storytelling, what has been last comes first…
from today’s novel lagging (administrative) position,to a leading-from-the-front indicator role.
This flip in power flips the long-standing power dynamics—domino style—one after another, after another…
Table of Contents
nunchi insight: The basic components to power—time, space and resources—are so basic, they are fundamental to the global society’s cultures and its many subcultures. Attempting to write about them in a conventional style has proven insufficient.
Instead, we choose to demonstrate how a climate of open learning supports any number of operating environments by limiting our involvement to a link provider and interpreter. In this way, the fullness of each culture and subculture’s message, or operating environment, can be more easily transmitted to all.
This is also a micro-demonstration of a larger meso-demonstration(s) and a larger still macro demonstration(s) of how we humans can maintain enduring systems that quite wasting time, space and resources and make up for lost time by recognizing Nature—and not a small group of self-selected or even elected people—as the shot caller.1
- Especially since we now live in an age where such vast amounts—in relentless tsunami after tsunami style waves—of raw data are now being seen coming from exponential amounts of earth–born sensors and earth–orbiting satellites.We suggest, which is not a recommendation, a good place to see this phenomena in play is the We see all things in the physical world are connected video link. ↩
re-contextualizing the human-to-planet experience…
Our calling is inviting others into a Healthier People Interacting with a Healthier Planet℠ polyphony. We start with inviting others to come along side and mutually exchange stories.
Our particular form of storytelling is not well known and not often experienced. Many times powerful forces attempt to shut it down.1
Such is the reality when the folks benefiting from extraction mindsets and behavioral patterns discover they are being called out for leveraging other humans and other such low-level, shallowness. Please do not misunderstand, there is a science-based understanding of a known behavioral pattern found in many human cultures, their many subcultures and communities. Others may say it more eloquently, but this is how we express it to ourselves:
The dominance seeking, follow-the-leader culture(s) and their go-along-to-get-along toxic mindsets and behavioral pattern(s)2> , together with tolerating the leveraging of other humans to enable their Type I Extraction Systems and the resultant social conditioning that healthier Type II Perennial system, moving to Type III Equilibrium System alternatives, do not exist, much less are obtainable on a sooner, rather than later timeline.
It will be OK. Suppression all, in its many direct and indirect forms, is a known power 2 move. With our poler opposite power 1 design, we strive to move like Nature—both as antifragile and with resiliency—in this timeless dance of interdependency between dislike species found throughout the natural world.3
We have demonstrated to ourselves, and now seek to demonstrate to all others how this Healthier People Interacting with a Healthier Planet℠ dance has multiple interchangeable dance partners, each more than capable of leading and handing off the lead to others.4
By focusing our display of the time lags, myopic narrowcasting and wasteful use of resources consumed by Type I Extraction Systems5 and their predominate follow-the-leader cultures, our aim is to motivate all follow-the-leader cultures to take a pause on the notion that today’s dominate product, service and platform business models—which, in our view, are based on Type I Extraction System Design assumption(s)—now has a viable, globally scalable competing system design alternative in Type II Perennial System Design on the way to a Type III Equilibrium System Design. (More on Type I, II and III systems…).6
We elect not to exchange any energy with any form of projection 3.2, transference, or display of toxic conflating mindset and behavioral signaling by our adversaries…
This holds true for other known toxic mindsets and distraction behaviors:
- that we are criticizing and judging the individual humans displaying follow-the-leader culture’s toxic go-along-to-get-along mindsets and behavioral pattern patterns—a well-known bullying tactic
- a multitude of displayed tyrannical mindsets and behavioral patterns covered in pretense, appeasement and other unhealthy sugar-coated diatribes know to be pre-engineered atmospheric attacks leading to intellectual and kinetic dysfunctional patterns
- and more..
With this timeless conventional wisdom(s) laid out in the open, let’s get on with the story…
- We understand many dysfunctional human behaviors start with and are passively supported by long–standing, not often questioned cultural, subculture and community norms: intentions, sentiments and perceptions.These norms may have served others well in the past. Presently they are seen serving fewer and fewer.Gratefully, technology is enabling more and more individuals to gather to think, decide and act out new healthier replacement norms.Our particular form of storytelling is designed to call out demonstrated dysfunctional human mindsets and behavioral patterns*.Nothing more. Nothing less.There was a time, not too long ago, where the cultural norm was not to respond to those bringing an atmospheric–like attack—in form of falsehoods, whisper campaigns, black lists, twitter campaigns and other social network assaults, and more…—on one’s reputation, credibility and more… The thinking was good people throughout society would not take the bait and the foul climate would clear on its own.But technology has flipped this old rule on its head.As flooding the zone moved out of backroom power plays, played among a small group of insiders. The democratization of power through digitalization phenomena has spread this power far and wide, flipping conventional wisdom inside out.Thus, one’s response must be quick and decisive on the front end, or generally speaking there will be nothing more…(or your dead!)There are many names from many cultures. Here are just a few: ↩
- physical, intellectual or spiritual abuse
- follow–the–leader culture and its go–along–to–get–along mindsets and behavioral pattern
- political correctness
- seeking perfection in an imperfect world at the expense of others, and more…
- For an illuminating “deep dive” we suggest—which is not to be confused with being a recommendation—the following articles:Kelly Bates, Cynthia Silva Parter, Curtis Ogden’s Power Dynamics: The Hidden Element to Effective Meetingsand our Is it time to choose a new Power Dynamics Model?Michael Maccoby’s Why People Follow the Leader: The Power of Transference ↩
- Diffusion led, Nature–based demonstrations that come to our mind, to name a few… ↩
- snake and mongoose
- Muhammad Ali Announces Rope a Dope and Float Like a Butterfly
- Art of War
- “First they ignore you, then they laugh at you, then they fight you, then you win.”
- Is a famous quote with a not–so–well–known history.
- For a sneak peak at where we are going, check out this ancient backcheck to all dysfunctional follow–the–leader cultures and their known toxic go–along–to–get–along mindsets and behavioral pattern(s)… ↩
- ∞ We have a choice. Follow the data, create new models recognizing innovations. Or put a lid on it and remain stuck in a Type I system.∞ See Type I System reference about when they start feeding on themselves… ↩
- The overarching system design power found in Type II and III Systems, found lacking in Type I Systems is metamorphose—the power to transform on its own and in its own time, no gatekeeper, engineer Financial, Logistical, Analytical, Biological, Social or otherwise need, wanted or tolerated for that matter.Gratefully technological, networking and communication systems have advanced to the point to be seen effectively pruning back dysfunctional follow–the–leader culture’s toxic mindsets and behavioral patterns to allow new forms of human systems∞ to be seen growing in the resulted open space. ↩
- human–to–human, human–to–technology, human–to–physical world, and back again…
if the rules are showing their impotence, isn’t it time to opt-out of those rules
Passively opting-out of impotent rule sets which have lost their potency 1 in a manner that is both civil2 and not showing deference to institutional administrators whose demonstrated toxic mindsets and behavioral patterns signal they have succumbed to a dysfunction known as over-emphasizing institutionalism1 over the wisdom of the crowd. They are also demonstrating they do not have the system design focus and discipline to, in a relevant timely fashion, segue and metamorphose to something more meaningful.
Opting-out, civil disobedience, and the broad application of the take a pause together mindset, and more… are long-held, long-respected ways for the tacit wisdom of the crowd to prune verb 1, 1.2, system administrators and other subject matter expert’s demonstrated mindsets and behavioral patterns seen to be prioritizing their individual intensions, sentiments and perceptions
Allowing the wisdom of the crowd to prune an administrative apparatus is wise—especially when it has run itself to the point of failure, or has otherwise diminished itself to the point where it is obvious to the crowd, if not the administrators themselves, regulatory capture has occurred. Michelle Klieger’s recent asking for help example with understanding the decision(s) to expand the number of acres being planted into monoculture crops2 is just the latest in a long line of known signals institutionalism has been taken too far. Its dysfunctional behavioral patterns have worn out its welcome.
What does our style of storytelling allow us and others to opt-out of?
Any of the following notions:
- More of the same is relevant or wanted…
- A lack of innovation presently provided by business administrators is even remotely acceptable
- better the devil you know than the devil you don’t
- Putting Lipstick on a pig is worthy of crowd endorsement, much worth mentioning…
- Our American culture’s many sub-cultures should be machined into a single follow-the-leader culture with a narrow-casted set of go-along-to-get-along behavioral patterns, like the top-down modality of big government’s one size fits all sub-cultures and communities…
- Type I Extraction Systems design stories are the only stories to be told
- Type II Perennial and Type III Equilibrium Systems design stories need to be suppressed
- And more…
- The following is from agnetic’s let’s take a pause together article…Institutionalism, is one way to order how a society, a culture, an industry or government, a company, a not–for–profit and more…, thinks, decides and acts.Before the widespread development of electronic data transmission (from the telegraph » telephone » fax machine through to the Internet) conveying ideas, information and plans occurred mainly through the hand off of physical documents and storytelling, humans were the communication medium.Naturally, rule–based mindsets and behavioral patterns, as well as physical structures to store the physical documents have emerged.
Over the many generations involved, the bits and pieces of the original ideas, ideals and goals of why have an institution in the first place, de–evolved: got lost in translation or otherwise evaporated along the way.
What remained, and in many situations remains today, are the explicit rulesets, without the tacit wisdom to back them up.
Any society or other human gatherings, heavy on humanly–contrived rules and light on wisdom of the crowd, is a chaotic system whose hold on order is evaporating—often more rapidly than anyone in the society notices.
This has not gone unnoticed…
We’ve noticed a repeatable nature–based pattern developing. We say nature–based because the pattern includes a fractal, not just a linear, pattern.
Over time, as bits and pieces of the timeless wisdom gets ignored, more stubborn, contrived and confining rulesets set in. The people involved take on a known pattern best described as cultural rot1.1.
To paraphrase another, our working understanding of institutionalism and the resulting cultural rot is:
Disordered mindsets and behavioral patterns, from people in and out of the institution towards the people inside the institution, result in a display of excessive deference and an assumption of their moral and intellectual superiority.
Or as one reformist lays it out:
“Clerics feel they are superior, [and when] they are far from the people.” ↩
- a clear sign of authentic leadership—relating to the wisdom behind why Despite Historically Low Prices, U.S. Farmers Expanding Corn, Soy Acres ↩
time to update run-to-fail rulesets and design something different…
Today’s generally accepted rules as to how we humans should think, decide and act seem to work—usually better for some than others—until they don’t. When they don’t, they fail in a big way—a way that seems to hurt those at the fringe harder than those at the center who generate and enforce the rules. It’s as if the rules demand some mechanistic underpinnings that might be described as “run to failure systems”.
For quite some time1, we have seen people seeking something more meaningful. Lately, more and more are calling out old assumptions of how to think, decide and act, and are seen on the national stage. A recent example comes from a member of the White House Coronavirus Task Force Dr. Debra Brix, M.D. “If you wait until you see it, it is too late.”
As Dr. Brix and so many other nature-based front-line workers understand, self-healing through self-balancing can indeed bend the curve—regardless of the prevailing model’s hold on the social zeitgeist.
We find a repeatable pattern for the above interplay between human dynamics and resultant models which form when a premature rush to narrowcast the dynamics in flow, the asymmetrical shape, asynchronous in time and its resulting movements of Nature into mathematical models.
It’s as if some seek to control the uncontrollable—ending in failure every time it is tried.
Alternatively, a nature-based order can be achieved, sooner rather than later, by simply allowing humans to exchange stories. Then returning those stories to its natural order of leading from the front.
Engineers, economists, and other subject matter experts of all types2 may prefer to lead with their humanly contrived models3, but that doesn’t mean the rest of us have to take the bait and let them…
- agnetic, llc was founded on April 4, 2008—after ten years of applied in the field system design research—to bring about Healthier People Interacting with a Healthier Planet℠. ↩
- Financial, Logistical, Analytical, Biological, Social
For example: Financiers, supply chain experts, modelers, geneticists, religious, governmental administrators, academics, educators and more… ↩
- an insider’s insight to modeling is all models are wrong.
Additionally, a known side effect of leading with models is the avoidance of personal responsibility it affords the model leaders…
This and other CYA tactics are known demonstrations of mindsets and behavioral patterns of those seeking the power of command, but unwilling or unable to fully come into authentic command role(s) by willingly be seen accepting the personal responsibility that makes true command authentic, and not just another shallow model to follow… ↩
confluence: updating leadership by pruning known dysfunctional patterns
Trustworthy leadership takes something more. The more is obtainable, but it takes moving like Nature: patterns of movements and interactions1 or evolution 4. Lately the more is being described as T-Shaped (leadership) Skills—the presences of both subject matter expertise and the disposition for collaboration across disciplines.
With T-Shaped skills, an authentic leader steps out into the open and actually applies or uses an idea, as opposed to attempting to jawbone verb using their theories or models. Being seen accepting and listening on the front-end, with full direct exposure, is the sign of maturity needed for authentic leadership.
In business, this basic tacit wisdom is known as “not letting the lawyer’s and accountant’s make the final go/ no go decisions”. Their explicit knowledge is needed to make a decision, and each are important collaborators, but authentic leadership also involves in having the ability to know when to hold, and when to move.
In other words, it proves, again and again, to be wiser to lead with storytelling and let Nature call the shots: in time, space and resources not rely on some humanly-contrived mathematical model. Gratefully, there is off-the-shelf technology to facilitate—with less and less latency—the synthesis of personal intentions, sentiments and perceptions by way of the wisdom of the crowd—thus demonstrating to more and more we are indeed a single global society with many wonderful cultures, subcultures and communities.
We suggest a good way to jump start any mutual storytelling exchange is to respond to these trusted and reliable system design starting points:
- What is working?
- What is not working?
- What is standing in the way?
- What do I need?