Tradition needs to be held in high regard
• Insecurity in their personal and group economics may inhibit their actions
• Want to maintain status quo
• Tradition is the greatest assurance of safety
• Think technology is a hindrance to operations
• Did I mention their fondness toward tradition?
• Usually invest in technology only if all other alternatives worse

Description of Adopters
Maloney’s 16% Rule
Chris Maloney is a marketing specialist from Australia who has taken Rogers’ work one more step in the adoption process. Using such highly regarded sources as,
• Geoffrey Moore, Crossing the Chasm
• Malcolm Gladwell, The Tipping Point
• Robert Cialdini, The Psychology of Influence

Maloney has noted that once the Innovators and Early Adopters have bought into the innovation, these two groups make up the 16% mark, a change in strategy needs to be utilized. His orientation is purely from a retail marketing perspective, yet bear noted insight for Churches seeking to transition. Focus needs to shift to “social proof,” evidences of the new idea warranting continued attention.

To motivate Innovators and Early Adapters - encourage "its not out there and you can create it" (scarcity)

To motivate others (social proof) respected others who will back innovation because they have used/experienced it.

Maloney's 16% Rule
Chaordic Path
No Longer Bowling Alone:
Creating 3rd Spaces For Community and Creativity
Beth Henson, Nick Covault & Others

In social architecture and community building, third spaces are communal places other than the two usual social environments of home and the workplace.

Third places are sources of community life and facilitate and foster broader, more creative interaction. All societies already have informal meeting places; what is new in modern times is the intentionality of seeking them out as vital to current societal needs for community.

In a book, The Great Good Place, Ray Oldenburg gives 6 Characteristics of "Third Spaces."

Free or inexpensive
Food and drink, while not essential, are important
Highly accessible: proximate for many (walking distance)
Involve regulars - those who habitually congregate there
Welcoming and comfortable
Both new friends and old should be found there.
What are your "third spaces"?

What makes them good spaces for
community and creativity?
Fear and Immigration:
Owning our Personal and Collective Shadow
New Harmony, IN
Jud's Shadow
The dove returns: it found no resting place;
It was in flight all night above the shaken seas; Beneath dark eaves
The dove shall magnify the tiger’s bed;
Give the dove peace.
The split-tailed swallow leaves the sill at dawn;
At dusk, blue swallows shall return.
On the third day the crow shall fly.
The crow, the crow, the spider-colored crow,
The crow shall find new mud to walk upon.

Bly, Robert (2009-03-11). A Little Book on the Human Shadow (p. 7). HarperCollins. Kindle Edition.
Once Upon A Time:
The Power of Story Telling In Building Community and Social Change
Darcey Thompson
Aimee Zaring
Moving From Me To We:
Principles and Practice of Cultivating Community
What is the crossroads you are faced with at this point in time?

What have you done to contribute to the very thing you complain about or want to change?

What have you said “yes” to that you no longer really mean?

What promises are you willing to make?

What gratitude do you hold that has gone unexpressed?
Powerful Questions
A community that has the capacity to support lives of satisfaction holds a different set of beliefs than those the consumer economy teaches us. The abundant community has basic tenets:

What we have is enough.

We value what we have and find it satisfying. This is true about who we are personally and with respect to material goods. We do not need to operate on the half-full glass of scarcity to give value to things or qualities. We are more interested in abundance.

We have the capacity to provide what we need in the face of the human condition.
We believe that this family and neighborhood have the capacity to collectively handle an uncertain future and to endure and transcend whatever faces us. We can imagine creating together a future beyond this moment. We can learn how to make visible and harvest what up to now has been invisible and treated as though it were scarce.

We organize our world in a context of cooperation and satisfaction.

We do not need competition to motivate our children or ourselves. A productive economy does not need to be competitive. Association life can cooperatively produce what systems have been selling.

We are responsible for each other.
This is the meaning of community. We take seriously the idealistic notion that our future is dependent on each of us and if one of us is not free, or valued, or participating in a full life, then these are not possible for any of us.

We live with the reality of the human condition.
We understand what we can and cannot do. Sorrow, aging, illness, celebration, fallibility, failure, misfortune, and joy are natural and inevitable. Life is not a problem to be solved or services to be obtained.

The Abundant Community

Rule #1: The good life is achieved through our purchasing power.

Rule #2: To acquire the power to purchase, we must follow a certain way of life—the system way.

Rule #3: If you live the system way, it becomes who you are.

The Effects of Living
in a Consumer World
There are four specific ways in which consumerism takes its toll, beyond our own dissatisfaction and dependency:

1) Nature is marginalized.

2) Dissatisfaction is successfully marketed.

3) Care for the whole has disappeared.

4) We are slaves to debt.

The Art of Social Change:
Integrating the Right and Left Brain Functions
Theo Edmonds
Welcoming The Stranger:
Interfaith Perspectives on Immigration
Alex Hwang
Full transcript