Ann Badillo Leadership

Global Leadership Lab

Global Leadership Lab was created with the intent to accelerate systemic transformation, at the individual, group and global levels, and to transform our global institutions. The end goal is to create a society that nourishes all life on earth, the imperative created by the profound global challenges we are facing. The lab is a launchpad where changemakers who share our vision come and explore collaborative possibilities to magnify their impact.

Together we can create possibilities no individual alone could achieve. By convening and supporting people committed to systemic transformation, our goal is to enable a thriving, collaborative, innovation community that will lead to the transformation we seek. This community is the Global Leadership Lab.This first lab was a prototype to explore, with some of our pioneering inner circle, the possibility of what we can create.

 

 

 Download Global Leadership Lab Work Product

The Art of Participatory Leadership and Social Innovation

In late August of 2012 a group of us launched the first "Art of Participatory Leadership and Social Innovation" event in California. This intensive was a 3-day program designed to help us learn simple yet powerful processes that build community, activate collective intelligence and foster individual and collaborative leadership practices.

Forward thinking leaders and other innovators showed up who were seeking higher impact ways to engage, inspire, and activate innovation and business value within their teams and stakeholders.

We spent three days together and learned simple yet powerful leadership and communication techniques that tap into the inspiration and collective brainpower of teams, and sparked and sustained our imagination to drive innovative thinking and foster high value output within our organization.  

We work on our very own unique and pressing challenges (not our predetermined ones). We left equipped with confidence, capabilities and a seriously comprehensive resource manual so that we could apply all that we did at work the the next business day.  

We connected with other emerging and evolving leaders, entrepreneurs and social innovators from California and around the world. Great ripples of action and synergy were found by collaborating with this exciting network of energetic and passionate people.

It.was.awesome.

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Weak Signal Research

Definition of a  weak signal

A  weak signal is typically a small innovation or disruption that has the potential to grow in scale and geographic distribution. A  signal can be:

• a new product,
• a new practice,
• a new market strategy,

• a new policy,
• a new technology,
• a new event,
• a local trend,
• an organization,
• a recently revealed problem or state of affairs.

In short, a weak signal is s something that catches our attention at one scale and in one locale and points to larger implications for other locales or even globally.

Weak Signals are useful for people who are trying to anticipate a highly uncertain future. They tend to capture emergent phenomenon sooner than traditional social science methods and turn our attention to possible innovations before they become obvious. Unlike indicators, they often focus our attention at the margins of society rather than the core. In this way, they are more likely to reveal disruptions and innovations.

Fractals

Complexity Chaos Collapse Community Creativity Compassion Why We Need New Ways of Thinking

Three Key thought leaders of our time are interviewed by Barry Boyce

Key Synthesis:

Adam Kahne:

The same old thing doesn’t work, Kahane says, because when it comes to complex, tough problems—global warming, food crises, civil war, terror, drugs, urban decay, persistent poverty—we have to go beyond the approaches that got us there in the first place.

Adam Kahane says our approach to the future must meet three criteria. It must simultaneously be systematic (not piecemeal and divided into silos), participative (involving many people’s ideas, energy, talent, and expertise), and emergent (able to move and adapt nimbly in a minefield of uncertainty). The hope is that we will act with courage and creativity; the fear is that if we don’t, the world will face debilitating collapse on many fronts.

Over the past several months, I have been poring over the books and papers of four thinkers looking for new ways to solve global problems: Kahane, who wrote Solving Tough Problems; Thomas Homer-Dixon, author of The Upside of Down; Paul Hawken, who wrote Blessed Unrest; and Meg Wheatley, author most recently of Finding Our Way: Leadership for an Uncertain Time. I interviewed each of them about the very difficult challenges the world faces today and what we can do that doesn’t simply amount to “the same old thing—but better.”

But it’s different when a problem is complex.

Mother Lode Post

Here are some links to further describe in detail some of the models, concepts and thought leaders I presented. Please feel free to post any comments as to what resonates with your work, practice and clients.

WOSonOS2008 Executive Leadership Session Notes

Session Notes from the World Open Space on Open Space Conference, San Francisco. July 21-23, 2008