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Disruptive Times Require Skilled Changemakers

Posted by Liz Weaver in February 2019

In this paper, Liz Weaver describes three elements that every changemaker needs when approaching complex challenges - a mindset shift, an agile and adaptable approach, and knowledge and skills in each of the five interconnected practice areas.

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Traveling and the Art of Disruption

Posted by Cameron Norman on September 23, 2016

It's that back to school time and, even if you're not going back yourself or have children or significant others that are, there is a palpable feeling of energy that comes with the start of school that's hard to miss.

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Curiosity and Community

Posted by Cameron Norman on August 5, 2016

Summertime (or weekends) are wonderful times to slow down and take life a little easier and catch up on the news and learn a little more about what is going on in the world. This summer it has been hard not to get discouraged with what's filled many of the front pages and home pages of our favourite news sources. 

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Culture and Heritage and the Complexity of Identity

Posted by Cameron Norman on July 29, 2016

International sporting events like the World Cup and the Olympics provide intriguing examples of the complexity and situated-nature of culture and heritage as people from all walks of life reveal, (re) create, adopt and adapt to some form of unique and shared identity, even if temporarily. This situated-ness is what illustrates one of the most substantial challenges for organizations and governments alike as they wrestle with complexity in their mission.

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Collective Action, Impact, Intelligence (and Stupidity)

Posted by Cameron Norman on February 10, 2016

Collective impact is based largely on the concept that we can do more together than apart, which holds true under the assumption that we can coordinate, organize and execute as a unit. This assumption doesn't always hold true and the implications for getting it wrong require serious attention. 

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Systems Thinking About Collective Impact

Posted by Cameron Norman on January 19, 2016

When we seek change the temptation is looking for 'the key' component of a problem or situation that, if changed, is expected to lead to profound transformation. Too frequently these type of solutions fail not because the change to the component is poor, but that the thinking is not aligned to the system that contributes to the problem in the first place and thus, changing thinking is what's actually the key not the designed solution. 

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