1. Importance of Leadership
   1. Functions of leadership
      1. How culture thinks/acts to leadership has influence on at least these cultural memes
         1. How culture is shaped
            1. structured/designed
            2. Structures
            3. pyramids, matrixes, circles, systems, bridges, etc
         2. What Cultures pays attention to /focus
            1. Government, Management
            2. Framing issues and coordinating efforts
         3. Who is Allowed to Participate
   2. Organizing
      1. core function of leadership to organize people to get things done
      2. without someone to direct people, organize, initiate, nothing happens, changes.
         1. People continue on as usual.
         2. Leadership is the missing ingredient
   3. Abreaction
      1. entrenched, power rationing, patrix riddled, largely irrational leaderships govern current cultures
         1. biggest obstacle to adoption of advanced second tier leadership
            1. second tier leadership
            2. goals of community, broader society
            3. nature of the task
            4. capacities of people taking lead
            5. ability of those who will be giving the right of leadership to eachother to act w/ integrity
            6. who is leading whom and for what purpose
      2. Who will fill the vacuum
         1. current cultures eroding under actue internal contradictions, task is viable alternatives at the ready
            1. We seek alternatives
            2. otherwise backwards paradigms such as neo-fascism, libertarianism will try to gain dominance
      3. Self inflicted obstacles
         1. many people hostile to the idea of leadership on progressive edge of society
            1. use mention of class system, race system, the whole patrix
            2. understandable , yet negative reaction to domineering, authoritarian leaders, skewed systems, and dis-empowering processes that make current destro-culture what it is
      4. This abreaction over the past 3-4 decades has become a strong idea for many people, a guiding force
         1. from leaderless meme arose the proposals, practices of consensus decision making, leaderless group facilitation/focalizing, servant-leaders, leaderless groups, and more
         2. These ideas been very attractive, can be seen as all important challenges to earlier ideas of leadership found in the various vMemes such as:
            1. Red vMeme
            2. authority from superior military, willingness to be brutal towards dissenters
            3. Blue vMeme
            4. authority from position and rules, commonly involves Red vMeme policing to maintain 'order'
            5. Orange vMeme
            6. form of meritocracy, authority from those who show the greatest success, often based on accumulation of wealth
         3. Derailed by Distress
            1. Attempts to move to 2nd tier leadership (leaderfulness) vulnerable to derailment by:
            2. Communitarians whose vMeme is green going onto yellow but who are acting from an unresolved/distressed abreaction to previous vMemes, esp. 'no leaders'
         4. Masquerading vMemes (vMemes from the Spiral Dynamics model)
            1. vMemes can appear similar to each other
            2. green is an evolution of blue, etc
            3. Each vMeme are strongly related evolutions of each other
            4. ex: vMemes red, orange, yellow, coral all related, but in stress conditions, later evolutions are likely to devolve to an earlier evolution in the same colour type (warm colours, cool colours), in this case if it was at yellow it could go down to red
            5. True for both cool and warm coloured vMemes
            6. cool
            7. blue, purple, green, turqoise
            8. warm
            9. red, yellow, orange, coral
   4. Ecosocial enterprise manifesto
      1. Proposal
         1. develop societies with multiple (in the millions) micro-ecosocial enterprises and orgs, none of which has potential to dominate or exploit a field or locality due to size or wealth
         2. at the sole-traders, partnerships of up to 12 people, small cooperatives level, interactivity and meaningful participation in decision making are much more possible than in large orgs
         3. Add leaderfulness, patrix-busting and principled oversight from associations to begin genuine mutuality
         4. Develop associations that're easy to join, easy to exit, agile work-nets of small ents & orgs focused on sustaining and renewing the autonomy/resilience of all members, thru devices such as income and capital sharing
         5. build operatn'l netwrks by bringing new organizations (ecosocial franchises) into being
            1. in which the franchisee and their clients own the franchising organization
         6. Associations...
            1. have a regular oversight role regarding the micro ecosocial franchises and organizations including:
            2. capacity building thru coaching and mentoring, training and development, of all members
            3. conflict analysis and resolution esp by eliminating seperation patterns held together by the Patrix
            4. ensuring sufficient Patrix busting activity takes place amongst all members to allow the associations to continually progress/update their ecosocial agendas
            5. also work on documentation, research, and development projects that are too big for micro-ecosocial enterprises to take care of on their own
            6. associates stream the results through the work-net
            7. epistemic communities that are concerned with ensuring that their members' ecosocial interests are supported by the policies set up by any society-level governance system through lobbying & advocacy.
         7. Essential attitudes, tools and approaches
            1. This vision is systemic
            2. allows for a wide variety of characterful micro-organizations and assoc's and is second-tier by Spiral Dynamics analysis
            3. such systems call for a large capacity to emerge leaderful groups and need, especially at the assoc level, advanced governance and decision making processes such as proposed by sociocracy and holocracy
            4. sociocracy
            5. holocracy
   5. 1 in 6 myth
      1. In Permaculture, a Designer's Manual, Bill Mollison shares his opinion that while leadership is an ever-needed capacity, it is unfortunate that only 1 in 6 people has an ability to lead well.
         1. This estimated opinion appears in other places
         2. Ex: Woody Woods, veteran of the UK 1970's 'blood on the walls' squatting and intentional communities era
            1. Woody has constructed the following diagram and analysis of the general UK population based loosely on research into learning styles
         3. Subtopic 2
         4. This thinking is more a case of the insightful reflective observations and conceptualizations of a front-line action-research practitioner seeking answers to tangly problems on the ground rather than a typical academic desk research job
         5. Some desk research can be useful
         6. This diagram is not a typical methodology for social research
         7. However, the thinking found from Gaia is that everyone is capable of leading and only distress (and lack of practice) can get in the way. I agree with this
            1. The leaderful model favoured by Gaia Uni includes this thinking
2. Leadership - Memes and vMemes
   1. Web Resources (example of leaderfulness)
      1. Vast, useful literature concerning leadership avail. on the net
      2. now it is possible for us to judge the content of articles, books, other resources using Spiral Dynamics language of memes/vMemes
      3. This short article is a good starting point on the importance of leadership, issued by the web accessibility advocacy group (WebAim)
      4. The following is my substituted goals for and vision for the 'If not you, who?' section in this eBook
         1. Individuals can have best intentions (ex: growing plants)
         2. Too often they wait for someone else to come help lead them
         3. Change is difficult. It is often expected of people get new skills since change is inevitable
            1. You do just that, you get the skills you were required to, you wait for new policies, rules, procedures, someone to support what you were asked to do yet nothing occurs
            2. When no one takes leadership this happens
         4. If not you, who? If not now, when?
         5. Consider taking the lead now
   2. Memes and vMemes explored
      1. More detail on the leadership assumptions in each of the vMemes
         1. Blue vMeme (sounds like conventional culture to me)
            1. Humankinds duty to work willingly for and without critique of the one true way
            2. People must be shown duty and coerced to do it by punishment for failing
            3. We are cogs in a system fulfilling roles we are designed to, someone else knows better than we do
            4. High authorities rule by right, compliance w/ authority is essential
            5. Fear and repression engaged to ensure compliance
            6. We owe system complete loyalty as it provides for well-being of us
         2. Orange vMeme
            1. People motivated by opportunities to get material rewards
            2. Competition improves productivity, fosters new growth through opposition
            3. tried-and-true is best but can always be improved upon
            4. Workers want to get ahead, have more influences over others
            5. Here and now success is evidence of rewards to come in the future
         3. Green vMeme
            1. People want to be in harmonious groups accepted by their peers as friends
            2. Sharing, participating lead to better results than competing
            3. Emotions need attention, hard feelings conflicted should be avoided
            4. All members of an org should have their say & be included
            5. Org is responsible for community wellbeing
         4. Yellow vMeme
            1. People enjoy work which fits who they are (which becomes dynamic as they re-emerge from effects of the patrix) they are also ready to do their share of grunt work that needs doing
            2. We all need access to free info, tools, materials, resources
            3. orgs are recognized as transitory states, change/transformation processes are embedded in organizational culture
            4. learning/understanding motivate people, not payoffs/punishments
            5. People have widely overlapping competencies/ capacities w/ some extraordinary differences
            6. Mix of doing work, and visioning, organizing, coordination work
      2. Blue and some Orange sound just like our current culture in North America, any westernized countries
   3. Unhealthy vMeme expressions, recovery from shock
      1. Effects of Stress on vMeme expression in a culture
      2. Reversion
         1. Under stress conditions, a culture can revert back to an earlier stage of evolution, especially a stage(vMemes) on the same self or other axis
         2. At first people are more selfless and helpful, but as stress conditions persist, the memes give way to increasingly selfish ways of thinking, the thinking/expression of core vMemes becomes unhealthy and distressed
      3. Need for discharge
         1. Unhealthy expressions likely to increase w/ stress, we continue to emphasize importance of discharging distresses well-discharged ppl much better able to keep thinking in stress conditions (than people who have emotional loads)
      4. Reilience in face of shock
         1. Naomi Klein, Shock Doctrine - The Rise of the Disaster Capitalism
         2. The thesis: “The shock doctrine”: (means) using the publics disorientation following massive collective shocks – wars, terrorist attacks, or natural disasters -- to achieve control by imposing economic shock therapy. (Some of which may be deliberately generated for the purposes of delivering more shock). Based on breakthrough historical research and four years of on-the-ground reporting in disaster zones, The Shock Doctrine vividly shows how disaster capitalism – the rapid-fire corporate re-engineering of societies still reeling from shock – did not begin with September 11, 2001. The book traces its origins back fifty years, to the University of Chicago under Milton Friedman, which produced many of the leading neo-conservative and neo-liberal thinkers whose influence is still profound in Washington today
         3. Ever since grade 8, I personally had thoughts similar to this
         4. Naomi Klein urgently requests us to
            1. develop resilience against shock itself
            2. develop increased capacities to recover rapidly from shock
            3. develop good skills for counselling/mentoring your friends, family, communities, in capacities for resil. and recovery.
      5. Therefore
         1. Cultures pushed into revision/re-stimulation to early stage, unhealthy vMeme expressions are ugly/dangerous
         2. We now know how to deal with this, but we must take action
   4. Attending to the health of the whole spiral
      1. Spiral Dynamics advocates fond of the idea of paying attention to the health of the whole spiral
         1. One of the most significant gaps in attention is to do with rehabilitation of people with unhealthy vMeme expressions
      2. Psychopathy
         1. ex: We have only the most vague ideas of how to deal with people who display psychotic tendencies- people w/ extreme psychopathic patterns are capable of deep indifference towards others, their suffering, they have very little difficulty committing to one action and then doing the opposite
            1. Only up until recently (about the late 90s or so) insane asylums were still doing lobotomies (which is jamming an ice pick into the eyes of the patient, blinding them, and horrificly torturing them in the process) amongst other tortures. This was how we treated those considered psychotic the last century
         2. According to Kevin Dutton, author of (2012), "The Wisdom of Psychopaths" people with especially strong psychopathic patterns are great as fearless warriors/adventurers, hard men/women with consciences and ideal power politicians (as they have no remorse) and can easily say one thing, do another without even noticing contradiction
         3. Thus highly active psychos are able to serve the dirty needs of disaster capitalism without experiencing any disabling dissonance and are in demand - as long as they are not too crazy
      3. We all have some of it
         1. We are taking the view that we all have some psychopathic patterns
         2. This is contrary to the common understanding that there are people who are psycho and then there is the rest of us
         3. This binary (psycho or no psycho) option is old thinking from the mental health world (think insane asylums) which proposes that a person is either provable mad or not
         4. more comprehensive view is we all have irrationalities of one sort or another, whether or not we are provable insane or not may very likely depend on situational inconvenience, other circumstances than our mental state (ex: soviet union incarceration of dissidents)
      4. Self-healing and becoming an ally
         1. The 'we all are somewhat crazy' view is helpful for the reason that while you and I are active in discharging own tendencies to indifference, and to self contradiction, we are gaining valuable insight into the necessary steps a person w/ worse expression of unhealthy memes would need to take
         2. thus we are gaining capacity to be their allies in a healing process
         3. By healing ourselves, then transferring the knowledge of how to do this, we can work towards the goal of healing the whole spiral
      5. Goal- ecosocial regeneration
         1. Through this process we are helping to ensure the emerging transition for human cultures is ecosocial regen., and not further towards desperate destruction
3. leaderful model expanded
   1. The key principles of the leaderful/supporterful/active followerful (LSF) functional circle (say that twenty times fast)
   2. The leaderful model (LSF) assumes our group/community/org has an ideal context (or is prepared to make such a context) which includes:
      1. Commitment from all involved to active elimination of the patrix. not an absolutist stance, rather a understanding that everyone has patrix threads, thus we all need to work on removing it
      2. Active RC community so that anyone inside the functional circle has the recommended option of drawing on allies from socially separate counselors (some of your councilors only have a relation to you via counseling) this avoids restimulation that can occur from colleagues in the functional circle and interfere with good working relationships.
         1. If this is missing it the creation of a community of this type becomes a high value priority project
      3. The model also assumes access to the ladder of roles (shown by arrows) is only limited to the performance of the indiv. You can qualify to climb the ladder simply by demonstrating competence/attention needed to work well at the next level
      4. Contrary to progressive edge (green vMeme) idea of unrestrained access to organizing roles; discernment is considered judging or discriminating in this vMeme, and so anyone who asks gets a job
      5. The leaderful model thinks differently and chooses who goes where
         1. This is to avoid the following syndromes:
         2. Social Contras: wants power, doesn't want responsibility
         3. Convergents: Wants power then complains
         4. Social Masochists: I'll do something then hate you
         5. A prime tool for discerning against these is to offer a person who is competent and attentive at any given level, to have a go at being support person for a lead
   3. Double value from the support person role
      1. someone takes on a role of organisation or leadership, they're exposed to a greater level of risk of becoming isolated
      2. Several reasons:
         1. their role will come with a workload active followers don't have
         2. this workload spreads to either side of the project (prep, post-project eval, followups) and goes through the project itself
            1. It Includes:
            2. Thinking well about the event/project beforehand
            3. Thinking well about the people involved and making sure all goes well for everyone
            4. While:
            5. Making sure project goals are met
            6. And:
            7. Seeing followup is met
            8. Also could involve
            9. Making practical arrangements ahead of time for certain resources to be in place, assuring everyone knows what's expected of them, dealing with contingencies that pop up in the project, editing the project when conditions shift, ensuring everyone's safety, & more
      3. Tendency for isolation
         1. Lead personally is usually only one expected to pay attention to these crucial details
         2. This is enough to separate them from the rest of the team
      4. Invoking support role to contradict isolation (& train new leaders)
         1. We can contradict , mitigate this isolation whilst training new leaders by: making sure our leaders don't get overwhelmed/isolated by giving them live support/searching out people who are ready to develop their leadership abilites, who get training by providing this support
   4. Art of Mentoring
      1. Can represent one day E- Sunrise SE- Midmorning S- Noon SW- Mid-Afternoon W- Sunset NW- Twilight N- Midnight NE- First Light
      2. Can respresent a year E- Spring S- Summer W- Fall N- Winter
      3. Can also represent human life and plant life
      4. Other layers include: -organizational roles -knowledge-of-place ''curricular'' elements -stages of long- and short-term learning processes -facilitation of flows of an event or course -stages of rites of passage and initiations -skill flexes for being in service in community
4. Process tools of value
   1. Processes for thinking together
      1. In our 2nd tier work-nets, businesses, and orgs, we have a commitment to the collective intelligence idea
         1. this requires that we use processes that help the collective explore its knowledge/wisdom & bring its full, flexible, multiple intelligences to bear on the situation
      2. Designing productive meetings and events
      3. 10 faces of innovation
         1. Learning Personas:
         2. The Anthropologist
            1. Rarely stationary
            2. person who ventures out into the field to observe people's interactions to come up with new innovations
         3. The Experimenter
            1. calculated risk taker
         4. The Cross-Pollinator
            1. Draws associations/connections between seemingly unrelated ideas to break new ground. Wide set of interests, avid curiosity, aptitude for learning and teaching.
         5. Organizing Personas:
         6. The Hurdler
            1. Tireless problem solver enjoys a challenge
         7. The Collaborator
            1. Rare person who values team over individual. Forms multidisciplinary teams
         8. The Director
            1. Acute understanding of bigger picture, talented at setting stage, targeting opportunities bringing out the best in people, getting things done
         9. Building Personas:
         10. The Experience Architect
             1. Relentlessly focused on creating remarkable individual experiences
         11. The Set Designer
             1. looks at every day as chance to liven up workspace. they promote energetic, inspired cultures
         12. The Storyteller
             1. Captures imagination with compelling narratives of initiative, hard work, innovation
         13. The Caregiver
             1. Foundation of human powered innovation through empathy
      4. World Cafe
         1. World Cafe is a popular process for large numbers of people. Tables for 5-6, cafe style with music, tea, etc, covered in write-on paper, supplied with colour crayons are the essential kit. People move from table to table on a time rotation; speaking, drawing answers to a set of questions posed by org'zers. Each table staffed by conversation leader
         2. Seven World Cafe design Principles (in brief):
         3. Set the Context
            1. Pay attention to the reason you are bringing people together, and what you want to achieve
         4. Create Hospitable Space
            1. Create a space that feels safe and inviting
         5. Explore questions that matter
            1. Find questions that are relevant to the real-life concerns of the group
         6. Encourage everyone's contribution
            1. Important to encourage everyone in a meeting to contribute ideas and perspectives, while also allowing anyone who wants to participate by listening to do so
         7. Connect diverse perspectives
         8. Listen together for Patterns and Insights
         9. Share Collective discoveries
      5. 6 Thinking Hats
         1. 6 Thinking Hats
         2. Made famous by Edward de Bono, developer of lateral thinking, the 6 hats are a parallel thinking process which disciplines a group to be on the same page during a design process or problem solving session
      6. Future Search
         1. Deep, powerful process suited to orgs that can bring all the members together for 3 days of exploring futures, histories, collective generation of timelines, priority/ project identification, & resource allocation
         2. A planning meeting that helps ppl transform their capability for action very fast
            1. Meeting is task focused, brings together about 60 to 80 ppl in one room or hundreds in parallel rooms.
         3. Brings ppl from all walks of life into same coversation. They meet for 16 hours spread across 3 days.
         4. Ppl tell stories of their life past, present and desired future. thru dialogue they discover common ground
            1. only then they make concrete action plans
         5. Relies on mutual learning among stakeholders as catalyst for voluntary action/ followup. New forms of cooperation are devised between ppl that goes for months/years
         6. Future searches been run in every part of Earth and sector of society
      7. Open Space Technology
         1. OST brings ppl together in an un-conference space, where they create a market-place to pitch ideas for workshops they want to attend/give
         2. Depending on take up these can happen or not. OST events can work for up to 2000 ppl and are high energy, high creativity events that attract creative participation
      8. Dragon Dreaming
         1. using series of phases, DD assists groups to bring individual visions into the group realm
            1. collective intelligence is invoked and greatly assists w/ generating balance and channeling energy