Instead of answers, clues

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In her recent post, A world without answers, Gail expounds on one of the effects of increasing rates of change and growth in complexity: Answers aren't what they used to be. So how then, as we venture into panarchy, can we utilize the incredible expertise time has accumulated, if not for answers?

An effective process through which to put "expertise" is a syntopical reading. Most often (in my experience), this is done in groups, with each person having different books or source material, and taking an hour or 90 minutes to scan and note. However, it can also be an enlightening way of thinking and engaging with ideas as an individual.

Create a dialogue with and among the authors. Don't limit them to analysis and critique - let them imagine and galumph with each other's thoughts. Use syntopical reading as a means of getting familiar with someone's ideas and the all important context and situations they rest upon... and then carrying them forward. Engage both imaginative, play-of-mind thinking as well as analytical and critical thinking.

Don't set your sights on answers. Rather, seek out clues, and explore the relationships that connect them.

I'm using syntopical reading and conversing in this way in a current exploration of paradigm shifts and other kinds of phase transitions. Gail and I recently crafted a paper touching on paradigm shifts in general but more particularly, exploring current history for compelling signs that a significant shift is unfolding, and may be on the verging on a global upcreation to borrow a term from Kevin Kelly.

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A World Without Answers

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"The Swarm master coaches, 'Loosen all attachments to the sure and certain.'"
Kevin Kelly, Out of Control, Hive Mind, page 25

It used to be we could rely on answers. If we did not know the answer, we could ask our parents, or a teacher, consultant, expert, the government, etc. All of our lives we have passed or failed tests because we knew or didn't know the right answer. We competed, climbed to the top of our class or corporate ladder and got tenure because we published answers that gave instruction to others.

The deeper I get into complexity science the more I come to know that looking for answers is often a hinderence to my learning. Complexity is about processes and patterns and these are recursive, iterative and adaptive! I do feel like Alice must have felt at times. How do I know what I know? Where am I on the certainty level?

"'It was much pleasanter at Home,' thought poor Alice. 'when one wasn't always growing larger and smaller, and being ordered about by mice and rabbits. I almost wish I hadn't gone down that rabbit hole..."
Alice in Wonderland, Lewis Carroll

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Run-Walk-Run

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"The impossible has a kind of integrity to it which the merely improbable lacks."
Douglas Adams, The Long Dark Tea-Time of the Soul

One of my favorite MG Taylor axioms is "You can't get THERE from HERE but you can get here from there." Backcasting has become popular over the years but when we first used it with our clients in 1980.  It seemed very strange - and powerful - to them.  Work walls to work big on? Collaboration across all boundaries, both vertical and horizontal? Unleashing Group Genius? These were things our clients had never thought about, let alone experienced. There was no proof in our beginning, no benchmarking. We simply had to put our concept to work.

RUN-WALK-RUN is a process we used on ourselves when we founded MG Taylor Corporation and put into place methods and tools that were not  available in the market place.  R-W-R is the process of leaping out into the future and envisioning a world that could be - well beyond what you know to be possible from the vantage point of here or today. Between  THERE and  HERE there are many possibilities. What is known that could help us realize our vision? One example of this was our need for large write on walls as we were sure that working big was a critical tool in enabling deep collaboration.  No walls could be found. Possible vendors stared at us like we were crazy.  So we made the walls ourselves by finding a manufacturer of refrigerators and getting access to the surface materials on refrigerators. One weekend with a rented truck, colleagues, and Matt's artistic imagination and engineering skills,  we created our first Working Big environment of at least 20 four wide by 6 high panels. 

We invited friends into the space and asked what to do with the space.  Draw, create, share ideas, work together were the responses. Our walls were covered with ideas and plans.  Because we had created a tiny part of our vision and been willing to share it, others were able to engage with us. In a single afternoon of working together, one office supply store owner wanted to put his furniture in the space as a showcase.  Others had ideas for how to make the environment work better. We were off and running, learning as we went.

WALK signifies what isn't to be found and needs to be made up from scratch -- something that can fill in while waiting for someone to invent it.

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