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CPP Briefing

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P+T Johnson-Lenz

on 22 January 2013

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Transcript of CPP Briefing

Hope Graph Clackamas County Flows State Food Security This rendering of the value chain for food security demonstrates the range of stakeholders in the issue, as well as the complex set of relationships among stakeholders. This is a partial list for demonstration purposes only.

Source: Booz Allen Hamilton, from Megacommunities, Gerencser, et al., 2008, p. 177. Source: Civic Ecology: , Living Community Systems for Sustainability, Tim Smith, November 19, 2009, Portland State University, Civic Engagement Workshop
http://www.pdx.edu/sites/www.pdx.edu.sustainability/files/media_assets/PSU%20Civic%20Ecology%20111909.pdf Source: Alan AtKisson, The ISIS Agreement: How Sustainability Can Improve Organizational Performance and Transform the World, p.20, Earthscan, 2008 raw data sectors Connecting & Aligning
Regional Climate Prosperity Actions megacommunity people Climate action flows organizations A Regional Climate Prosperity Council for Peter+Trudy Johnson-Lenz Briefing for:
Portland Climate Prosperity Working Group
February 2, 2010 about us pathfinding partners exploring social innovations for sustainability
three decades' research and consulting in social innovations and social media
deep roots in the Portland community
open to professional opportunities to help you reach your big audacious goals our inquiry purpose: explore how to connect, coordinate, and align Portland-area climate actions
method: networking conversations with key players to explore options and possibilities
tools: social network and value-flow mapping to inform our networking and show how these climate action efforts are already connected social network maps value-flow maps centralized: command & control
decentralized: coordinate & cultivate What will the Climate
Prosperity Council do? our questions for you "We can set our sights higher. We can choose to work together in creative and effective ways...

"How about if... organizations agreed on... priorities, then invested heavily in dollars and talent to make the kind of major impact that none of the parties could have produced on their own?

"A regional climate prosperity council can take many forms—but should reflect the unique characteristics of each region....

"To make this transition will require a support network and governance model that will maintain the momentum, mobilize action... , manage... implementation, and measure... progress over time....

"Create a regional green user exchange.

"...a regional climate prosperity dashboard."

quotes from CPP Greenprint DRAFT, January 19, 2010 333 S. State St, Lake Oswego, OR 97034
503.635.2615 we@johnson-lenz.com
http://johnson-lenz.com download this Prezi:
http://johnson-lenz.com/Files/CPP-Briefing.zip
14 Mb ~ plays on Win, Mac, or Linux; no software needed
enhanced after Briefing to clarify for self-paced viewing centralized ~ decentralized mind the gap Our language gives us plenty of either/or word pairs, but very few words for both/and combos and vital in-betweens.

J.A. Scott Kelso fills this mental gap with a ~ (tilde) to mean "complements." The extremes are a "complementary pair." Add words for the pair after a right arrow. deep change efficiency ~ learning 21st-century organizations Management guru Peter Drucker says
every organization is unique. What works for one may not work for others. regional dashboards Source: Natural Logic, www.businessmetabolics.com How will you creatively
engage very different
sector cultures? Where is your
centralized ~ decentralized
sweet spot ? How will the Climate
Prosperity Dashboard work? What is the regional
green user exchange? Source: Booz Allen Hamilton
from Megacommunities, Gerencser, et al., 2008, p.172 different sector cultures business civil society government Paradigm for change
Structure
Sources of leadership
Leadership method
Relationship source
Source of disconnect
Communication style

Approach to strategy

Management method
Approach to planning
Approach to change
How decisions made Organization development
Hierarchy
Position in the hierarchy
Bold directives
Reporting relationship
Reorganization
Broadcasting messages; getting “buy-in”; executing top-down strategies
Setting objectives and then “driving to the end point”
Project management
Precise, linear, step-by-step processes
Plan it, manage it
Leader decides Community organizing
Informal network
Influence over the network
Big questions
Trust
Betrayal
Listening at all levels, in-depth conversations, creating strategy together before proceeding
Discovery through successsive approximations; “we learn where we’re going as we travel”
Probability-driven experimentation
Cycles of action and reflection, deliberately disruptive moves
Catalyze the emergence of something new
Consensus emerges Mandate from constituents
Formal network
Political proximity
Big programs
Mission arena
Marginalizing
Studying an issue, examining options, formal policy/position development and dissemination
Determine objectives from indicators, distribute execution responsibility
People management
Formalistic, stylized and tradition-linked processes
Change only on a grand scale
Decisions emerge from groups Paradigm for change
Structure
Sources of leadership
Leadership method
Relationship source
Source of disconnect
Communication style


Approach to strategy


Management method
Approach to planning

Approach to change
How decisions made Paradigm for change
Structure
Sources of leadership
Leadership method
Relationship source
Source of disconnect
Communication style

Approach to strategy

Management method
Approach to planning

Approach to change
How decisions made Leading strategist and business thinker Gary Hamel says that the "overriding problem for every organization is how to change, deeply and continually, and at an accelerating pace."

But lasting change is hard. People and organizations rightfully resist. And yet the challenges before us require bold new insight, creativity, and innovation. Conventional wisdom is turned upside down. There are no easy answers, quick fixes, or low-hanging fruit.

Hamel identifies three factors that are forcing all of us to rethink how we lead, manage, and organize:

"inescapable challenges that defy conventional management wisdom,
new social technologies that allow human beings to accomplish great things without the weight of bureaucracy,
and a new generation of employees who come to work pre loaded with antibureaucracy values."

Gary Hamel, "Three forces that will transform management"
McKinsey: What Matters, February 26, 2009
http://whatmatters.mckinseydigital.com/organization/three-forces-that-will-transform-management In a rapidly changing world, the knowledge that matters the most is tacit.... Accessing this kind of knowledge requires long-term trust based relationships and a deep understanding of context.

This often requires discussing publicly...issues you're wrestling with so others can become aware of them and seek you out if they are confronting similar issues. This can be very uncomfortable for most of us, because we are reluctant to expose provisional ideas and acknowledge that we are struggling with developing those ideas. Networking Reconsidered, John Hagel III and John Seely Brown, January 4, 2010
http://blogs.hbr.org/bigshift/2010/01/networking-reconsidered.html your greenprint Nobel-Laureate Elinor Ostrom says every community is unique.
A governance model for one may not work for others. black ~ white -> shades of gray yes ~ no -> it all depends business metabolics sustainability dashboards carbon management console a new organizational form for solving big, complex problems that no single entity can solve alone
focused on overlapping vital interests
a four-sector results-oriented collaboration among business, government, civil society, and academia
requires a new kind of leadership that influences without controlling, leads collaboratively -- no single CEO http://www.thecomplementarynature.com centralized ~ decentralized -> ? Thomas Malone, "Making the Decision to Decentralize," Working Knowledge http://hbswk.hbs.edu/archive/4020.html Are you better off with a central command structure or decentralized? Your future depends on the right answer. An excerpt from the new book, The Future of Work. orchestrating results turbulent times & complex issues require new forms of management

managing for performance & growth AND managing for adaptation -- necessary and hard to do both at the same time

alignment, good information, communication, coordination, and teamwork are essential

new management --> orchestrating many independent actors working together to achieve cohesive results unique designs How will you align, coordinate, and orchestrate to achieve measurable results together? http://johnson-lenz.com/files/Connecting%20Portland%20Climate%Actions.pdf Zoomable maps with clickable nodes: http://cofutures.com/knits/1426 Briefing at: The key requirement for institutional success is to move from scalable efficiency to scalable learning.
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