Below are excerpts from a letter Joan sent to me.  It is the kind of interaction that the project requires.  My response includes updates directed to all.  Read carefully – time is running out!      Kent

 

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Joan Lartin-Drake wrote:

 

..wouldn't it make sense to see what other ideas might be suggested for any process, or do you think that will lead us into a dead end?

 

But given the global, pervasive nature of what is confronting us, why would we limit our process to a business focus? Unless I misunderstand the proposed focus to be only on the economic situation, which of course is more comprehensive than business. Anyway, why not use a Search Conference?

 

I also think anything we propose by necessity must be local and global. Otherwise, we are merely opining and posturing, not doing, IMHO.

 

Surely, there are women in our network who have the talent to co lead this effort. 

 

In terms of potential outcome, I think we might be limiting ourselves to a printed product. Perhaps there are aspects of the process the proposed process that  take this into consideration, but I think its important to consider at the outset organizations who are in position to work together with us on whatever we produce.

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Dear Joan:   The project as a whole will have impact by helping to change culture which (we assert) is a limiting factor in global transition to sustainability.  The mechanism for doing that is a handbook that shows what needs to change, plus shows how change is occurring in several specific settings.  The settings we have selected have considerable leverage for shifting institutions, and these institutions in turn have considerable leverage in shifting the culture.  The handbook will be attractive and well-placed, and the process will generate positive relationships.  These outputs will combine (we hope) to generate an outcome of further effective action in response to the need.

 

I think we are out of time.  Anything effective will need to be speedy. The way to gain speed is to use what is on the shelf that works, focus on the new parts, limit the inputs, and set a hard deadline.  (Also, don't write too many fussy memos on the process, like this one!)

  

While I have not yet studied in detail the Ramirez and Selsky book on scenarios, I am certain that the method is not limited to business. The use of "business" in the title is simply a way to sell more books.  I pulled this guidebook off the shelf for several reasons:

• It is a product of the current generation that needs to lead, yet is also firmly based on Trist, which is our point of departure (and what I thought would motivate some participation)
• Scenarios are quick and fun to make, and they end with a written product that is fun to read.
• Stories/scenarios are belatedly recognized as the only way to communicate anything effectively.  (Fill in the blank on proof: Denning at World Bank, Ackoff's Fables, etc.)
• People would instantly understand and support this process and would not need to spend precious energy on unnecessary process discussions

Apparently that last point is unavoidable!  Can't we just remember all the great process we have already been through for 30 years, and now harvest something from it?  We are not strangers. We are not freshmen.  Society has invested quite a lot in building up our knowledge and experience and even our team, such as it is.  Now I am asking everyone to help prove that the investment in us was well spent.

 

We are still recruiting full participants for the project.  According to the schedule, we will close the group in December.  Currently one woman is confirmed, and I am wooing another.  Over the next few days I will ask current candidates to decide.  Below are the requirements and the schedule. 

 

Please consider joining now.   If you are interested and not sure, I will send you version 3.3 of the full project document (25 pages).

 

 

Each participant agrees to the following:

• Produce a study of action of one's choice (an "application").  This study will be aligned with the kernel and with the set of studies as a whole.
• Help shape the kernel by proposing modifications and clarifications as well as linkages to the action studies.
• Develop scenarios that synthesize actions and show how they draw forth the requisite culture for transition to sustainable global systems in time.

 

Schedule

 

• Kernel and process drafted                               Oct 08
• Participants self-recruit around themes               Nov 08
• Kernel well adjusted to participants                   Dec 08
• Action chapters drafted                                     Dec 08-Jan 09
• Cross-comment and external dialogue                Dec 08 – Feb 09
• Scenario synthesis sessions                               Mar 09
• Final draft                                                         Apr 09
• Commentary on the whole                                May 09
• Publication, insertion to broader dialogue           May 09