Learning communities: aligning learning circles

Learning communities: aligning learning circles

Learning communities and multi-system collaborative initiatives are quite common at both social and business environment. For the last three years, at the Global Association of SOL Communities (GASC), we have been organising a European Learning Journey and Conference. In this post, I explore resistances appearing at this sort of community learning process.

The three learning circles

The first hypothesis sets there are three relevant learning circles in this form of community learning journey:

 

  1. Co-creation: People involved at this stage can learn from virtual meetings, experiences, previous debriefings, books and articles shared among members. All the valuable information is stored in shared folders on the Drive.
  2. Co-facilitation: Because there is not enough space for all co-creators to play a visible facilitator role, some co-creators have to collaborate as a shadow facilitator. The conference enables regular debriefings between visible and shadow facilitators.
  3. Co-dissemination: These are either members of learning networks (ex.: SOL community members) and participants attending to the conference.

Aligning learning circles

The second hypothesis sets that we should pay attention to potential imbalances among the three learning circles:

  1. Imbalance among co-creators: some co-creators believe they can influence on colleagues much more than colleagues can influence on them; some co-creators show uneven energy and commitment throughout the co-creation process, which usually last for few months; as the conference deadline approaches, co-creators become more sensitive to the agenda than to the learning process; finally, quite often co-creators sell their approach as one man shop, loosing the collaborative vision of the journey.
  2. Imbalance between visible and shadow facilitators: visible facilitators get more credit from participants than shadow ones; both visible and shadow facilitators get more credit for the learning journey than participants, however the latter play a relevant role during the learning journey; facilitators tend to believe the learning process ends up with the feedback process.
  3. Imbalance between circles 1, 2 and 3: the success of the conference is too much credited to visible facilitators and not enough to participants; also, co-creators and facilitators leave the conference very enthusiastic but there is little follow up of the co-dissemination process.

2017 GASC European Conference

2017 GASC European Conference

As current Chairman for the Global Association of SOL Communities (GASC), I´m very proud to share with you the program for the 2017 GASC European Conference.

The empowered society: Transforming cities, citizens and organizations for resilience and prosperity.

Participation is free, registration is compulsory: https://www.weezevent.com/2017-gasc-european-conference .

Venue

  • May 25: Porto, Sala de Atos do Politécnico do Porto, Rua Dr. Roberto Frias, 712.
  • May 26: Braga, Campo da Vinha, Praça Conde do Agrolongo 123,  (www.gnration.pt).
  • May 27: Porto, Politécnico do Porto, Praça do Marquês, 94.

Schedule

  • May 25: 9:30 am to 6:00 pm.
  • May 26: 9:30 am to 6:00 pm
  • May 27: 9:30 am to 1:00 pm.

Tags

Developing effective collaboration, activating people, connecting people, inspiring change makers, women gaining equity, collaborative innovation, collaboration instruments/methodologies, collaborative citizens, emotional intelligence, context for a collaboration to emerge, sense of pride, leaving no one behind, leaving a legacy, touch the soul, inspiring collaboration by examples, dreams and visions.

Conference questions

What conversations shall we have in Portugal to move beyond “desenrascar”? What would it take for Portugal to lead the way in Europe? What would it take to improve business collaboration? What would it take for Portugal to lead the way again in the world? What would it look like if Portugal were to become a world leader in collaboration? What would it look like for women to launch their own business? What would it look like Portugal XXI century sailors and for what “descobrimentos”? What would it look like for people in Portugal to adopt a positive mindset about risk and entrepreneurship? What would it look like for Portugal to be a place where bright young people can make their way in the world and feel both challenged and fulfilled while improving the employment situation? What this country strategic direction should look like for collaboration to become a competitive trend? What would it take to raise women’s self-esteem and changing social expectations?

Conference drivers

The conference is organized around eight drivers grouped into three clusters:

Places 

  1. Smart citizenship: enabling change in each citizen.
  2. The aware citizen: shifting our relationship from ego to eco.
  3. Happy healthy cities: core competences and supporting players.
  4. Smart cities: for residents and/or users?

Processes

  1. Developing organizational behavior towards social progres.
  2. Enabling people and organizations for change: Providing instruments and tools for a successful set of processes.

People

  1. From ideas to projects, from projects to businesses.
  2. Economy and success, leaving no-one behind.

SOL communities facilitators

  • Annika Bergenheim, Sweden.
  • Camila Amaya Castro, France.
  • Paulo Ferreira do Amaral, Portugal.
  • Sofia Rodrigues, Portugal.
  • Martijn Meima, The Netherlands.
  • Natalia Blagoeva, Bulgaria- Switzerland.
  • Alexandre de Azevedo Campos, Portugal.
  • Ken Homer, US.
  • Marion Chapsal, France.
  • Konstantin Yordanov, Bulgaria.
  • Esther Liska, Portugal.
  • Simeon Ries, Germany.
  • Heidi Sparkes-Guber, US.
  • Antonio Linares-Güemes, Spain.
  • Ágota Eva Ruzsa, Hungary.

Conference steps

Step Purpose
1. Sharing understanding conversation (plenary). Generating inclusion, setting the individual intention for the conference, expected outputs and outcomes.
2. Exploring opportunities conversation (plenary and parallel combined). Letting go…of what doesn’t serve us anymore to make room for what inspires us.

Activities/habits we should stop doing.

Co-creation process, new ideas, new ways, new opportunities, new possibilities.
Good initiatives in the region and elsewhere.
3. Converging conversation (plenary and parallel combined). Letting come, connecting the drivers into a systemic framework, passion to move ahead.
4. Action conversation (plenary and parallel combined). What can I integrate in my life, what methodologies can help me, what are my commitments to move forward, what is my new intention to move forward.
5. Learning conversation (plenary, morning of 27). Learning conversation with participants and SOL communities’ members. Also conference debriefing.

 

GASC is a not-for-profit, global membership society, whose members are SoL communities, dedicated to the SoL principles and the SoL brand. The purpose of Society for Organizational Learning (SOL) is to discover, integrate and implement theories and practices for the interdependent development of people and their institutions.

Facebook: @GASC2017

Five Business Containers for Collaborative Leadership

Five business containers for collaborative leadership

In a previous post, I mentioned how relevant organizational containers are to help self-organize individuals and teams activities. I´m focusing myself on five containers:

  • Adopting a systemic model: each pillar in the model helps to explain both individual and team activities.
  • Generating future business scenarios: plausible futures help to expand individual and team perspectives; desired future requires individuals and teams willing to share a vision.
  • Sharing common vision and brand architecture: brand claim, touch points and storytelling fixes individual and team desired interactions with clients.
  • Developing business principles and cultural identity awareness: business principles pose individual limits to collective action; they are often connected to brand touch-points.
  • Creating a sustainable collaborative habitat: multi-system learning communities become containers for adding individual value and for learning how to expand business.

Implementing any of the above container requires both individual and collective learning mostly through a collaborative conversations process. Collaborative leadership implies influencing system learning and adaptation through the selected container, while been sensitive to individual and team resistances to learn and adapt.

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

Communities in Collaborative Leadership

Communities in Collaborative Leadership

communities

If client experience is part of your brand promise, then learning communities might be relevant collaborative leadership containers to deliver your brand promise to clients. Both client experience and brand promise are strongly connected to improve people agency. What questions shall we address to inter-connect these three circles? (see above).

How do we incorporate clients voice internally? What collaborative technology shall we use to improve people agility and agency? What client-centered conversations are relevant? Do people need to learn collaborative leadership approaches in order to align individual skills and collective capabilities to brand promise? How do we balance between thinking, talking and doing? What transformation should happen at power organizational pillar in order to improve people agency? As organization, can we live in a sort of free-style liberated mode? How could we use the 6PM to set an organizational container?

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership