Gaya Erlandson article here points out that in order to create the
Yes, it Can happen. Once we know how we make decision which take less time, because we see and feel and trust the whole...
Gaya Erlandson article here points out that in order to create the
... in order for that vision to become reality, ... in order for complex units of people and organisations to effectively work together , a paradigm shift in skills and above all consciousness needs to take place. Dynamic Self Governance offers a trool box that seems to work with fine tuned psychological and practical elements in both a disciplined and playful way.
so, Gaya writes further in her article on her vibrant vision of a Citywide community and the legacy we ought to leave to those who come after us:
This blog by Gaya Erlandson is a very satisfying contribution to the online resources available presenting the principles and energy of DSG to the world.
As a builder, or co-creator, of intentional communities she is spot on here with that very simply core statement:
Key to community building, however, is good governance and decision-making processes.
Making decisions, and being agile, response-able and responsible as a dynamic collective of freely interdependent human beings, how do we achieve that?
Dynamic Governance is an innovative approach to governance based on scientific principles. It combines the best business practices with the principles of cybernetics and systems thinking to create modern organizations — including communities whose governance meetings are more effective, more productive, and more efficient. Among its many benefits, Dynamic Governance:
Please visit her article directly to read her summing up of the structures and principles of DSG, the sharing law, and the vision of neighbourhood communities, of Activist communities uniting, and of us all occupying our human potential.
I find her references very poignant, so I am including them as a screen shot here. Click on the text-image and it will lead you to to her page.
"When we collaborate together all manners of innovations are possible."
If you create 15 minutes spare it might be worth your while to watch this video, hearing Gaya speak about her vision of Intergenerational Communities, refering to Robert Owen's co-operative community in New Lanark.
I like her schools proposal, of learning as teams. Is that not already happening? Yes, to a certain degree, but may be not yet in the intergenerational way as well as the contribution to community. Plus the linking with the housing solutions ... i does make one's heart hope, ESPECIALLY thinking that the decision making dratt might become fun as well as reliable with an actually working system of decision making?
A good quote to take with you:
“It is possible that the next Buddha will not take the form of an individual. The next Buddha may take the form of a community – a community practicing understanding and loving kindness, a community practicing mindful living. This may be the most important thing we can do for the survival of the earth.”
Triple loop learning manifests itself in the form of ``collective mindfulness'':members discover how they and their predecessors have facilitated or inhibitedlearning,andproducenewstructuresandstrategiesforlearning.
I really recommend reading and discussing this article. It touches on my personal interest how 'reward' (also known as wages and bonuses) is being handled in DSG run organisations.
From my own experience based on the Threefolding practise of governance (as proposed by Rudolf Steiner) the happiness and wellbeing of a community is the greater the more each member's contribution (work) to the community is valued as independent of monetary 'pay. This is based on the insight that what a human being gives as his/her 'work' (time and skills) can not ever be equated with money. In essence it is a gift to the community on one hand and a creative self satisfaction on the other. Measuring it on monetary terms equates to slavery full stop. Money as exchange for work in the Threefolding methodology is something a collective intelligence as in a deep democracy governed arrives at based on seeing and feeling the wholeness of the needs of the person (the one who does the work) and the wholeness of available resources in the given community. The decision making process for that 'wage' or 'salary' setting is based on ethical values, which rules out any self aggrandising.
Now as we all know - this as a basis, as a condition for decision making might be a very tall order for some of us!
And my ears are now all pricked to learn how in DSG the right balance between our innate egoism and our innate altruism is found so that reward settings are made by a collective intelligence in ways which enable both true human individuality growth AND economic stability.
In the here featured article we can read more about how rewards (wages and esp bonuses) are being arrived at by, it seems, really sound processes, enabling our true humanity.
After a while, the way most members of the organization responded to the introduction of the circular design and the new payment system was quite positive. Indeed, the motivation to participate clearly increased and members(of circles) interacted with each other in a more intensive manner than previously was the case.Form any participants the process of solving problems and making decisions by way of open discussions constituted an emotional and liberating experience. In this respect, the consent principle appeared to facilitate and contribute to the breakdown of traditional (e.g., boss versus worker and male versus female) role patterns, because (female) workers started to participate more actively in discussions.
So, it all boils down to this terrible and delicate issue of making collective decisions, based on everybody being really informed, really seeing and feeling whole picture AND working in a reasonable timeframe!
Don't we all know how frustrating endless consensus seeking meetings can be!
Now, in DSG it is 'consent' (not 'consensus') that seems to do the trick and that implies something like this, demonstratiing the combination of hierarchical and tripple linked circle structure processes:
Oh the conundrum of being human! We want to make 'free' decisions, and we don't want pressure. And yet we perform sometimes best under pressure and when measured. Dare I mention Sir Alan Sugar and the roman style game setting called 'dragons den'? Is all business but a game? Shudder.
Please let us connect with the deeper, the in my mind reall meaning of 'competition;: that is derived from com-petere, that is 'seeking TOGETHER'!
I wished I could be mouse on a wall seeing, feeling hearing how people with all their faults and all their splendour working together like this:
"InTrès-Saint-Rédempteur, a small rural village an hour out of Montreal - a co-op started to grow big. How should the municipality and the Coop work together? How should decisions that affect many, if not most, residents be made? Is it at all possible to avoid power struggles, personality conflicts, and "small town" politics?
Oh, I wished I could speak French!
An organization is healthy when it pursues the ideal lives in its members and the talents of these are recognized and put to use to achieve this ideal.