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.

What is it about the relationships in a collaboration that sets them apart? What is the “glue” that holds the whole together in this way? What are the connective structures that support this sense of wholeness? If we can identify this glue, perhaps we can more intentionally shift from high performance teams to generative collaborations.

What is your experience of collaboration such as described above? What were the connective structures that allowed a sense of safety and wholeness to emerge? How would you describe the relationships and what contributed to the dynamics among those collaborating?