How do you effect change? Someone asked a bankrupt: How did it happen? Answer: Gradually - then suddenly. This tale was told by Ray Charlton at a recent seminar (12th July) held by the Civil Society Forum:
How can we adjust our organisational practice to increase our collective impact and better serve our common interests, wealth and well being? He said we succeed in life by 'one conversation at a time', but that it is not only others who need changing - it is ourselves.
The scope of the CSF includes the collective impact of organisations, resilience and collaborative working and much else. One interest represented was The Commons and Commoning, aka: Who gets what of Common Resources?
Barry Mapp spoke on the ways we should use the brain for promoting change. Whereas conventional wisdom is that the left brain is key, what is actually needed is that the right brain should take stock of reality, to get the big picture, to give the context and to take the lead; and that the left brain should be its emissary by focussing on detail and abstraction to achieve the result needed.
He linked this view with Edward de Bono's 6 Hats system and said that the yellow and green hats (creativity, provocation, lateral thinking) are right brain and should precede the critical black hat (left brain). We need to allow time for right brain thinking which thrives with theta wave patterns induced by daydreaming, relaxation, calm and lack of rushing. A seminar participant said that the narrow parliamentary enquiry into the recent Libor manipulation by Barclays traders has missed an opportunity to use a right brain type assessment looking into the whole banking system.
My book has a feature that would promote the 'daydreaming' feature. A Citizen's Royalty to all would help individuals to use some of their time in finding their own way forward under less pressure than the current rat race allows.
Claudius van Wyck gave an overview of the Barrett Seven levels of Consciousness giving insights into various stages organisations progress through from 1. survival mode/pursuit of profit > 2. relationships/corporate needs > 3. self-esteem/best practice > 4. transformation/renewal > 5. internal cohesion/corporate community > 6. making a difference /collaboration > 7. service/help to humanity. The ideal is for progress through the 4. transformation / renewal stage but often a plateau is reached at 3 and a decline follows back to survival and maybe failure.
General discussion touched on the complexity involved in change. In my contribution on what is now being called The Commons, that is, towards a fairer sharing of the common resources of the earth and of society - I mentioned homeowner land values raised 15% by building a bypass round a town, whilst renters pay the same taxes for the bypass but have no money gain. To reform this needs a) land value tax b) tax reform with and cuts in income tax, VAT, etc, and c) a citizen's income for all. This will be a highly complex change.
I mentioned the need to amend for the failure of large banks to supply the credit needs of local business. A theoretical example is of a £20m loan to cover 1 year of speculation in the price of copper at 6%. Yield to bank = £1.2m. A £30k loan for 5 years to cover equipment for a small craft studio at 8% brings £2,400 pa. So 500 such deals would be needed to cover the same gross profit. Thus do our current banking arrangements inevitably fail to supply local needs. Why would a bank currently do anything differently? We need local banks on the German Sparkassen, Swiss Canton models. But UK banking law is not structured to facilitate this.
Contributions also from George Por School of Commoning, Terry Rose on a Model of Sustainable Organisation from work by Dr Edwards Deeming, Matthew Frost of Tear Fund.
Embercombe in Devon was mentioned, see YouTube on The Children's Fire by Tim Macartney.
posted by Charles Bazlinton. Book (Amazon): The Free Lunch- Fairness with Fairness.
How can we adjust our organisational practice to increase our collective impact and better serve our common interests, wealth and well being? He said we succeed in life by 'one conversation at a time', but that it is not only others who need changing - it is ourselves.
The scope of the CSF includes the collective impact of organisations, resilience and collaborative working and much else. One interest represented was The Commons and Commoning, aka: Who gets what of Common Resources?
Barry Mapp spoke on the ways we should use the brain for promoting change. Whereas conventional wisdom is that the left brain is key, what is actually needed is that the right brain should take stock of reality, to get the big picture, to give the context and to take the lead; and that the left brain should be its emissary by focussing on detail and abstraction to achieve the result needed.
He linked this view with Edward de Bono's 6 Hats system and said that the yellow and green hats (creativity, provocation, lateral thinking) are right brain and should precede the critical black hat (left brain). We need to allow time for right brain thinking which thrives with theta wave patterns induced by daydreaming, relaxation, calm and lack of rushing. A seminar participant said that the narrow parliamentary enquiry into the recent Libor manipulation by Barclays traders has missed an opportunity to use a right brain type assessment looking into the whole banking system.
My book has a feature that would promote the 'daydreaming' feature. A Citizen's Royalty to all would help individuals to use some of their time in finding their own way forward under less pressure than the current rat race allows.
Claudius van Wyck gave an overview of the Barrett Seven levels of Consciousness giving insights into various stages organisations progress through from 1. survival mode/pursuit of profit > 2. relationships/corporate needs > 3. self-esteem/best practice > 4. transformation/renewal > 5. internal cohesion/corporate community > 6. making a difference /collaboration > 7. service/help to humanity. The ideal is for progress through the 4. transformation / renewal stage but often a plateau is reached at 3 and a decline follows back to survival and maybe failure.
General discussion touched on the complexity involved in change. In my contribution on what is now being called The Commons, that is, towards a fairer sharing of the common resources of the earth and of society - I mentioned homeowner land values raised 15% by building a bypass round a town, whilst renters pay the same taxes for the bypass but have no money gain. To reform this needs a) land value tax b) tax reform with and cuts in income tax, VAT, etc, and c) a citizen's income for all. This will be a highly complex change.
I mentioned the need to amend for the failure of large banks to supply the credit needs of local business. A theoretical example is of a £20m loan to cover 1 year of speculation in the price of copper at 6%. Yield to bank = £1.2m. A £30k loan for 5 years to cover equipment for a small craft studio at 8% brings £2,400 pa. So 500 such deals would be needed to cover the same gross profit. Thus do our current banking arrangements inevitably fail to supply local needs. Why would a bank currently do anything differently? We need local banks on the German Sparkassen, Swiss Canton models. But UK banking law is not structured to facilitate this.
Contributions also from George Por School of Commoning, Terry Rose on a Model of Sustainable Organisation from work by Dr Edwards Deeming, Matthew Frost of Tear Fund.
Embercombe in Devon was mentioned, see YouTube on The Children's Fire by Tim Macartney.
posted by Charles Bazlinton. Book (Amazon): The Free Lunch- Fairness with Fairness.
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