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September 27, 2005 Issue 66



"There is a crack in everything. That's how the light gets in."
—Leonard Cohen

"The moment we break faith with one another, the sea engulfs us and the light goes out."
—James Baldwin



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For new subscribers only--when you buy 5 or more articles through October 31st, you are eligible to purchase a 1-year subscription for only $69--a savings of $40 off the standard price. Your eligibility period lasts through November, giving you the opportunity to savor the articles you purchased and to decide to start your subscription no later than our Dec/Jan issue. First, purchase 5 articles, then purchase your subscription.

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It is with regret that we say good-bye to publications editor Kali Saposnick. Kali is leaving Pegasus to go to graduate school in Belgium.We will miss her insatiable curiosity, unshakable support, and unparalleled organizational skills. Best wishes, Kali!



Contact us at Pegasus Communications, One Moody Street, Waltham, MA 02453-5339. Send an email to info@pegasuscom.com, or call 781-398-9700. Web site: http://www.pegasuscom.com.
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Pegasus Communications provides resources that help people explore, understand, articulate, and address the challenges they face in the complexities of a changing world. Since 1989, Pegasus has worked to build a community of practitioners through The Systems Thinker® Newsletter, books, audio and videotapes, and its annual Systems Thinking in Action® Conference and other events.

 


 
The Aftermath of Hurricane Katrina

We are profoundly grieved by the terrible suffering and devastation caused by Hurricane Katrina. We take this as a sober occasion to reflect on the usefulness of understanding systems and learning within and across organizations in meeting the complex and difficult challenges we all must face together. We encourage you to make a donation to the charity of your choice to assist in the relief effort. Also, you may wish to read more about how corporations can help at the Center for Corporate Citizenship.
 



FACE TO FACE
An Interview with Marv Adams and Jeremy Seligman

PEGASUS CONFERENCE CORNER
Conference Special Features Enhance Learning Opportunities—Register by October 5 to Save $300

LEARNING LINKS
Overcoming the Seven Sustainability Blunders  
 



FACE TO FACE
An Interview with Marv Adams and Jeremy Seligman

To become and remain successful in today’s business climate, companies in all industries must adopt leading-edge ways of dealing with interdependence. Spearheaded by Marv Adams, senior vice president and chief information officer, Ford Motor Company’s IT function has drawn on lessons from the natural world to transform its operations and lay the foundation for creating an “adaptive business.”

In a keynote presentation at the 2005 Pegasus Conference, Marv will discuss the transformational journey of Ford Motor Company’s IT group as it faces a world where the methods and competencies of the last 50 years are no longer adequate—a world in which it is not the fittest who will survive, but those most willing and able to learn and adapt to change. Jeremy Seligman, director of IT Strategy and Organizational Development, and his colleague Shelia Covert-Weiss will follow with a concurrent session, “The Nuts and Bolts of Transformational Change: Building New Capacities in Ford’s IT Activity.”

In the following interview with Leverage Points editor Vicky Schubert, Marv and Jeremy discuss Ford’s innovative approach to developing organization-wide capacity for adapting to the demands of a changing world.

LP: “Embracing interdependence” is the theme of the Pegasus Conference you’ll be addressing this November in San Francisco. Can you comment on why the idea of interdependence is so relevant to your efforts to build the capacity for learning and adaptation in Ford’s information technology (IT) organization?

MA: The world is becoming increasingly interconnected. The global economy, for example, is interconnecting countries and companies and supply chains that haven’t been as directly connected before. The Internet is interconnecting people across the globe. Various forms of communication systems, like satellite communications, are interconnecting people and objects and things in unprecedented numbers.

When you think about this level of interdependence and connectivity, it’s pretty easy to see how one change can ripple through and affect all the other things that are connected to it. With the density of connections going up, the amount of change that ripples through the world goes up. Some of that change is insignificant; some of it is substantial.

Read the complete interview

Learn more about the 2005 Pegasus Conference

 



PEGASUS CONFERENCE CORNER
15th Annual Pegasus Conference
Embracing Interdependence: Effective and Responsible Action in Our Organizations and the World
San Francisco, California, November 14–16, 2005



Conference Special Features Enhance Learning Opportunities
Getting the most out of this conference involves not just the number of sessions you attend, but your own intentions to be fully involved with other participants and the overall conference environment. We’ve called upon the talents of several people to set the stage for learning, including:

Linda Booth Sweeney provides the weaving and thematic integration throughout the program, framing and contextualizing the sessions to enable deeper learning and understanding. A researcher and systems educator, Linda has a doctorate from Harvard’s Graduate School of Education, and is the coauthor of The Systems Thinking Playbook and the author of When a Butterfly Sneezes.

Michelle Boos-Stone, founder/principal of Gecko Graphics, captures the plenary sessions through mind-mapping graphics, conveying the emotional and intellectual essence of the presentations with captivating drawings.

Building the Conference Community
Sunday, November 13, 8:15–9:30 p.m.
Charles Alday, Alday Consulting Services
Michelle Boos-Stone, Gecko Graphics
Whether you’re attending the conference for the first time or the fifteenth, start it off by joining us for an evening of creativity and fun! Through a variety of engaging activities, set the stage for learning, get acquainted, and deepen connections—with ideas, with practices, and, most importantly, with old and new friends. Discover how you can gain the most from the conference, and learn how to take the lessons back to your organization and share them with others.

Causal Loop and Stock and Flow Clinic
Dave Packer and Kris Wile, Systems Thinking Collaborative
Stop by the clinic and practice using these powerful systems thinking tools to understand the dynamic relationships inherent in your organizational or personal challenges. Bring your questions and “diagrams in progress.”

Lunchtime Topic Tables
Tuesday, November 15, 12:30–2:00 p.m.
Exchange ideas with fellow conference participants around a shared interest or focus! Emerging questions are welcome.

Loopers Galore!
One of the essential tools of systems thinking is causal loop mapping. To enhance the weaving experience, a team of experienced “loopers” will share insights gained while creating loops of some of the plenary sessions. By identifying and making visible key feedback processes in the speakers’ talks, we hope to illuminate some of the interdependencies they observe.

Final Conference Brochure—Now Available!

Download a copy of the final brochure
for the 2005 Pegasus Conference. Find out about the exciting sessions and dynamic presenters, along with the many learning opportunities designed to build your skills and give you the inspiration to face the challenges that lie ahead.

Register by October 5 to Save $300
Register through October 5 for only $1295 (a $300 savings!). When you register, get a special subscription price for The Systems Thinker Newsletter—only $89 for a one-year subscription (regularly $109). Register on our web site, or call 1-800-272-0945. Significant team discounts are available for groups of 4 or more. Call Vicky at 1-781-398-9700, or email info@pegasuscom.com for details!

 



LEARNING LINKS

Overcoming the Seven Sustainability Blunders
by Bob Doppelt

In response to growing ecological and social equity problems, few organizations have adopted effective sustainability measures. And, of those that have made the attempt, many plateaued after a short time or fell short when jumping from rhetoric to action. A major downfall lies in the belief that sustainability simply involves reducing or recycling waste. This perspective leads organizations to commit a series of “sustainability blunders.”

Patriarchal Thinking That Leads to a False Sense of Security
Patriarchal thinking creates an addiction to the directives of higher authorities and an abdication of personal responsibility.

A “Silo” Approach to Environmental and Socio-Economic Issues
Separate functional units aren’t able to identify ways that processes or products affect the environment or social welfare.

No Clear Vision of Sustainability
Compliance with the law is a backward-oriented goal that depresses motivation and creativity. A forward-looking vision gains commitment and unleashes energy.

Confusion over Cause and Effect
Organizations focus on reducing emissions and discharges, never recognizing that these are the results, not the causes, of their problems.

Lack of Information
Most organizations fail to communicate effectively about the need for and the purpose, strategies, and expected outcomes of their sustainability efforts.

Insufficient Mechanisms for Learning
Organizations struggling to become sustainable rarely institute mechanisms that allow workers to continually test new ideas, expand their knowledge base, and learn how to overcome barriers to change.

Failure to Institutionalize Sustainability
Organizations fail to incorporate sustainability in their core policies and procedures, leaving employees unconvinced of a real commitment to this crucial issue.

Until we shift our mindset to eliminate the concept of waste entirely, we’ll never overcome these missteps and achieve the results that our mounting ecological and social problems require.

Read the complete article, including seven interventions for the blunders, or see The Systems Thinker, V14N5 (June/July 2003)

Subscribe to The Systems Thinker

Explore additional resources on sustainability.

 



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