As Einstein said,You can never solve a problem on the level on which it was created. These times call for new ways of thinking, seeing, and understanding; in short, a new paradigm. A new paradigm does seem to be emerging—it is reflected in the scientific world, the organizational world, and most profoundly in community organizing.  Here are a few key characteristics of this new paradigm:

• Whole systems – we are all integrally linked with one another. The health and wellness of the whole system depends upon the health and wellness of the planet and all that is on it.
• Collective Intelligence—multiples ways of knowing, diverse perspectives, and inquiry among large and small groups of people linked in a network leads to increased capacity for knowledge generation and innovation.
• Constructionism—we create our social systems in our conversations and the way we make meaning together. What we perceive, make up, anticipate, and focus on influence our meaning making.
• Dynamic, Non-linear Relationship—we are a dynamic; a continuously growing, changing, and evolving whole. Change is simultaneous to thought, action, and conversation. We are always generating the next moment, the dynamics of relationship, the future.
• Abundance—there is enough to generate health and wellness for all. Love opens our hearts and makes room for abundance thinking.

Given these characteristics, there are a number of paradoxes that emerge for individuals:

• In order to be safe and secure a happy and healthy future, I need to stop worrying about creating that for myself and focus on creating that for a larger whole that I am part of. The way out of the paradox: If we all do this, I am safe and my well-being will be taken care of.
• In order to have enough, I need to give to others who are in need. The way out of the paradox: If we all do this, if I am in need, I will receive.
• In order to be more intelligent, I need to admit that I can’t figure it out by myself. The way out of the paradox:  If we all do this, we will all be more intelligent. My intelligence will also show up in the questions I ask and the people I bring to the table.
• In order to generate a sustainable future I need to stop generating the one I’m currently generating through my thinking, language, and conversations. The way out of the paradox: open up to other perspectives and ways of knowing so that I might think differently.

A number of new group processes and practices have emerged in response to the needs of this new paradigm.  They are practices that facilitate wholeness, systems thinking, collective intelligence, innovation, and the potential for sustainability:

• Dialogue—open conversations that make room for multiple ways of knowing, diverse perspectives, and the surfacing of limiting assumptions. Key elements of dialogue include mutual respect, trust, and suspending beliefs (not letting go of them, but putting them to the side long enough to truly hear and understand from another’s view).
• Reflection—is facilitated by inquiry and a learning-focus, for both individuals and groups. Reflection requires stepping back and looking at something (an issue, problem, action, or group dynamic) from a grander perspective. It is helpful to be able to reflect on an action or situation.  It is also important to reflect on how we are reflecting; what frame/perspective are we taking? What are we attending to? What different assumptions are we holding? What are we not seeing and who else at the table might be seeing that?
• Thinking Together—generates novel solutions and makes way for new knowledge. Available processes include Appreciative Inquiry, Design Thinking, Divergent and Convergent Conversations, Reflective Practice, Open Space, World Café, and Six Hat Thinking. Taking time to think together generally results in new possibilities, new knowledge, and better decision-making.
• Acting Together—in this new paradigm requires self-generated collaborative action.  Processes that focus on outcomes and create clarity around shared vision facilitate acting together. Processes and methods for continuous learning and accountability help all of us move towards our shared outcomes more effectively.

The luxury of knowing something…once and for all…is gone.  It is becoming increasingly clear that collaborative learning and intentional systems design will be essential capacities for individuals, teams, and organizations as a whole.

How fast are things changing, check out this youtube video!

Being mindful is absolutely essential to our success in achieving strategic goals and overall mission, and it is central to leading and facilitating collaboration in communities and organizations. It is important enough that the concept of the ‘mindful organization’ has emerged.  Tom Heuerman and Diana Olsen define mindfulness as paying attention to what is (inside and outside of ourselves) and then reflecting non-judgmentally on what is and why it is so. They define organizational mindfulness as the connecting and sharing of the mindfulness of people, in a forum such as dialogue, to create new meaning and knowledge that will help people and organizations achieve greater congruence between their intentions and outcomes.

Organizations committed to learning have improved their capacity for reflection-on-action, but mindfulness is calling for reflection-in-action. It calls us to collectively focus on a number of things even as we act:

• our collective intentions–our strategic outcomes and vision
• the ways we are working together
• the way work is being done

The result of mindfulness is greater alignment of actions with outcomes. It’s like polishing the stone, creating a smooth, frictionless surface, making it easier for us to be successful.

In their research into mindful organizations, Weick and Sutcliffe found that organizations where error and disaster can lead to catastrophe have a unique structure which leads them to think and act differently from other organizations. They use mindful organizing for the unexpected as well as the expected.

Not all organizations have the potential for catastrophe in the event of failure, however, the substance of the elements that Weick and Sutcliffe identified may be broadened in ways that offer key elements for intentionally designing the mindful organization:

1. Anticipation

• Attention and sensitivity to early warning signs and key measures relevant to strategic outcomes
• Commitment to inquire instead of simplify interpretations
• Sensitivity to and awareness about operations, taking into consideration the dynamic and nonlinear nature of Sociotechnical Systems and their relationship to strategic outcomes.

2. Commitment to resilience:

• The capacity to function even in the face of adversity
• The capacity to return to service and excellence following adverse events
• The capacity to learn and grow from whatever happens

3. Deference to Expertise:

• Include “lower ranking” members of the organization
• Place greater emphasis on collaboration, focus on an assembly of knowledge, experience, learning, and intuition.

The good news is organizations can intentionally design for mindfulness. In mindful organizations the stress of having to be the all-knowing leader or manager, of having to make all the decisions and have the answers, is alleviated as organizational members realize that mindfulness and collaboration moves them more rapidly towards their vision and delivers more effectively and efficiently on strategic objectives.