Il y a des leaders qui suggèrent d’acheter du Red Bull, certains s’ouvrent à l’innovation sociale et d’autres osent aller au delà de la consultation pour explorer la voie de la collaboration.
Il semble de plus en plus évident que nous sommes dûs pour une grande dose d’innovation dans nos manières de faire, tant au niveau de la politique que des affaires ou de la société civile. Je note ici trois textes qui convergent vers la nécessité de travailler à stimuler l’émergence de leaders qui sauront faire preuve de plus de sagesse et de profondeur pour s’engager dans l’action de manière éclairée.
Alex Steffen, dans The Great Disruption and the Need for Meaning:
I increasingly think that the crisis we face can’t be solved by tinkering with the parts of the systems on which we depend. It is going to take, instead, a fundamental rethinking and redesign of those systems — and that process is going to demand that we start to ask ourselves what, exactly, it is that we want from the life those systems will be designed to deliver. I think we will find that, at its core, our crisis today represents above all else a need for greater meaning, for purpose, for depth.
Otto Scharmer, dans The Blind Spot of Economic Thought:
what strikes me is how conventional the economic thought is that the current public discussion (including the Obama economic team) is applying to the situation. no one doubts that stimuli packages, re-regulation and temporary nationalization of banks are necessary. but is that all we can do? this still sounds like a 20th century mindset (markets vs. government) applied to a 21st century type of challenge (meltdown). what we will probably find out soon is that this no longer works. we cannot be successful by applying 20th century mindsets to 21st century problems. we need to approach problems of our age in new ways. in ways that illuminate the blind spot of contemporary economic thought: collective awareness based leadership.
conventional economic thought and policy assumes that the awareness (and preferences) of econmic actors are given. but in reality we know that this is not true. all real world deep change work revolves around helping communities and people to wake up to and start operating from a highler level of awareness (and self) which then gives rise to new types of collective creativity and action. that is the missing piece not only in the current approach to the crisis, but also in our way of making sense of what is going on.
Barry Schwartz dans une présentation faite en février 2009, The real crisis? We stopped being wise:
Barry Schwartz makes a passionate call for « practical wisdom » as an antidote to a society gone mad with bureaucracy. He argues powerfully that rules often fail us, incentives often backfire, and practical, everyday wisdom will help rebuild our world.
