- Tao: The Watercourse Way
- Complex Systems Change Starts with Those Who Use the Systems
- Using Cynefin
- Resilience Thinking: Sustaining Ecosystems and People in a Changing World
The human way of engaging reality is largely through habit. Two of the most basic habits of reality-engagement are to think of the world as made up of things or processes. I view these as cognitive shortcuts-as ways of simplifying our engagement to serve some personal purpose.
Viewing reality as things is a cognitive shortcut for dealing with stuff efficiently. If we are discussing something of a social/organizational or explanatory nature, we might use things to make it easy to explain or easy to decide.
But if we want to change a system, using things becomes increasingly non-productive because what we are talking about more and more resembles a complex adaptive system (CAS). Instead, effective advocacy must use processes to understand CAS and how to change them.
Because “things” are such a deep habit, it requires some effort to shift to a process view of advocacy. Processes are always networks, and a network view of strategy is very different from a static thing view. Things have boundaries and we stop thinking about a thing when we hit its boundary. Networks go on and on, and we don’t automatically stop thinking in this absence of a “boundary”. We decide to stop thinking about a process because continuing along the natural path of the network no longer serves our purpose or strategy.
Because it usually takes some effort to shift to a process view of advocacy, we must, as it were, build a habit of seeing processes. We have to more and more automatically see the network implications of the CAS we are trying to change. This requires reflection and practice and if my experience with doing this is any indication, it can be very frustrating to make this shift.
Mostly, I found trying to see network connections in stuff that I would otherwise think of as things to be an effective if slow, path for building the habit of thinking “process” instead of thinking “thing”.
But the most effective way of making this transition to understanding process is to engage people with lived experience of the system you are trying to change. The stories of their experiences will, if you listen carefully, break the hold of things that might be the habit of your thinking about your change target.