The Liminal Learning Portal

Action Confidence: Laying Down the Path in WalkingBy Otto Scharmer and Eva Pomeroy“One of the main lessons I think we got from u.lab was be braver, just, you know, stop worrying about things so much and just try it and see what happens.”— Anne, u.lab Scotland“Let’s have the courage to create”— GAIA Journey participantWe live in a world of disruption, drama, and despair. All of these are real. But at the same time, we also live in a world of unparalleled opportunity — the opportunity to step into new spaces and to sense and actualize the future that many feel is wanting to emerge — even though it

Read the article in Spanish — in Traditional Chinese — in German — in Italian — in JapaneseVisual by Kelvy BirdThree weeks ago, I posted some reflections on what we are learning from corona and climate action. Given that post’s wide circulation (150K+ views), I wanted to share a quick update. The concluding idea of the post — to launch an impromptu, global infrastructure for leaning into our current moment of disruption and letting this moment move us toward civilizational renewal — has quickly taken shape.GAIA — Global Activation of Intention and Action — was implemented only twelve days after a small core team first came up with the idea. Within twelve days, 10,000+ had signed up for this

Webinar Recording & Transcripthttps://medium.com/media/c874db08f056f9597415953954c8860c/hrefTranscriptSo welcome everyone. I’m Brian Robertson. I’m going to be your host for our webinar today and we’re going to be talking about leading virtual teams and meetings. And I, let me tell you just a bit about my, my background and history with this. I think it’s interesting cause I just swore I’d just never would do remote work 20 years ago when I was a CEO of a software company. it was my first company that I was building as CEO, as an entrepreneur and I just could not imagine running a virtual workforce at

Webinar Recording & Transcripthttps://medium.com/media/c874db08f056f9597415953954c8860c/hrefTranscriptSo welcome everyone. I’m Brian Robertson. I’m going to be your host for our webinar today and we’re going to be talking about leading virtual teams and meetings. And I, let me tell you just a bit about my, my background and history with this. I think it’s interesting cause I just swore I’d just never would do remote work 20 years ago when I was a CEO of a software company. it was my first company that I was building as CEO, as an entrepreneur and I just could not imagine running a virtual workforce at

Co-authored by Dr. Gemma Jiang, Dr. Stephanie Romero, Christina Ong, and Jackson Martin2019is the inaugural year of the Pitt u.lab hub. Before we embark on the u.lab 2x journey this spring, we would like to pause to reflect on our journey together during the past fall, from the perspectives of the setup of the hub, feedback from participants, and reflections from co-hosts.Top left: Taster session, August 2019; Top right: Social Presencing Theatre Workshop with Liz Alperin-Solms; Bottom left: community gathering for live session; Bottom right: u.lab hub in Pitt Parking DayThe Mission and VisionThe Pitt u.lab hub serves three functions simultaneously: community building

Enspiral Story Dojo #03 — “The Saviour” and other lies we tell childrenStory by Rupert SnookHere comes the hero… Yeah, sureImagine this. A friend is having a hard time, and you want to support them. You decide to cook them a nice dinner. You spend a bit of time thinking about the healthiest ingredients to put in. You start feeling inspired. This dish is going to be healthy and delicious! Your friend is going to love it, and it’s going to be just what they need. What a great friend you are.So you take your beautiful dinner over to your friend. But, they’re already eating. They

https://medium.com/media/c64163ae6f94ed603f5442c3c4f0d584/hrefSensemaking Up-HierarchiesInformation Flows Designed for Emergent ComplexityIn complex environments, teams are built for emergent outcomes. This means they need to be optimized for coherence. Coherence refers to a particular dispositional state of a team, where the complex feed loops between trust, power and action thresholds are optimized for flow (see A Source Code for Team Flow). The degree of power asymmetry in the system is a crucial function of team flow. Power asymmetry in turn is a function of information flows and can be regulated by designing resilience through sensemaking up-hierarchies.I introduced the notion of a sensemaking up-hierarchy in my

You keep saming when you should be changing. — Frank SinatraIn 2015 I chaired an RSA event with Vincent Deary on his book ‘How to Live’ and was struck by his emphasis on the perennial human challenge of getting from act one to act two.Deary’s point is that in dramatic contexts of plays, books and films we rarely spend much time in act one; it is just the setting before the trouble starts and the changes begin. But in our lives we often spend many years or decades stuck in act one, doing more or less the same thing as creatures of habit and