Deeper than hair discrimination: A movement to address and dismantle systemic racism – NetworkWeaver

via Deeper than hair discrimination: A movement to address and dismantle systemic racism – NetworkWeaver


When I graduated from Columbia University, I was informed in a professional development workshop at a national conference that my hair should not distract from my excellent credentials. I did not understand how hair that grew naturally out of my scalp could be labelled as a source of barriers. The styles that were mentioned as socially acceptable for professional upward mobility were straight hairstyles that did not reflect the texture of my natural hair.

Continues in source: Deeper than hair discrimination: A movement to address and dismantle systemic racism – NetworkWeaver

Leading Through the Pandemic: Lessons for the NHS

a bit of Keith Grint 🙂

Becky Malby

Prof Becky Malby interviews thought leaders to inform and guide NHS leaders through the current context.

The first interview is with Keith Grint, Emeritus Professor at Warwick University on the lessons from his work on leading Critical, Tame and Wicked Problems. We discuss the interplay between command and control and adaptive leadership, the role of soft power, and how to ensure as leaders are the best decision-maker you can be.

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The Invitation | Barry Lopez | Granta Magazine – From a great tweet-starter by Thea Snow – ‘systems thinking comes naturally in oral cultures but is v difficult in literary cultures’

From a great tweet-starter by Thea Snow – ‘systems thinking comes naturally in oral cultures but is v difficult in literary cultures’ – discuss!


via The Invitation | Barry Lopez | Granta Magazine

The Invitation

Barry Lopez

‘The effort to know a place deeply is, ultimately, an expression of the human desire to belong, to fit somewhere.’


THE UNSCHOOL OF DISRUPTIVE DESIGN – a series of paid courses etc (includes discount to use by 1 April)

Lots here from Leyla Acaroglu, which I appear not to have covered before.


Recent email with links and offer:

Thanks for signing up to the UnSchool Online and taking part in a community of creative change-makers! If you want more community, join our LinkedIn group here.

If you one of the quarter of the world’s population who are currently in #quarantine, #lockdown and #workingfromhome then you are probably experiencing the same fear and frustration as the rest of us. We are also in lockdown, and yes, that means many extra hours of time to reflect and engage with content. Some of it is helpful, while some of it, well, maybe not so much…

To help everyone #staypositive, last week we gave away lots of free content every day and were overwhelmed with thousands of you downloading and engaging with our changer-maker stuff.

Now it appears this COVID-19 situation is likely to continue for a while, we’ve kept ourselves busy looking for more creative ways to help our community #staypositive and develop skills as a creative change-maker despite these complex times. Our entire existence as the UnSchool is to find unique ways to help more people make positive change so that we can design a more positive, sustainable and regenerative future.

So now, we are excited to launch a new brain activating 30-day challenge to help anyone #staypositive, learn new tools and get cool shit done. Built around the new handbook Design Systems Change by Leyla Acaroglu (which you get as part of the pack), Leyla curated the 30-day bootcamp with daily doses of content that you watch, read and then do. With 30 downloadable worksheets you will be able to explore many different ways you can build your own agency and capacity to effect positive change in the world around you – even if it’s from your bed or lounge room for the moment!

The bootcamp is usually designed to be self-paced and individual, but with so many of us in the same boat at the moment, we figured you might enjoy doing this as a #30daychallenge together! We’re starting on April 1, and if you sign up to join before April 1 (5pm UTC) you also get a 50% discount and keep motivated with us!

Check it out here for all the deets on the booster pack and use code > designsystemschange < at checkout to activate the discount.

As with all our offerings if you can’t afford this right now but still want to take part then please reach out via email and a team member will give you free access.

If you are keen to get more free juicy brain food from us then sign up here to get the UnSchool Journal delivered into your inbox every Monday. And if you don’t want to receive any emails like this from us anymore, then please just login to your UnSchools online account that you signed up for and delete it 🙂

Wishing you all the best in these complex times and hope you stay safe and healthy!

Love from the UnSchool

Polarity Partnerships

via Polarity Partnerships



In today’s world of increasing interdependency and complexity, it is vital to utilize problem solving AND both/and thinking to address your most strategic challenges and opportunities. The research is clear – leaders, teams and organizations that leverage Polarities well outperform those that don’t. Discover how to leverage your most strategic Polarities (AKA paradox, wicked problems, chronic tensions, dilemmas, etc.) to become more innovative, agile, profitable and competitive immediately and over time.

On the history of Ludwig von Bertalanffy’s “General Systemology”, and on its relationship to cybernetics. Part 1 | Pouvreau and Drack (2007)

Pouvreau has written extensively on this subject and Beralanffy in general – looks interesting, I haven’t read yet. (Parts II and III are available on also)

via (PDF) On the history of Ludwig von Bertalanffy’s “General Systemology”, and on its relationship to cybernetics. Part 1 | David POUVREAU –


On the history of Ludwig von Bertalanffy’s “General Systemology”, and on its relationship to cybernetics. Part 1
International Journal of General Systems, 2007
Manfred Drack

Pushing our limits to see the system – Luke Craven on LinkedIn

via Pushing our limits to see the system | LinkedIn

Pushing our limits to see the system

Luke Craven

Luke Craven

Director at Australian Taxation Office
3 articles 

If you’ve been reading along, you’ll know by now that I spend a lot of my time trying to build the capability of others to think and act in systemic ways.

Systems thinking is not the norm, by any measure, even though there are glimmers of hope. In my last blog, I shared a range of strategies for circumnavigating some of the barriers to embedding systems thinking in large organisations. Those structural barriers matter, without a doubt, but addressing them may not be enough.

Our world, and our brains, are not naturally built for thinking in systemic ways. There are almost certainly limits to our capacity to join the dots, to see the bigger picture, and to comprehend the dynamics and interconnections of an increasingly complex world.

Of course, there are some limits that are actually limits, and others that we create, believe into being, and which can be pushed or dissolved entirely. The trick is knowing which is which.

What are some of these limits?

1. We struggle with uncertainty 

The human mind is incredibly averse to uncertainty and ambiguity; from an early age, we respond to uncertainty or lack of clarity by spontaneously generating plausible explanations. What’s more, we hold on to these invented explanations as having intrinsic value of their own. Once we have them, we don’t like to let them go.

We have known for a long time that uncertainty resolution determines how we act. When we can’t immediately gratify our desire to know, we become highly motivated to reach a concrete explanation. That motivation lies at the heart of most other human desires: achievement, affiliation, and power. We want to eliminate the distress of the unknown. When faced with heightened ambiguity and a lack of clear-cut answers, we need to know – and as quickly as possible.

Our desire for certainty is present wherever you look. In science, it appears as Occam’s Razor, which is the idea that the simplest explanation is probably true. And yes, while you it is possible to have a simple theory that solves that one particular problem, if it doesn’t fit into the larger context of a complex world, it probably isn’t the right theory.

In public policy, we search for the ‘silver bullet’, or the one-size-fits-all solution, rather than recognising that all human behaviour is exceptionally context dependent.

Our western legal system is built upon the premise of individual personhood and autonomy, a convenient illusion, but one that helps us create a container to deal with the uncertainty. When we can assign blame and attribute responsibility to individuals and individual acts, we strip away the uncertainty that comes with understanding causation in a complex world.

2. We like to pretend the world is made up of fixed categories

Although the world in which we live is essentially continuous, we experience it as discrete chunks: “strangers” and “acquaintances,” “fiction” and “nonfiction,” “normal” and “perverse.” Categorisation is crucial for cognition and making these kinds of distinctions involves two simultaneous cognitive acts – lumping and splitting. The former entails grouping “similar” things together in a single mental cluster. The latter involves perceiving “different” clusters as separate from one another. Lumping allows us to perceive orange juice as similar to grape juice and Labradors as similar to poodles. Splitting allows us to perceive grape juice as different from wine and dogs as different from wolves.

Lumping and splitting help us set hard conceptual boundaries. But boundaries in a complex world aren’t hard – they’re uncertain, ambiguous, relational, and context dependent.

Fuzzy boundaries are hard work and we’re primed to avoid them. Folklore is full of stories that illustrate the challenge humans have always faced, as they’ve attempted to create hard boundaries in a continuous world. In Norse Mythology, Loki famously made a bet with the dwarf Brok, and wagered his head. He lost in due time the dwarves came to collect. Loki had no problem with giving up his head but insisted they had absolutely no right to take any part of his neck. Everyone concerned discussed the matter; certain parts were obviously head, and certain parts were obviously neck, but neither side could agree exactly where one ended and the other began. So Loki kept his head indefinitely, although his lips were stitched shut as punishment for getting out of the bet with tricky wordplay.

3. Our language and culture shape how we think

While the relationship between language and thought is controversial, recent research has thrown up some interesting findings. There is growing acceptance that the language we speak may bias our attention toward certain parts of the world, reinforce particular cognitive limits, and foster specific ways of processing information.

A powerful example of this phenomena is how eye-witness memory differs depending on the language a witness speaks. Recent research has shown that, strikingly, speakers of different languages remember different things about the same events. Whether or not someone is likely to remember who did what is influenced by how events are normally described in in the particular language spoken.

If the syntax and structure of language affects cognitive processes, it likely has an influence on whether or not people are able to perceive and comprehend the world in a systemic way. This particular connection is yet to be tested but there is enough evidence for a strong hypothesis. Where English is a sequential language (subject-verb-object), which results in a bias toward linear thinking, many indigenous languages – where holistic and non-linear is the norm – are free-word order languages, which is less prone to this kind of bias.

The evidence for the influence of culture is much more of a slam dunk. Research has repeatedly shown that Westerners pay attention primarily to objects, whereas East Asians display pay attention to relationships between objects and the broader environment in which they are embedded.

It’s rampant speculation, of course, but these differences could be influence influenced by long-term cultural differences that are rooted intellectual traditions of ancient Greece and ancient China. Where the Greek intellectual tradition was focused on breaking problems into their constituent parts, the intellectual traditions in ancient China were heavily shaped by Confucianism, Taoism, and Buddhism. These philosophies were holistic in nature which could have contributed to the development of East Asians’ focus on relationships between objects and their context, and to the tendency of explaining events on the basis of these relationships.

Pushing limits

Where to from here, then? For most of us, we have been raised in context that values and affirms linear thinking. We think A + B = C. We speak subject-verb-object. The good news though is although it may be unnatural to us, children can learn systems thinking more easily than adults, because they have not yet been as thoroughly initiated into the linear ways of being and seeing that we impose on the world. Each of these cognitive constraints, which work against the use of systems mindset, can be tested.

There are, of course, already many stories of people actively subverting these limits – questioning assumptions and pushing the boundaries of language, culture and cognition. It is more common than you think. Our language is full of metaphors to help us understand the complexity of the world – “the straw that breaks the camel’s back”, “a whole greater than the sum of parts”, “the butterfly effect”. These are all attempts that someone has made, at some points in history, to create a space where they can momentarily confront the uncertainty, interconnectedness, and complexity of the world. The best we can do is try.

Source: Pushing our limits to see the system | LinkedIn