From the website:
Areo is an opinion and analysis digital magazine focused on current affairs — in particular: humanism, reason, science, politics, culture and human rights.
Areo, named after Milton’s speech in defence of freedom of speech, Areopagitica, publishes thoughtful essays from a variety of perspectives compatible with broadly liberal and humanist values. It places particular priority on evidence and reason-centered pieces. Our contributors are intellectually, professionally and ideologically diverse and include liberals, conservatives, socialists, libertarians, atheists and religious believers. As much as possible, Areo aims to avoid polarizing tribalistic stances and prioritizes intellectual balance, charity, honesty and rigor.
We believe in the unfettered freedom to explore, think, and challenge ideas and concepts, and we’re intent on taking part in the conversations that will shape our tomorrow.
A few years ago, organizational innovator, Bonnitta Roy began thinking about what kind of organizational architecture would reflect the natural human dynamics of self-organization that she describes in this article. This kind of design would build trust in self-organizing teams because there would no longer be a disconnect between how teams operated and how organizational power itself was structured. In addition, such an organization would enable companies to scale and remain agile.
An open architecture, properly designed, could serve as a guidance system that would help centralized companies transform without losing the ability to “see the organization as a whole operation.” It would be able to distribute management responsibilities into self-organizing teams, without losing strategic performance. This type of organization would appeal to the young generations looking for open participation in the workplace.
The Center for Applied Cultural Evolution was created to help communities guide their own social change efforts using integrated social science tools and frameworks. Our mission is to launch a series of Culture Design Labs around systemic challenges ranging from poverty and inequality to climate change and more.
Our unique model is to treat every place where practitioners seek to create positive social change as a field site for applied cultural evolution research — forging partnerships between scientists and change practitioners to analyze, monitor, and guide their efforts with the best scientific tools available. We do this by establishing Culture Design Labs for conducting action research that uses participatory approaches to include those who will be impacted by our programs and interventions.
Extracted from the “Mission Statement” on their website:
Cocreation is fundamentally diverse and multi-faceted, it allows for and encourages diverse logics, standpoints and solutions. It is an integral and pluralistic practice. The new quality of solutions will reveal itself in being manifold, adoptive, evolutionary and generative. These solutions will be developed, owned and cared for by diverse human and morethan-human communities. The Cocreation Foundation believes that our survival and that of the earth in positive coexistence is a question of learning and developing this cultural technique of deep cocreation. And with deep cocreation we mean not just humans being creative together. It means being creative in the context of the world we are living in, it means being informed and inspired by the world around us, it means immersing into a dynamic process of all that is, to find solutions that do not only work for some of us, but for all of us and our non-human kin alike.
It is the Cocreation Foundation’s goal to develop the theoretical, methodological and practical aspects of this cultural technique of cocreation. To reach this goal our mission is to empower as many people, communities and their diverse interrelating networks in the shortest possible time to grow their potential to positively cocreate solutions of peaceful and abundant coexistence in open, transparent processes that are alive.
This short video provides a helpful short explanation of what is meant by cocreation.
From their website:
The mission of the Ekskäret Foundation is to both to make sense of the world we create and allow brave spaces for people to explore and work on their inner growth. Studies show that having a “safe place” in connection to nature, where we dare to challenge ourselves, can act as important catalysts for the process of personal development. We support and contributes to these brave places by creating contexts and locations for transformative learning, where skills can be developed to better handle the rapid change and the constantly increasing complexity of our world. Skills that increase our capacity for deeper understanding and wisdom, which then engages individuals to become active co-creators in the world we create.
From their website:
It is well known and accepted that children transition through a series of developmental stages. What is less well known is that adults do so too.
There are at least seven transformations in action-logic possible anytime from middle childhood through one’s adulthood – from Opportunist to Diplomat to Expert to Achiever to Redefining to Transforming to Alchemical to Ironic. For more than fifty years, research has consistently demonstrated that leaders who grow through multiple action-logics evolve greater capacity to influence personal, familial, team, organisational, and even societal transformation.
Very few leadership measures other than the Global Leadership Profile measure vertical, capacity development (not just horizontal competence improvement within one’s existing capacity). And very few leadership development programs or consulting interventions other than Action Inquiry based processes support vertical, capacity development for leaders and whole organizations.
From the website:
Cognitive Edge was founded in 2005 with the objective of building methods, tools and capability to utilise insights from Complex Adaptive Systems theory and other scientific disciplines in social systems. This approach, known variously as Naturalising Sensemaking and Cognitive Complexity has developed three main focus areas:
The development of SenseMaker® – a software ecology which integrates decision support, research, monitoring and knowledge management
Comprehensive global education programme – a broad network of practitioners able to use the methods and tools developed by Cognitive Edge. Approximately 2,700+ Network Members now exist both within organisations and as independents
The research agenda – acknowledged by the Academy of Management with two awards for the Cynefin framework, which is at the heart of the approach
From The Hum website:
If you are trying to organise in a collaborative team, you may be asking yourself:
- “How do we include people in decisions without spending so much time in meetings?”
- “How do we set priorities, distribute tasks and stay aligned on shared goals?”
- “If we don’t have managers, how do we get feedback, resolve conflict and stay accountable?”
You are not alone! We’ve faced these dilemmas in our own decentralised organisations, and we can help you get unstuck.
The International Bateson Institute is a non-profit foundation for transcontextual research in ecology, economy, social change, health, education, and art. It supports a new kind of research to increase our ability to take into account the many relationships that coexist in any context of living things. In addition to providing much-needed perspective to existing research institutions, the findings of the International Bateson Institute projects are presented as seminars, media, and artistic exhibitions, which engage culture and education simultaneously in public spaces, for all ages.
The IBI research involves recognizing how patterns repeat and reflect each other across multiple contexts and across multiple systems – understanding these systems’ maintenance and renewal will be critical in the coming decades.
The underlying premise of the IBI is to address and experiment with how we perceive. Our mandate is to look in other ways so that we might find other species of information and new patterns of connection not visible though current methodologies. We call this information “Warm Data.”