I spent most of the day listening, talking, taking notes...then eating great food. Now I'm sitting in my bed at the Best Western in Hatfield, PA watching two shows continuously: "The Bourne Identity" on the USA Network, and then on commercials, the eleventh episode of "Lost" that just finished downloading onto my computer (I love this show). I'm looking over my notes for the day and reflecting on a very stimulating environment that had me scrambling to scribble down the spontaneous flow of images and ideas that came from our dialogue.
Alan did a great deal of content about issues of emergence; not capital "E," emergent, but how structures emerge organically out of the contexts where they originate. This kind of leadership and system development runs counter to almost everything that has come out the Christian leadership culture of the last two decades. To be fair, the context is much broader than that. Alan went on to share a simple diagram describing the organizational context of the 20th century as one of less complexity, a system characterized by high stability, continuous change, high predictability, and high control. That our present context is radically different is news to no one. When Alan described a 21st century organizational context of greater complexity and characteristics that in some ways are in diametrical opposition (high instability, discontinuous change, non-predictability, and chaos) to what has come before, I thought, "Yeah, you've been to Jacob's Well." But almost any organization that is seeking to exist with any degree of real life lives in the midst of these dynamics.
It is also ironic that what has become normative to dynamic and living systems behaviorally were the very things that most organizations spent a great deal of energy and resources to squash. Think about how hard we've had to work to kill organic life without knowing that was what we were doing - the law of unintended consequences and all that. Now many organizations are having to work in ways they've never imagined trying to either generate new life or resuscitate life in systems that have finally submitted to our master plans...and are dying and in hospice care.
A lot of what we processed reminded about another intensive learning experience I had when Joe Myers spent five days in our community the week before Thanksgiving. Joe talked about how critical it is to develop spaces that truly live and the need to have a dynamic means of diagnosing which relational spaces are living and which are dead: he went on to say that if a thing isn't telling stories, then it is dead. More on that later.
It's cold and rainy here: my favorite kind of weather. For as stimulating as the day was for my brain, it was hard on the body. Like I mentioned above, my day consisted of sitting, thinking, talking...then getting up, climbing into car, driving, sitting down and eating...repeat. I'm going for a walk.
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