Vision 101

Leaders prompt alignment. With alignment comes a flow of human energy and creativity that advances whatever cause is underway. Through this flow endeavors deemed important are initiated, actions are taken, and change occurs within a proposed framework.

Alignment is produced in three ways: integrity, vision, and fear – greed (see previous posting). Leaders lead because of their ability to draw upon at least one of these three dimensions “…in the exercise of power within a social system to produce alignment.” Of course, the greater the skills leaders have in more than one dimension, the more fluid their movement from one dimension to another as circumstances warrant, and ultimately, the more effective they will be.

Leaders who can exercise more than one dimension possess the wherewithal to use “vision” as a way to both inspire and motivate. While somewhat synonymous, the terms “inspire” and “motivate” represent a critical duality that is central to the importance of vision in the repertoire of tools used by effective leaders. Inspiration originates when there is sufficient detachment from what is or a future extrapolated from what was to see possibilities otherwise missed. Motivation is fueled by an expectation of comfort when that which is feared is dismissed and the stress of achievement is diminished. Leaders are able to use inspiration and motivation at the right time and in the correct context to build momentum and keep the flow going.

The diagram below illustrates the dual nature of vision. As an organizatio – represented by the green triangle – moves through time toward an endpoint on the horizon, it passes through its “vision” – illustrated by the yellow circle – of what it anticipates it will become or what will influence it. Philosophical ideals and spiritual values pre-date and eclipse the organization and provide a guiding moral framework that is timeless in its relevance and significance.

While the pursuit of abstractions such as peace, justice, love, and freedom is a source of inspiration, it lacks the type of structured approach required to convert the obtuse into the actionable. At some point people benefit from a clear picture of what can be reasonably expected after a finite period during which people invest their time, energy, and resources to have the intended results. Vision in this practical sense relates to the mission of a project, goals and objectives of an organization, and the “nuts and bolts” details of strategies and tactics required to complete the mission. But it is not the simple restatement of these elements a la Dilbert. Instead, it is a story told that depicts what reality might look like if the mission is completed successfully.

Just as leadership is about alignment, vision is about change – seeing it, relating to it, describing it and making it happen. Leaders who are in command of the tools of vision tell stories that inspire people at their higher levels of functioning and motivate them to take necessary action in giving practicality to that which is dreamed. Great leaders are involved; they embody the changes they are attempting to influence rather than remaining aloof and attempting to control them remotely.

A significant part of the story a powerful leader tells is not only in words but by example in deed. The leader espouses the principle in clear wording, such as the following extract from Dr. Martin Luther King’s speech delivered to more than 250,000 on August 28, 1963 in Washington, DC:

I have a dream today.

I have a dream that one day every valley shall be exalted, and every hill and mountain shall be made low, the rough places will be made plain, and the crooked places will be made straight, and the glory of the Lord shall be revealed and all flesh shall see it together.

This is our hope. This is the faith that I go back to the South with. With this faith we will be able to hew out of the mountain of despair a stone of hope. With this faith we will be able to transform the jangling discords of our nation into a beautiful symphony of brotherhood. With this faith we will be able to work together, to pray together, to struggle together, to go to jail together, to stand up for freedom together, knowing that we will be free one day.”

It’s no wonder Dr. King could lead thousands – he posited the principles as a dream worth striving for, outlined the very trying and difficult steps that would have to be taken to make the dream reality, walked the talk hand-in-hand with others, and put his life on the line to stand tall in what he believed possible for his country and its people.

Of course, Dr. King was a “student” of another great leader in this respect, Mahatma Gandhi. The following extract from a brief biography on Gandhi’s life by B.R. Nanda sums up the compelling nature of a leader who strikes a dynamic balance between the philosophical and the practical:

His genius, so to speak, was an infinite capacity for taking pains in fulfillment of a restless moral urge. His life was one continuous striving, an unremitting sadhana, a relentless search for truth, not abstract or metaphysical truth, but such truth as can be realized in human relations. He climbed step by step, each step no bigger than a man’s, till when we saw him at the height he seemed more than a man. ‘Generations to come, it may be, will scarce believe’, wrote Einstein, ‘that such a one as this, ever in flesh and blood walked upon this earth.’ If at the end he seemed like no other man, it is good to remember that when he began he was like any other man.”

The result of his strong stands on principle and living the life of change – being the change – was a key factor in India gaining independence. His strict adherence to the concept of non-violence and non-resistance sets a stellar example for others to follow in their struggles with freedom and justice. And the lessons of his life continue to inform and influence generations of Indians as they build on the foundation of self-determination he laid and propel his beloved country into prominence as an economic and political global powerhouse.

The Dalai Lama, political leader of the Tibetan government in exile and spiritual guide for thousands of people around the world, offers yet another powerful example of vision in the ethereal married with the practical. Below is a extract from his commentary entitled, “A Human Approach to World Peace“:

Science and technology, though capable of creating immeasurable material comfort, cannot replace the age-old spiritual and humanitarian values that have largely shaped world civilization, in all its national forms, as we know it today. No one can deny the unprecedented material benefit of science and technology, but our basic human problems remain; we are still faced with the same, if not more, suffering, fear, and tension. Thus it is only logical to try to strike a balance between material developments on the one hand and the development of spiritual, human values on the other. In order to bring about this great adjustment, we need to revive our humanitarian values.”

Again, overarching philosophical ideals and spiritual principles are associated with the conundrum of daily issues that plague humanity. The Tibet issue is one of three commitments made by the Dalai Lama wherein he gives unwavering focus. It is in this arena on the world stage that principle is carried into action for all to see and learn. This is vision in its purest form. No one can ask more of a leader than that!

Originally posted to New Media Explorer by Steve Bosserman on Monday, February 13, 2006

Leadership 101

Last week was spent on the road checking in with clients and helping them manage changes within their organizations. Oftentimes, the causes for such changes are presented to me as breakdowns in communication, unrealized opportunities, performance problems, inadequate adaptation, and gaps in the flow of resources. The clients’ default reactions are hierarchical: someone needs to be contracted or hired, someone else is opting to retire, others need to be reassigned, and others still, let go. However, the reality is bigger and more complex than having a few people go and bringing in fresh blood. Change, in a flurry of what’s working, what’s not, and what could work better, first requires that these disparate conditions be placed within a framework. This is followed by convening people whose interactions have the potential to make a positive difference for their organization within that framework. Their interactions lead to more appropriate and measured actions through goals, objectives, strategies, and tactics.

As explored more fully in an earlier posting, organizations consist of sustained conversations – the basis of all human social behavior. If one wants to change an organization, change the conversations its members are having. On one level this is simple and straightforward. Matching forums with meaningful agendas is at the heart of what strategic framing and organization design are all about. People draw upon their power to convene within a social system to setup a wide range of conversations and sustain those that are deemed the most important. Of course, the point of these conversations when establishing or sustaining an organization is to gain alignment – the energy source for growth, progress, and success of any organization.

There is a clear association between those who have the power to convene for alignment and leadership. In fact, while there are hundreds of definitions for leadership, the one I use is “the exercising of power by an individual within a social system to produce alignment.” Productive, collective effort within a social system requires people to be pulling on the rope in the same direction. And through that alignment, motivation is stimulated.

Alignment occurs in three ways:

  1. Integrity. Just as an organization has integrity, so do people. Purpose: why am I here; principles: what do I stand for; intentions: what am I up to, constitute the foundation of institutional and personal integrity. When I feel that my integrity is held in the integrity expressed by others and, ultimately, their organization, I am motivated to participate in what they are doing to see how our collective efforts can be leveraged.
  2. Vision. Imagining a world where one’s purpose, principles, and intentions play out so that others can see it, too, and want to be part of making it happen is a powerful act of vision. Any vision is based first in personal experience. When it is presented to others such that they can shape it with their own dreams and create a shared view of what is possible, the vision becomes an engaging, motivating force.
  3. Fear – Greed. Visions cannot become reality without drawing upon the talents and skills of those who do not necessarily align with the values of integrity or share the same vision. Their motivation comes from a combination of “what’s in it for me” and “what will happen to me if I don’t participate.” The fear – greed continuum appeals to the baser instincts of people in areas where their absence of detachment affects their decisions. For the vast majority, it is easier to do what one is told, to do one’s job, to follow the rules. Alignment means playing along to enjoy the benefits and avoid the pitfalls. But it is a route that is susceptible to the corruptive forces of the hierarchy as explored in a previous posting.

Depending on the circumstances, leaders draw upon the energies available within each of the three types of alignment to advance the organizations they lead. Some have integrity so unquestionably solid it compels others to follow despite not having a clear picture of what the world would look like if everyone behaved according to these values or a hierarchical structure upon which to calculate the cost, risk, and benefit of participation. The most notable of such leaders represent particular spiritual or philosophical belief systems that became the cornerstones for the most persistent social systems in human history. Certainly the evidence is strong that there is much to be gained from fronting one’s core values as a key element in leadership. But, not everyone is ready to cast their lot with someone solely on values alone. This may garner alignment at the outset, but they need more to stay aligned.

Some leaders are able to describe through words and graphics how the world could look if a particular set of core values were adopted such that many others are immediately engaged by it, resonate with it, take it as their own, and start down the path toward making it reality; the vision of one becomes the vision of many. However, the more likely scenario is that one person’s vision matches the visions of others to one degree or another, but not completely. In this case, the effective leader introduces a process by which multiple visions are brought together into one shared vision that holds critical elements for all who want to pursue it. While a shared vision produces alignment, it commands the strongest buy-in only by those who were there when it was created. The leader must stay vigilant in continually representing the vision to those who are new to the organization and in some instances prompt further adaptation of the vision to hold others who come in later.

With both integrity and vision, the virtual or physical presence of and interaction with the leader is essential to maintain alignment. Collective efforts that have dependency on one leader are at risk to go astray unless a formal system is setup to manage the behavior of people in the organization. Formal systems provide boundaries that determine who is in and who is out of an organization, enable the formation of hierarchies, enact rules, regulations, policies, and procedures, and establish processes that manage the work of organizations. Within a formal system, the vision of the organization is translated into sets of actionable goals, objectives, strategies, and tactics. Alignment is achieved when people work these plans. Some leaders are effective enforcing this type of alignment within the formal systems by encouraging them through the promise of reward should they accomplish what they are responsible to do and threatening them with undesirable consequences should they fail. It is the classic case of “carrot and stick” motivation. In other words, the fear – greed continuum is alive and well.

As mentioned earlier, my work with people in client organizations is about framing their circumstances so that an appropriate set of conversations are convened and the participants can make a positive difference in helping their organization adapt. The evolving design of the organization is based on the results of certain conversations that need to happen: does the organization need to recall its integrity – get back to its roots, so to speak; does it need to renew its vision – see itself in an entirely different way filled with more possibilities; does it need to redirect its formal system – become more consequent and disciplined. These questions require different conversations and depending on whether the organizational alignment is better derived from integrity, vision, or fear – greed determines the leadership skills required to make the conversations happen.

Therein lays the challenge of doing my work well – matching the skills of leaders with the circumstances where they will prompt alignment. And if there are no immediate leaders available with the requisite skills, I coach those who show talent and interest so they strengthen their “toolkits,” gain confidence in their capabilities, and embark upon leading in new ways under unfamiliar situations. And helping those people become more evolved, well-rounded, and flexible leaders is what makes doing this work worthwhile!

Originally posted to New Media Explorer by Steve Bosserman on Wednesday, February 1, 2006

Ground Truth and Multiple Truths

In Ross MacDonald’s last entry, “A Richer Concept of Ground Truth,” he discussed issues surrounding claims of truth and grounding as a way of opening up discussion about the concept of ground truth. In this entry Ross further explores the concept by discussing the related topics of multiple truths and their benefits, subjectivity and objectivity, and differences between open thinking and permissive processing of multiple truths. To help illustrate the ideas presented he will refer to the example of a developing ecotourism project in the spectacular mountains of Uttarakhand, Northern India. Take it away, Ross!

Uttaranchal Project

Uttaranchal, which translates as “Northern Mountains,” is a small state in the far north of India, bordering Tibet and Nepal. Site of the Ganges headwaters, the region has attracted many Hindus on annual pilgrimages, but, despite its alluring mountains and interesting culture, it is far less known on the international ecotourism scene. I am working with Manor Bhatt, currently a Ford Fellow at Columbia University’s Graduate School of International and Public Affairs while on leave from his senior position with the nongovernmental, environmentalist organization Shri Bhuvneshwari Mahila Ashram. Mr. Bhatt is a life-long resident of Uttaranchal.

The goal of the project is to support a sustainable, locally-owned and operated ecotourism industry based on a complicated formula of (a) building needed infrastructure of roads, water, sewer, reliable power; while at the same time (b) developing local capacity to provide eco-tourists with an enjoyable and stimulating experience; so as to (c) catalyze and support strong environmental and cultural protections; while (d) generating local income. Creating this synergy is expected to result in a sustainable tourist industry, reduction in resident’s out-migration for income, a curtailing of deforestation, maintenance of existing cultural practices and identities, and increased social and economic opportunities for residents of the region especially including women. My task is to design an on-going evaluation of the project and enhance local capacity to gather data related to project goals, to make sense of that data, and continuously improve the fledgling industry.

Multiple truths

A key part of the evaluation effort will be to recognize that multiple and conflicting truths will be abundant in the data — especially regarding some facets of the project, such as tourist satisfaction and awareness, changes in opportunities for women, and local’s assessments of tourism’s impact on local culture. Paradoxically, accepting the presence of multiple realities, even as they conflict, will actually contribute to the objectivity of the analysis. How can this be true? Aren’t individual truths each highly subjective?

That is exactly the point. Our impressions and experiences are obviously subjective, but in their collective and when considered intelligently, they yield insights and perspectives not available otherwise. In effect, because we are working in the realm of the social sciences, not in the physical sciences or religion, one more appropriately seeks truths with small “t’s.” Indeed, seeking these small “t” truths is not imprecise thinking, but actually a necessary precondition for the pursuit of objectivity. We strengthen objectivity by intelligently seeking and thinking about the many subjective realities present in the situation under study and especially by considering the perspectives of those who have been excluded or marginalized by a majority. For more detailed discussion see: Harding, Sandra. “Rethinking Standpoint Theory: ‘What Is Strong Objectivity?'” Feminist Epistemologies. Ed. Linda Alcoff and Elizabeth Petter. New York: Routledge, 1993. 49-82.

Three benefits of the pursuit of objectivity through multiple truths

Seeing objectivity as a pursuit rather than a stance has several advantages for the Utteranchal Project. Three of these benefits are introduced and briefly illustrated.

  1. Accepting the value of multiple realities helps groups transcend the tendency to engage endlessly in debilitating arguments over whose truth is more true. Such arguments can only be “won” by invalidating other points of view. These arguments shut down any consideration of our commonality expressed in different ways. If, for example, 90% of eco-tourists report satisfaction with how they were treated by ecotourism providers, then aren’t the 10% who report being uncomfortable just plain wrong?
  2. Compensates for the effects of more dominant personalities or more privileged participants disproportionately influencing an analysis. If, for example, the mayor of a village and a number of villagers claim that that local residents are economically benefiting from the project, but one segment of the population disagrees, then we need to ask who disagrees and why? Or consider the possibility that only 10% of the eco-tourists are women of color but, in comparison to the other 90% of eco-tourists, they report feeling much less comfortable in their interactions with trail guides, guest house hosts, and travel coordinators? While any process of averaging responses would bleach out this important information, consideration of it as a truth, even though it doesn’t fit with other truths, gives it a more important and preserved relevance.
  3. Multiple realities means that it is possible to see common themes. Beyond the particular details of people’s stories about their experiences, are likely elements that recurrently echo each other. Identifying these elements and attempting to understand them involves respecting the different forms these elements take across stories. In this way a person’s individual experience is preserved, while at the same time people’s connections to each other are reinforced. An obvious outcome might be a recurring theme among eco-tourists of deep appreciation of the spectacular beauty of the region coupled with a deep awareness of the vulnerability of the ecosystem. The ways in which each individual experiences this conundrum will vary but the common humanity of the sentiment binds people together — a necessary basis for working for change.

Openness and permissiveness

This form of truth gathering is an open process but not a permissive one. Open means that one consciously remains in a state of “willing to consider” experiences, perspectives and ideas different than one’s own. Being open also means that we are aware that no matter how broad-minded we think we are, we still must recognize the limitations of one’s own views. Bringing other perspectives into our view broadens the horizon of possibilities. It is common to presume that openness means permissiveness — the blind acceptance of all perspectives or ideas as equally valid. Many presume that thinking critically about perspectives somehow violates the principle of openness. In fact, permissiveness is a type of poor thinking (presumption of equal merit) which actually short-circuits more beneficial analysis. Blind acceptance of all experiences shuts down, rather than opens up, understanding. For openness to have value, it must be accompanied by an acute mindfulness.

Originally posted to New Media Explorer by Steve Bosserman on Wednesday, January 25, 2006

Affiliations: Cycles of Corruption and Renewal

Even though our thoughts are born in the private spaces of our minds, we humans do not live solitary existences with occluded thinking. At some point we express our private selves in the public arena whether that be a tight-knit circle of family and close friends or an expansive network of colleagues and associates of like-mindedness or dissimilarity.

Statements made about what we think impact others and, in turn, influence what they think.

Depending on how one resonates with the statements of another defines the type and degree of affiliation those two can have, if any. Sometimes what a person says is a statement of principle, ideal, or deeply-held belief that equates to a “universal truth.” Such statements, like motherhood and apple pie, are hard to contest – they just are. How we behave in relation to them, though, is another thing entirely. Many a vicious and deadly conflict across the panorama of human history has been fueled by behaviors in the name of spiritual principles and humanistic ideals like peace, justice, love, and freedom.

How could such noble and lofty ideals be at the heart of destructive behavior? The root cause is not the ideal but how a person chooses to put the ideal or principle into effect. Intangible abstractions like peace, justice, love, and freedom need an image to which people can relate in order for them to see what life would be like if society adhered to these concepts. The tool most commonly used is “vision,” an idealized extrapolation of what the world might be if human relationships, social institutions, and ecological responsiveness at all levels were based on these principles. Visions – no matter how well-articulated and beautiful the potentialities they describe – are nothing more than the well-considered opinions of a select group of people. Visions are not predictors of the future. Still, a common vision of what is possible and highly desired forms a powerful motivating force for the group that shares it. Unfortunately, there are many groups that have a multitude of visions based on the same set of principles and ideals, but pursue different outcomes. These differences have the potential to enrich the pool of possibilities among them, or to become the seeds of conflict and contentiousness. Too often, it is the latter.

Visions are both personal and social. Affiliations begin with principles and ideals expressed by one and shaped by many as a shared vision worth pursuing collectively. While one person can hold an ideal and front a vision with which others are aligned, visions require more than one person to make them a reality. Therefore, the more people become involved the greater the likelihood of success.

Oftentimes, there are not enough people compelled by a vision to carry it into fruition and sustain it over time. This is typical for organizations that begin in a spirited, entrepreneurial manner fueled by the creative energies and ideas of one or a handful of committed individuals. Initial success warrants more resources to feed growth. Not everyone is drawn by the vision or even the ideals that undergird it. Instead, they are attracted by what’s in it for them if they do or what they will miss or lose if they don’t. Once again, the continuum of fear and greed arises to capture the hearts and souls of the unwary and unsuspecting. Ironically, no matter how well-engrained the core values and heartfelt the vision of an organization in the founders and first generation of affiliates, every addition to their ranks who is driven more by fear and greed compromises the original sense of the organization.

People who are not in touch with the principles and ideals that drive them, lack vision, or whose visions are not shared by those with whom they seek to affiliate become complicit in the corruption of any organization they join. Similarly, people new to an organization do not have shared experiences with those who deeply honor its organizing principles and care for its guiding vision. As a result, people not closely aligned to the integrity of an organization, are at risk to undermine it.

This presents an organizational dilemma. No organization is sustainable over time without changing who is affiliated with it, what it does, and the manner with which it does it. Yet by definition these changes introduce other people into the organization who are not necessarily aligned with its founding beliefs. To protect itself in spite of all these variations in attitudes, beliefs, and behaviors, an organization converts its philosophical underpinnings into a formal system comprised of rules, regulations, policies, procedures, programs, processes, funding, resources, roles and relationships as a method of control. It becomes institutionalized as a way to preserve itself.

Granted, this institutionalizing of an organization serves to protect its basic integrity, but it does not guarantee long term success. The slide into corruption caused by those whose greed prompts illegal, unethical, and unjust behaviors is sharply reduced, but by penalty of adhering to tradition and adopting an unwieldy conservatism that is slow to adapt. While an organization can explode by paying inadequate attention to risks it is taking, an even more insidious condition is where the lack of appropriate responses to a changing context in which the organization exists causes the organization to implode. Either way, corruption unchecked inevitably leads to decline and, ultimately, destruction.

What, then, keeps an organization going over time – what makes it sustainable? History shows it is the ability of the organization to allow someone or several to restate the underlying principles and ideals upon which it was founded and reframe its vision such that its purpose becomes a revitalizing source of passion for those who are committed to those values; people are inspired and re-energized; the organization is reborn. Sustainability is a function of healthy, recurring life-cycles. They begin in the intellectually pristine space of universal principles and ideals and are followed by the unavoidable corruptive forces of unshared visions and divisive actions driven by individual or collective fear and greed. This prompts the resurrection of originating principles and ideals, renewal of visions of possibilities, and the realignment of integrity. Organizations that persist over time live, die, and are reborn. Their basic “genetic structure” is transferred from generation to generation while its mode of operation and relevance in the social environment that sustains it adapts. The key to long-term success for any organization is how well this cycle is triggered and honored. Sounds easy, but it is a challenge millions have failed to heed!

Originally posted to New Media Explorer by Steve Bosserman on Thursday, January 19, 2006 and updated on Tuesday, January 31, 2006

A Richer Concept of Ground Truth

In a previous post, I explored the role people play as “social sensors” in the generation of “ground truth.” A colleague of mine, Ross MacDonald, who is co-authoring a book with me about collective leadership in the non-profit sector, suggested that ground truth is a far richer concept than what I had explained in my posting. He offered to write a series of “articles” about ground truth that would provide different ways of seeing how this concept could be understood and applied in diverse social settings. Because ground truth is so essential to healthy adaptation in social systems and is integral to the design of successful frameworks for change, his offer could not have been more timely and appreciated. What follows is the posting of his first article. I thank you in advance for giving his ideas careful consideration. We both look forward to your comments! And now, Ross…

In his aforementioned blog posting, Steve Bosserman provides a brief but thoughtful definition of ground truth in a predominantly social context. This response is the first in a series of short articles exploring more fully the concept of ground truth. The entries are based on my work creating sustainable links within and among community groups, government entities, businesses, education, and individual – especially those people who have been historically ignored or poorly served. This first entry looks closely at the term “ground truth” in order to further sensitize our understanding of its applications to adaptive learning in social systems.

Ground truth refers to the information provided by people and instruments on site which assesses the accuracy and value of information and inferences derived from more removed sources, such as aerial photographs and satellite imagery. Consider for example that the French seem to be the first to use balloons for military aerial reconnaissance during a conflict with Austria in 1794. We will assume for the moment that a person making observations from a balloon constitutes remote sensing and imagine as well that civilian informants, reconnaissance patrols, and secret agents provided additional data on the ground. Taken together, observations from the scared soul in the balloon and additional reports from those on the ground enabled more effective strategic and tactical adjustments. This deliberate triangulation of information is the fundamental process for seeking ground truth.

Uses of the term ground truth are easily found today in a wide range of fields including agriculture, anthropology, biology, earth sciences, geography, landscape design, library sciences, medicine, music, physics, and zoology. A team of geologists, for example, might physically examine the ground at a specific site to confirm the nature and possible causes of temperature changes detected from satellite imaging. Should the team document a change in underground geothermal activity on site, then the remotely-detected temperature shift is better understood. As remote sensing technology has advanced, it has became less dependent on human operators / observers, leading to an increased demand for humans to do something on site to authenticate data and sharpen inferences. As a result the term ground truth is entering the public parlance.

So the term “ground truth” is both a label for a process and a label for a product. The process of ground truth is to have a person or persons at a given site with instruments so as to verify and sensitize remotely sensed phenomena. The product of ground truth is more accurate and reliable information.

The very label ground truth has appeal – but if understood superficially it is more of an appeal to shallow hubris than to good thinking. The term lays claims to “truth,” and truth, after all, connotes a definitive and irrefutable reality. How satisfying it is to capture the high ground by positioning one’s belief as truth! A famous scene from Woody Allen’s movie “Annie Hall” illustrates. In this scene, Alvy (played by Allen) and his charming girlfriend Annie (Diane Keaton) are waiting in line for a movie. Alvy becomes increasingly annoyed with what he believes are the empty and inaccurate pontifications of a pseudo-intellectual also in line. Alvie, convinced that the pedantic snob is completely mis-representing Marshall McLuhan, enacts an everyman fantasy when he pulls the real Marshall McLuhan (playing himself) from out of a billboard. McLuhan, at Alvie’s direction, beratingly refutes the veracity of the annoying snob, stating “You know nothing of my work!” – much to the satisfaction of Alvie and everyone else who has wished for such a moment.

Ahh, ground truth! However, as subsequent blog entries will explore, this level of truth is indeed elusive. As tempting as Alvie’s triumph is to all of us, we should be skeptical of such absolute truths whether seen in the fiction of a movie, proclaimed from intolerant political or religious pulpits, or announced in scientific press conferences. It is important to distinguish multiple truths and their small “t’s” from “The Truth” and its capital “T.” A future blog entry will reveal the higher value of multiple truths to understanding and improving human social systems over the misleading value of a claim to a single Truth.

The “ground” in the label ground truth also explicitly lays claim to a tempting position: the false pride of being on solid turf in one’s assertions. Being grounded stands in implied contrast to an ethereal disconnection from practical matters. As in Truth with a capital “T,” there is a temptation in the label of “ground” to validate one’s belief by simply planting a sign claiming one owns the Truth. Very familiar but counterproductive language often accompanies such hollow claims: “I’ve been doing this for thirty years and believe you me . . .” In this kind of claim, a person is essentially saying, “because I am more grounded than anyone else” (“thirty years doing this”), “my truth is The Truth” (“believe you me”). By falsely laying claim to the most solid ground, this kind of approach attempts to gain validity by rendering other truths invalid. Such a mixture of brute power with self-aggrandizing opinions is directly antithetical to the search for multiple perspectives and more sophisticated reasoning about them which characterizes ground truth inquiry.

An interesting case is Lloyd Bentson’s famous retort to Dan Quayle’s self-comparison to John F. Kennedy during the October 1988 vice presidential debate. Bentsen’s ground truth about the comparison? “Senator, I served with Jack Kennedy. I knew Jack Kennedy. Jack Kennedy was a friend of mine. Senator, you’re no Jack Kennedy.” Bentsen grounds his position by reminding us that he “served with”, “knew” and was friends with Kennedy. Although the Dukakis-Bentsen ticket suffered a landslide loss, Bentsen struck a public chord. Many people and certainly many democrats believed as well that Quayle paled in comparison to JFK. Bentsen’s remark aligned with the less dramatically staged opinions of many others, profoundly stigmatizing Quayle’s vice presidency. But we must remember that regardless of what one thinks of Quayle and regardless of how well Bentsen positioned his analysis; Bentsen’s statement was only one observation from one source. That so many agreed with it and that it had such a profound effect derives from the alignment of all those ground truths, not just from Bentsen’s moment on stage.

Ground truth refers to both a product and a process which, despite potential for prideful misappropriation, is of tremendous value for improving organized human activities.

At its best, ground truth labels a set of practices by which multiple sources yield better knowledge and so empower humans to adapt and improve their practices. This is the very work we do in my company, ground truth consulting. In my next entry, I will discuss particular ground truth processes and underlying ethical principle by discussing two specific projects: a Himalayan eco-tourism project in the north of India and an upcoming, collaboratively produced book on academic leadership.

Originally posted to New Media Explorer by Steve Bosserman on Tuesday, January 10, 2006

Adding Value and Receiving Fair Compensation

There are three ways to add value: make something others need / want; provide a service others value, but not enough to do it themselves; and, deliver a totally satisfying experience around a package of something(s) made and services provided.

When I entered the business world in the U.S. some forty-plus years ago, it was all about exploiting natural resources elsewhere and making things in highly, vertically-integrated production enterprises. Over the last 25 years, there has been a distinct split between making things and providing services others would rather not spend their time doing, vertically-integrated firms were decentralized and distributed, and U.S. businesses have “gone global” in an effort to exploit human resources elsewhere. During the last 10 years, there has been a significant uptick in melding a particular desired experience with things and services to provide an integrated, experiential package. The work I currently do with businesses and non-profit organizations focuses on helping them take advantage of this shift and get more efficient and effective at doing the integration and promoting the anticipated experience with customers.

The process Andrius Kulikauskas followed in the Chocolate Project to collect and compile information about the chocolate industry yielded a potential goldmine of business opportunities. These include:

  1. Making things – beans, nibs, cocoa liquor, cocoa butter, cocoa powder, finished chocolate products ready for retail – up and down the value chain
  2. Providing services such as logistics, inventory management, quality assurance, traceability, trading, etc.
  3. Developing integrated, experiential packages using chocolate as the centerpiece -a posting from Idziak Waclaw outlined ways to think about such possibilities

For that matter, the process, tools, and techniques Andrius used for the project can be replicated in other projects where there is a similar opportunity to merge openness with the proprietary in ways that “do no harm.” Some of the approaches Andrius used in the Chocolate Project include the following:

  1. Working openly / working in parallel wiki where all the information gathered was categorized and posted for the world to look over the participants’ shoulders and see
  2. Focused moderation to keep collaborative energies and efforts in the spaces where the value would be greatest for the sponsor
  3. Direct correspondence with the sponsor to assure that proprietary boundaries are honored

No doubt there are more. The point isn’t to be exhaustively philosophical in what they are, but to apply the ones we can do elsewhere for broader benefit. As an example, currently, I am floating the concept of a wiki to a private sector client wherein key questions related to the business are posed by the moderator. The wiki is organized to “catch” the responses in ways that prompt more questions and accelerate the exploration of those strategic spaces where the client’s business will be heavily influenced over the next 5-10 years.

As another example, several colleagues and I are completing a grant proposal which will be submitted later this month that explores characteristics of leadership in institutional contexts where the key objective is to prompt a higher rate of adaptation and responsiveness within non-profit organizations. One of the major elements of the strategy we are proposing is the use of a moderated wiki a la the Chocolate Project. Our intent is to create an extensive library of information on the wiki about leadership that is open to all, yet we are able to extract and compile specific content into publications that target particular audiences within the non-profit arena.

The bottom line is that this approach can be leveraged / applied over and over again to generate an enormous amount of information on a particular subject, identify potential candidates to participate in a supportive broad-based network, and develop opportunities to add value. However, adding value is only half of the equation:

On New Year’s Day, there was a posting on the Yahoo! Group, Cyfranogi from Stephen DeMeulenaere, about the organization he represents – Complementary Currency Resource Center. It makes a strong connection between adding value and receiving fair compensation. When people are compensated, in part, with a complementary currency that remains in the local community where it was earned, its expenditure continuhttps://www.linkedin.com/in/stephendemeulenaere/es to benefit the community. The bulk of mainstream financial systems used to compensate people for value-add are extensions of hierarchical and global political / economic systems. They are organized to concentrate power and wealth in the hands of a few. As a result, when people are compensated solely by these global, federally-backed currencies their expenditures remove the purchasing power from the community to a place far afield from the point of value-add.

Unfortunately, there is no system we can devise that escapes this reality – inequalities among people drive inequalities in access to power and wealth. What we can do, though, is experiment with more locally-based, complementary currency systems that mitigate the forces of concentrating wealth on the global level from draining creativity, energy, and resources from local communities. Andrius’ approach to blending federally-backed compensation with home-grown complementary currency compensation on the Chocolate Project is a start. As this blending is pursued on other projects, the experience base will be broadened and the mettle of the emerging complementary currency systems tested so the combination between the two becomes more robust, scalable, and, ultimately, effective.

Projects born in a social network are only as good as there are participants representing a wide and comprehensive set of perspectives about the topics under consideration. People are attracted to these efforts within a social network by a variety of reasons: alignment on the values the project leader and other participants hold dear and readily espouse; affinity for and commitment to the cause being advanced by the project; recognition for performance which can be carried into other opportunities where more compensation is available; and, fair compensation for value-add. Obviously, the more of these a project offers the higher the likelihood of widespread participation. For this reason, if an alternative to federally-backed currencies can be offered which fairly compensates people for the value their contributions add then, the chances are substantially increased that the creative talent, skill, and expertise in the social network can be tapped. The challenge is to know that we are nowhere close to where we need to be and to keep trying!

Originally posted to New Media Explorer by Steve Bosserman on Tuesday, January 3, 2006

Ground Truth and Social Sensors

Ground truth is the unfettered and unfiltered relating of people’s experiences within a human social system. It can be associated with a specific event at a particular point in time, such as personal interviews with survivors on December 26, 2004 in Sri Lanka shortly after the devastating tsunami struck. It can be the review of a series of experiences across a period of time such as follow-up interviews with those same Sri Lankans who were interviewed originally to understand how their circumstances are changing. It can be the stories told about how members of a social system, who experienced a catastrophe like the tsunami, adapted their social, political, and economic structures in response; namely, what worked, what didn’t, and what changes to make. Ground truth is given when people speak for themselves. It is the ONLY way a human social system knows what is REALLY going on.

People who deliver their ground truth are acting as well-functioning “social sensors” in a broader social system. They draw upon a wide range of information and communication technologies (ICT) e.g., websites, email, blogs, wikis, with land-line, cellular, and satellite connections from locations throughout the world, no matter how remote, to relate their experiences instantaneously and continuously. Social sensing parallels similar functions within mechanical and biological systems. In fact, there is a point of convergence between scientific and social sensor development paths that establishes the possibility of two working together in a highly interrelated manner that enables large, complex systems to be better managed.

Sensor technology, too, has it roots in ICT. The earliest application of ICT during its commercial development was data collection. People would make manual entries into databases of data they and others collected utilizing various measuring devices at certain points within factory or office operations. The computer would use programs to analyze those data and put them into an informational format that could help interpret what was occurring and develop responses to improve the processes or procedures.

One of the first areas where ICT quickly developed in the 1970s and 1980s was in sensor technology. With increased capability and reliability, sensor technology contributed significantly to the replacement of humans as the means through which data was collected and entered into databases. Further developments over the last 15-20 years greatly reduced the size and power requirements for sensors, and increased the sophistication and range of type and capability of sensor technology. Now, sensors are pervasive; they influence almost every aspect of our lives and endeavors. And they continue to displace people from those activities where consistency, repetitiveness, quality, and reliability are essential for effective and efficient operations.

Of particular significance in these developments and displacement is the degree of integration and compatibility between what is being sensed and what is doing the sensing. Today, extensive sensor networks are carefully nested within all manner of systems: mechanical, chemical, optical, biological, and social. Regardless of application, these sensor networks monitor and evaluate conditions which become feedback in larger, adaptive systems that devise corrective strategies and take appropriate actions in response. The key to their success is the accuracy and timeliness of their input as well as the pervasiveness and comprehensiveness of their coverage.

In many ways, the human body is a complex web of sensor networks. Millions of nerve receptors of different types and functions are distributed throughout the body and send continuous signals through the central nervous system to the brain where they are processed and given responses. And like any sensor network, the quality of the response is tied directly to the quality of the input.

Despite highly evolved and elaborate redundancies that function effectively the vast majority of the time, our senses can be fooled: hot can feel cold and vice-versa; we see mirages we believe are real; we hear sounds when there is silence; odors we smell and taste evoke memories that do not accurately reflect what we are experiencing in the moment. And as in the interplay between sensor networks and the larger systems they help regulate, there are different ways of analyzing and processing input with each eliciting different responses. Furthermore, we can ignore sensory input or respond in ways that override evidence suggesting a more appropriate course of action. So, regardless of how well-designed the system and how well-refined the processes, the arbitrariness and irrationality of our decision-making have the potential to bring it to naught.

Like the human body, human social systems are vast sensor networks. Each member of the system is a “sensor” who “reports” on conditions as they are experienced. The system – comprised of hierarchical political, economic, and social structures that operate according to sets of self-serving rules – sorts, aggregates, and analyzes data entries from sensory members in an effort to understand, interpret, determine response possibilities, consider alternatives, and decide on a course of action. Of course when considered on a global scale there are myriad social systems in play simultaneously. Members of one social system can concurrently be members of others. Interpretation of sensory input in one social system can elicit a different response compared to what happens in response by another social system. The key determinants are rank, status, and position in the formal structure and presence, voice, and passion in the informal structures.

Human social systems are analogous to the human body in other ways. There are over 6 million people in the world. The human body consists of billions of cells. Thousands of people die and thousands more are born every day. Millions of cells in the human body die daily and millions more are regenerated. Of the thousands who are born, live, and die each day, I have the opportunity to know only a handful. I know my body, in general, through its organization by function, role, and relationship of one part or system to another. Most of it I will never see and I don’t have to; I trust that it will do what it should without my deliberate attention if I follow simple rules of good health in terms of diet, nutrition, exercise, and rest. Similarly, most people in the world obey the rules of the social system to which they belong. These rules present choices and people decide in ways that permit them to adapt to current circumstances, but preserve the integrity of the system. Behavior is managed and people stick by the intent of their roles, responsibilities, and relationships.

What happens when taking care and following the rules is not enough? Even when we do our best to prevent it, inevitably, our bodies get sick. Sensory cells we seldom hear from send messages that indicate they or the systems to which they belong are in trouble. Depending on the nature of the condition they are signaling there is a wide array of prescriptive treatments from which we can select. These can be non-invasive wherein normal functions of the cells and systems are restored through medications; or invasive through the repair, removal, or replacement of tissue. The same phenomenon occurs in social systems. People in their “sensory roles” relate experiences wherein the system – no matter how well-designed the rules and how noble the principles and ideals that frame them – fails to respond within an acceptable range. Functions break down; remedies are required. In some instances a simple reinterpretation of an existing rule is all that is needed. Other times, though, more radical steps are in order such as rescinding laws and enacting new ones, closing operations and opening others, and eliminating products or canceling services and offering of others.

Oftentimes, we do not heed the early warning signals from our bodies indicating something is amiss and what was once easily restored must now be repaired, removed, or replaced. The sensory networks did not fail, but we chose through our heads or hearts to ignore the input, e.g., “I don’t feel any pain” or “I don’t see any bruises” or to not give the input appropriate attention, e.g., “It will go away” or It’s nothing.” Because the human body is marvelously adaptive, this approach works to some degree, but the performance of the whole and the cellular arrangement and functioning that comprise it are compromised. We live with it in a compromised state or we take more radical steps to correct or reverse the damage.

Again, there is a clear parallel within human social systems. Billions of people in the world have a nearly infinite variety of experiences daily. How do these experiences fit the frameworks of the social systems to which people are members? Where are there anomalies between expectations and experiences? Do these differentials drive responses? Is the system stretched beyond its limits to adequately respond and more deliberate and protracted strategies are needed to spur deeper adaptation? To know the answers requires being attentive to the “sensors.” It means getting to “ground truth” with people in the system about their circumstances.

Establishing ground truth is a three-step process:

  1. Ask people for the truth about their realities and encourage them to tell their stories openly
  2. Hear their truth, once offered, understand it; and commit to respond with appropriate action
  3. Follow-up afterward to confirm that the responses were, indeed, appropriate and that the current situation is corrected and steps are underway for longer term changes in the system preventing recurrence of the problems

Just as we do not heed messages within our bodies we do the same in social systems. To know what is really going on requires ground truth. To not ask, listen, comprehend, and take action are just as effective in shutting down responsiveness and adaptation in the social system as it is with our bodies. Much of time it is for the same reasons: “don’t confuse me with the facts” and “if I am ignorant I cannot be held accountable.” Typically, we do not like change even though circumstances warrant it. In addition, we do not like to know about circumstances where change is needed because we will be challenged to take action – in other words, make it happen. Either way we claim we will lose focus and be distracted from the mission we are locked into at the time.

Just as the health of our bodies is compromised when warning signals are ignored or overridden, social systems become corrupted when the ground truth of members is not heard or heeded. Social systems can continue to function, in general, despite certain levels of corruption, albeit their effectiveness and efficiency are significantly reduced depending on the type, degree, and pervasiveness of the corruption. Change is particularly problematic in established social systems. Power concentrates in the tops of the ruling hierarchies, corruption increases, and along with it an aversion to change that might disrupt the structure, grows. As a result, these hierarchies uphold tenets and “rules” that support the dominant culture remaining dominant.

Ruling minorities become increasingly distant from their ruled majorities. In so doing they become increasingly cut-off from what is really happening within the social systems they are charged to “protect and serve.” Ground truth exists in the heads, hearts, and souls of social system members whether it is sought after and cared for or not. People and their truth, like life itself, will find a way to express itself, even it means setting in motion disruptive patterns of behavior that threaten to totally transform the system in which they exist. David Brooks, in his editorial entitled, “Trade, Oppression, Revenge,” published in the NY Times on December 25, 2005, illustrates this point through a very recent example. The native Indian people of Bolivia, who comprise 65% of the population, dominated for years by a ruling white elite representing 3% of the population and controlling almost all of the resources in the country, used the democratic process to elect an Indian president. What is in store for the ruling minority of Bolivia and their repressive, exploitative policies? Something not nearly as pleasant as it could have been had the ground truth been spoken, heard, understood, heeded, and the outcomes confirmed.

Therein lays the challenge with respect to ground truth: some have to want to hear, some have to be willing to say, and others still have to respond to what the truth means about the design of the system and make changes accordingly. For any sensor to work effectively, regardless of type or application, its input signal must be captured, processed, and acted upon. This certainly pertains to people as social sensors in human social systems: their input is in the form of valuable stories to tell and their experiences constitute important feedback in regulating the function and adaptation of these same systems. Are you asking…and listening?

Originally posted to New Media Explorer by Steve Bosserman on Monday, December 26, 2005

Syllogisms about Power, Corruption, and Change

A syllogism about power:

  1. Human social systems / institutions are hierarchical and concentrate power at the top of their structures
  2. “Power corrupts and absolute power corrupts absolutely” – Lord Acton
  3. Human social systems / institutions will inevitably become corrupt

Why?

The answer is rooted in the interplay between our basic instincts for survival coupled with our evolved reasoning capabilities as Homo sapiens. Our advanced thinking capacity provides us with the ability to make choices whether to spend, save, keep, or give of our time, talent, skill, experience, insight, and energy. Like most animals, we care for ourselves by spending for what we need in the moment yet saving some for later in the event we need it. However, only humans have the option to accumulate and keep more than is ever needed or give the excess to others who are less fortunate so that their needs are covered as well. While the “spend and save” dichotomy is fundamental within many animal species, the “keep and give” dichotomy resides solely in the realm of higher reasoning exhibited by Homo sapiens.

Having the chance to acquire more than what is needed is a compelling motivation to discover and exploit opportunities. But what if discovery, exploitation, and gain from opportunities deprive others of similar opportunities? Or what if the consequences are even direr in that not only do others have no opportunities to do similarly, but their basic survival is at risk?

The “keep and give” dichotomy becomes a double-edged sword. On the one hand, human intelligence provides the means by which we can make or take more than we need. On the other hand, this same intelligence gives us the insight to heed a noble principle or ideal and choose to give what we have made or taken, yet do not need, to others whose survival is at stake. This is a difficult choice. For many who are caught up in the fast track of making and taking, to give does not feature very prominently and greed sets in. For others, it is not the rush to accumulate more that drives them, but quite the opposite – the fear of loss and being put into a situation where there is not enough to survive. Regardless, too many burn up their worth as creative and innovative human beings along the fear-greed continuum.

Figure 1 above illustrates a simple hierarchical social system formed by the three basic cornerstones: fear – greed – principle / ideal. Over time, however, the triangle shrinks in height until the principles and ideals that were so sterling and compelling at the outset become lost in a sea of the platitudinous and pedestrian and their relevance and influence are lost. Hierarchy, mired in the mud of fear and greed, has little nobility; it is corrupted.

Any hierarchical social system begins with a balance of principles and ideals worthy of aspiration and hope linked to the daily realities associated with fear and greed. A social system framed by such noble thoughts seeks to give all a better life. The preamble to the Constitution of the United States offers an example of these worthy ideals framing the social system of a nation:

We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defense, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity, do ordain and establish this Constitution for the United States of America.

What really happens, though?

A syllogism about corruption:

  1. Corrupt human social systems benefit their ruling minorities at the expense of their ruled majorities
  2. Ruling minorities make rules that preserve their social systems and concentrate power further
  3. Corrupt human social systems insulate their ruling minorities from their ruled majorities

Beginning in 2003, there occurred numerous instances of abuse and torture of prisoners held in the Abu Ghraib Prison in Iraq (aka. Baghdad Correctional Facility), by personnel of the 372nd Military Police Company, CIA officers and contractors involved in the occupation of Iraq.

An internal criminal investigation by the United States Army commenced in January, 2004, and subsequently reports of the abuse, as well as graphic pictures showing American military personnel in the act of abusing prisoners, came to public attention the following April, when a 60 Minutes news report (April 28) and an article by Seymour M. Hersh in The New Yorker magazine (posted online on April 30 and published days later in the May 10 issue) reported the story.

The resulting political scandal was said to have damaged the credibility and public image of the United States and its allies in the prosecution of ongoing military operations in the Iraq War, and was seized upon by critics of U.S. foreign policy, who argued it was representative of a broader American attitude and policy of disrespect and violence toward Arabs. The U.S. Administration and its defenders argued that the abuses were the result of independent actions by low-ranking personnel, while critics claimed that authorities either ordered or implicitly condoned the abuses and demanded the resignation of senior Bush administration officials.

”In Address, Bush Says He Ordered Domestic Spying” by David E. Sanger, NY Times, 18 December 2005:

WASHINGTON, Dec. 17 – President Bush acknowledged on Saturday that he had ordered the National Security Agency to conduct an electronic eavesdropping program in the United States without first obtaining warrants, and said he would continue the highly classified program because it was “a vital tool in our war against the terrorists.”

In an unusual step, Mr. Bush delivered a live weekly radio address from the White House in which he defended his action as “fully consistent with my constitutional responsibilities and authorities.”

He also lashed out at senators, both Democrats and Republicans, who voted on Friday to block the reauthorization of the USA Patriot Act, which expanded the president’s power to conduct surveillance, with warrants, in the aftermath of the Sept. 11 attacks.

The revelation that Mr. Bush had secretly instructed the security agency to intercept the communications of Americans and terrorist suspects inside the United States, without first obtaining warrants from a secret court that oversees intelligence matters, was cited by several senators as a reason for their vote.

”Katrina’s Racial Wake” by Salim Muwakkil, In These Times, 7 September 2005:

Hurricane Katrina and its disastrous aftermath have stripped away the Mardi Gras veneer and casino gloss of the Gulf Coast region, and disclosed the stark disparities of class and race that persist in 21st century America.

The growing gap between the rich and the poor in this country is old but underreported news – perhaps in part because so many of the poor also are black. Accordingly, many Americans were surprised that most of the victims of the New Orleans flood were black: Their image of the Crescent City had been one of jazz, tasty cuisine and the good-natured excesses of its lively festivals.

Where did all those black people come from, they wondered; and where were the white victims?

African Americans make up about 67 percent of the population of New Orleans, but clearly they were disproportionately victimized by the hurricane and its aftermath. And while blacks make up just about 20 percent of those living along the Gulf coast of Mississippi, their images dominated media representations of the victims there as well. In addition to race, the common denominator between blacks in both states is poverty. The “Big Easy,” has a poverty rate of 30 percent, one of the highest of any large city. The state of Mississippi has the highest percentage of people living in poverty of any state and the second-lowest median income. The state’s Gulf Coast experienced an economic boom when casinos were legalized in the early ’90s, but that new affluence did little to ameliorate the race/class divide that has deep roots in the region.

Among other things, the monster storm blew away the pretense that race has ceased to matter in the United States. Media coverage of this major disaster has made it clear that poverty and race are highly correlated.

Katrina also unearthed other uneasy truths; including the glaring ineptitude of the federal government, the domestic consequences of the illegal Iraqi invasion and the media’s proclivity to employ racial stereotypes.

Critics complain that the overwhelming blackness of the victims may have been a factor in the government’s apparent slowness to respond. In a reflection of popular black opinion, hip-hop artist Kanye West went off-script during an NBC benefit concert for Katrina victims and declared, “George Bush doesn’t care about black people.”

How did we get to this?

Hierarchical social systems are in a continual state of flux. Figure 2 above introduces some of these dynamics. These systems begin with lofty ideals and noble principles. This is the realm of the abstract, intangible, and philosophical where people in relationship to people posit their aspirations, dreams, thoughts, and feelings from which they describe and envision a better reality.

Such ideals do not remain in a pristine and unchallenged state. Like the people who populate them, social systems have basic needs / resource requirements that must be met in order for them to function. These resources have to be extracted / exploited and converted / deployed so the system can utilize / consume them. In other words, people in relationships to “things” make the system function and, hopefully, engage in behaviors that put the vision into practice.

People have different motivators that prompt their participation in a social system. Some are engaged by an envisioned end state constructed through relationships to people. Others are compelled by their relationships to things – the anticipation of rewards for contribution or a sense of obligation. Moving from vision to action puts the social system on a slippery slope toward compromising its values. Corruption sets in as anticipation of rewards gives way to greed, a sense of obligation succumbs to abject fear, and guiding principles fade from view.

However, the intention people have for a social system is to remain within the middle – a “dynamic balance zone” – where forces from the less evolved side of human nature that drag the system into the clutches of a fear-greed continuum are matched by forces resulting from new personalities and structures in the system that renew the vision and exalt the ideals once again. This dynamic balance zone is where relationships to people and things are positioned within a broader, more “ecological” context. Such positioning enables members of the system to take responsibility for the effect their actions have on others in the system and be held accountable for the consequences of their behaviors overall.

And that means what?

A syllogism about change:

  1. Corrupt human social systems are vulnerable to change
  2. Subversive groups form within ruled majorities, gain power, and force agendas of change on the ruling minorities
  3. Corrupt human social systems are supplanted

A human social system is corrupted through the increased infatuation of its members in their relationships to things rather than their relationships to themselves and others. This love of the material immerses people in the fear-greed continua and distances people from one another. This distancing is a critical determinant of how the social system will function because it establishes a condition where the consequence of one’s behavior on others is not directly experienced. In other words, there is an isolation / insulation of people in the ruling minority from the ruled majority. This breakdown in causality might be useful in the military where commanders issue orders that put soldiers in harm’s way in an effort to attack or defend. In a social system where the general health and well-being of members is contingent on socially responsible and ecologically balanced actions such a breakdown can lead to disastrous outcomes if the ruled majority pursues countermeasures; e.g., Barbara Bush:

And so many of the people in the arena here, you know, were underprivileged anyway, so this, this is working very well for them.

The degree of corruption is offset by degree of affiliation. Just as getting mired in fear and greed isolates people from one another, the formulation, articulation, and pursuit of a noble principle / ideal brings people together. No meaningful collective action can occur without people first agreeing on what they want to have happen as a result – envisioning a future worth achieving.

Figure 3 above illustrates these two counter-balancing dynamics: on the one hand, more fear and greed, more corruption; more principles and ideals, less corruption; and, on the other hand, more principles and ideals, more affiliation; more fear and greed, less affiliation. Of course, in a complex system these dynamics are playing out continuously and in a highly unpredictable manner. The only assurance we have is that there are as many or more ways to affiliate with others for mutual benefit across the community as there are opportunities to engage in the pursuit of sheer material gain. It is a question of balance for each of us and to realize that the operation of the whole requires both. How DO we stay centered? Well now, that is THE question!

Originally posted to New Media Explorer by Steve Bosserman on Friday, December 23, 2005

The Problem of Power

Since humanity began its odyssey out of Central Africa millennia ago, hierarchy is the only consistently adopted structure for distributing power within a social system. This structure holds intact the social system in which it exists. To do so, it exercises three roles:

  1. Define “boundaries” – territorial, birthright, and behavioral – that determine who’s in and who’s out
  2. Provide security that protects the boundaries, preserves the lineage, and maintains the behavioral guidelines
  3. Respond to changing circumstances so that the primary social system persists

Hierarchy is easy to install since it begins when one person assumes a dominate position relative to another. It is efficient. The dominant one sets the boundary conditions and subordinates operate within them. When coupled with fear of consequence if one does not stay within the boundaries and the promise of reward if one meets or exceeds expectations the vast majority of members comply with the dictates of the hierarchical social system.

Members of hierarchical social systems participate in governance, free enterprise, and non-governmental affiliations. The rulers set the parameters in which members operate so that government has the resources to assure security, enact rules of conduct, ownership, and commerce, and provide a system of jurisprudence in the event that members do not follow the rules or violate the rights of members. Property owners, business owners, and those who contribute their skills, time, and energy are compensated, pay some percentage of their profit and income to government so that it can function, and voluntarily give to community-based organizations that benefit the commonweal and care for those who cannot contribute. It is a system of cooperation, choice, and commitment that is simple and elegant.

Hierarchy is a structural “tool” for managing social systems. It is the integral framework upon which all institutions – governmental, business, or non-governmental / not-for-profit – are built. As such, it becomes a common denominator that cuts across society in all its endeavors. Like any tool, it is neither good nor evil. How people use hierarchical structure within their institutions and throughout their social system is what imbues it with certain characteristics of morality, ethics, and fairness and places it on a continuum of social justice ranging from barely evident on one end to being a matter of course on the other.

The driving force that shifts a social system along the scale of social justice is the use, or abuse, of power. Hierarchical social systems concentrate power in the hands of a minority number among the overall population. As Lord Acton stated, “Power tends to corrupt, and absolute power corrupts absolutely.” In other words, when holding a dominant position, some are seduced by the power they have over others. This prompts them to do the following:

  1. Stay in their positions of power
  2. Keep the hierarchical social system intact so that the positions of power they hold are preserved
  3. Curtail affiliation among those who are disenfranchised by the system so that the threat of insurrection is quelled.

Basically, people who are so affected are drawn by the possibility of extracting even more profit or garnering more control. They limit choices for subordinates and force compliance to rules and conditions that are not beneficial to members. In addition, they attempt to keep the system as it is so that their gain is consolidated and ideally, continues to grow.

As an example, approximately 50% of the world’s population earns less than $2 / day per capita through subsistence agriculture. The hope of a higher quality of life is dashed each day eking out an existence under the harshest of circumstances. Leadership in these countries is averse to mechanize and modernize agriculture because those displaced would venture to cities in an effort to find work. This would overburden the already congested and over-stressed infrastructures in these urban areas elevating discontent and unrest. Better to keep people where they are so they are contained having to care for themselves. Meanwhile, the economies grow and the top echelons gain wealth.

Another example: according to an article in The Open AIDS Journal entitled, “HIV Infection and AIDS in Sub-Saharan AfricaUNAIDS report,” Sub-Saharan Africa is home to 70% of all people afflicted with HIV in the world. This area holds some of the world’s richest natural resources, yet the population is in grave peril, health-wise, including leaders. In fact, that is the point. The world has known about AIDS / HIV in Africa for nearly 30 years and has only in the last five mobilized efforts to do something. All indications suggest it is too little, too late. Millions have died from AIDS already and millions more will do so over the next two generations as the endemic unfolds. Sub-Saharan governments are rendered ineffective due to a lack of competent, experienced leadership, citizens are not able to care or fend for themselves, economies slow their growth, and property ownership and control shifts to foreigners. Colonies once lost due to revolution are reclaimed – without firing a shot.

As yet another example, consider genocide. In his 1994 book, Death by Government: Genocide and Mass Murder since 1900, author R.J. Rummel defined and documented “democide,” e.g., atrocities committed by governments on their citizens. Of the nearly 170 million who died at the hand of their governments during the 20th Century, 130 million, over 75%, were victims of four regimes: Soviet, Communist Chinese, German, and Nationalist Chinese. This does not include Rwanda in 1994. And genocide continues as the people from Darfur have borne witness every day this year. A weakened population becomes weaker. Those who hold the most power in the world act as though they are powerless as these horrific injustices go unchecked. The reality is there is nothing to be gained by intervening and much that could be lost if circumstances go awry. The people of Darfur, like the millions before them, are collateral damage in an economic power struggle of global proportions.

In his unsettling essay, “Waiting for the Lights to Go Out ,” published in the October 16, 2005 edition of The London Times, Bryan Appleyard posits a rather grim future wherein civilization is doomed to return once again to the Dark Ages. The central theme of his essay is the meltdown of society as we know it due to our insatiable addiction to oil, the inevitable depletion of oil reserves, and our woefully inadequate and untimely response to that eventuality. At the heart of his thesis is that human nature has not progressed very far since we began our migrations throughout the world from our African origins. Appleyard states, “Our aggressive, tribal nature is hard-wired, unreformed and unreformable. Individually we are animals and, as animals, incapable of progress. The trick is to cage these animal natures in effective institutions: education, the law, government. But these can go wrong.” Not particularly encouraging!

Rulers enact laws that are increasingly restrictive, militaristic, and draconian or become arbitrary in their decisions. Owners pull more profit, become more risk averse, and offer fewer benefits. Having less voice and impact, non-governmental organizations become more fanatical and close-minded; their ratios of administrative overhead to pay-out increase, and beneficiaries receive less real assistance.

In summary, the thirst for power and the specter of losing it becomes a corruptive force that undermines the fundamental tenets of a system that is given to efficiency and effectiveness if used honorably. People suffer for lack of true justice. Is there any way institutions, no matter how well-intended, can escape the slippery slope into corruption and injustice? Or is this simply the dark underbelly of hierarchy which must be accepted until people have more distance in time from their early violent struggle for survival as Homo sapiens? What is your opinion?

Originally posted to New Media Explorer by Steve Bosserman on Monday, December 12, 2005

Pareto and the Pyramid of Power

The year 2006 marks 100 years since Vilfredo Pareto noted that 20% of the population owned 80% of the property in Italy. This conclusion combined with the analysis methods that support it led to the formulation of the “Pareto Principle.”

The tools and techniques associated with this principle have widespread application in circumstances where a small subset of one category causes a significant effect within a large subset of another category. During his work with industry, Dr. Joseph Juran coined the phrase, “the vital few and trivial many,” to describe the effect of the Pareto Principle in the business setting. For example, a company has a staff of ten sales representatives. Of the ten, the three highest performers generate 60% of the sales made during a reporting period, the five middling performers bring in 35%, and the two lowest performers contribute only 5%. Armed with this information, responses can be developed that are tailored differently for each of the three groups in an effort to increase overall sales performance for the least investment or cost. Another example is in a set of 100 manufacturing operations where the overall defect rate is .1%. There are 10 operations that cause 90% of the defects. Addressing those 10 are going to have a much more positive effect on the performance of the whole than focusing attention on combinations of the remaining 90 operations. Like most rules of thumb, the Pareto Principle can be misused; but in general it helps prioritize activities, separate the important from the pesky, and focus limited energy on the items that are going to make the most difference.

The Pareto Principle had it birth in economics, a social science. Given this background, there is another application for the Pareto Principle that covers additional ground. When this basic postulation – a small percentage of the population owns a large percentage of the property – is bracketed by two corollaries – a small percentage of the population enacts and enforces a large percentage of the rules that govern the behavior of the overall system and a small percentage of the population receives a large percentage of the compensation awarded by the total system – the resulting triad describes a fundamental truth about social systems: a small percentage of the population controls a larger percentage of the power within the whole system.

The exercise of power in a social system establishes an individual or group in a dominate role and subordinates the larger population of individuals or groups within that system. The population size can range from two – one person in relationship with another as in a marriage – to one over millions as in a country ruled by dictatorship. Regardless of population size, structure is required to maintain a requisite level of control over myriad dominate-subordinate relationships in the system so that the system persists. This structure is hierarchy.

Hierarchical social systems impact the people within them in three key ways:

  1. Each person belonging to a hierarchical social system has hierarchical relationships with all others in that system
  2. Each person has concurrent membership in multiple hierarchical social systems and can hold positions at different levels from one hierarchical social system to the other
  3. All hierarchical social systems concentrate power in the hands of a select few.

The universal symbol for a hierarchical structure is the triangle. Authority is held at the top, then distributed in varying degrees, level by level from the top to the bottom. However, a more appropriate geometric symbol for a social system is a three-sided pyramid (reference image below). One side of the pyramid is the hierarchical structure of governance. People participate in governance by making / changing the rules, enforcing the rules, and obeying the rules. Of course, there are always those who choose not to obey the rules. They are subject to some consequence levied by those who enforce the rules in the interest of what is called justice. The net result is that only a few operate at the top of the governance triangle to set and manage the rules while the clear majority obeys.

Another side of the pyramid is free enterprise. People participate by doing work that adds value for which they are compensated. They exchange that compensation for other goods and services they need and want. Wrapped up in free enterprise are concepts of property and ownership, money and capital, business and entrepreneurship, markets and customers. Wealth, in the form of assets, rests in the hands of a few.

The third side of the pyramid is affiliation. People participate by joining different groups and organizations which represent shared beliefs and ideals, customs and traditions, principles and values. These groups carry out activities that promote “causes” shaped by their worldviews. They provide forums for members to have voice and presence concerning their perspectives and interests. Those having the greatest access and influence are those who have the highest positions in the hierarchies of these organizations and represent the strength in numbers or vantage point of their memberships.

These three arenas: governance, free enterprise, and affiliation define the landscape in which organized human endeavor is conceived and carried out. The pyramid they form is a pyramid of power that develops and deploys human intelligence, energy, and skill to build, adapt, and sustain civilizations. While the three are vitally important as standalone systems, the interrelationships among them determine the effectiveness and efficiency of the whole. People vote for their leaders in governance. People make and buy based on supply and demand. People form non-governmental organizations to give body and shape to their views and interests. People derive power from the pyramid in unequal portions from the three triangles but regardless of the combination, the power they get is sufficient to stay in the system and work together so that the system persists.

Originally posted to New Media Explorer by Steve Bosserman on Saturday, December 10, 2005