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October 28, 2005 Issue 67
“When I am asked the question of how
long it takes me to do a piece of art or
a painting I usually will answer ‘all
of my life.’”
—Dan V. Lomahaftewa (1951–2005),
friend represents a world in us, a world
born until they arrive, and it is only
by this meeting that
a new world is born."
two powerful new ways to embed learning
in your organization!
on the book by David Hutchens, two new
presentations of Outlearning
the Wolves make it easier
for you to convey the power of continuous
learning throughout your organization!
Designed to reach beyond the single practitioner,
these new delivery formats allow broader
distribution of this deliciously silly
and deceptively simple fable. License
the e-learning module or buy the video
for your organization by December 31st
and receive a special introductory discount. Full previews of both presentations are
available. Contact Eric Kraus at 1-781-398-9700
or 1-800-272-0945 for details.
the Wolves E-Learning Module
for deployment to desktops enterprise
wide, this engaging
self-paced presentation delivers
the important lessons of the original
fable through delightful animations,
a discussion guide, and a new "Sheep
test your organizational learning
skills! Pricing is based on a licensing
fee and number of users/viewers. Requires
the Wolves: The Movie
by a large manufacturing company
for use with teams at all levels,
this humorous 20-minute dramatization
of the bestselling book will enliven
your next group training workshop
or classroom presentation.
FT004DVDI, $129 (introductory price),
color, 20 minutes; also available
video file format for easy network
us at Pegasus Communications, One Moody Street,
Waltham, MA 02453-5339. Send an email to firstname.lastname@example.org,
or call 781-398-9700. Web site: http://www.pegasuscom.com.
Order products, register for a conference, or
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or calling 800-272-0945.
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Pegasus Communications provides resources that
help people explore, understand, articulate,
and address the challenges they face in the
complexities of a changing world. Since 1989,
Pegasus has worked to build a community of
practitioners through The
Newsletter, books, audio and videotapes,
its annual Systems
Thinking in Action®
Conference, and other events.
here! They're here!
(see Pegasus Highlights)
a Science for the 21st Century:
Interview with Rose von Thater-Braan
on Concurrent Sessions
I Am Your New Neighbor
Interview with Rose von Thater-Braan:
Nourishing a Science for the 21st Century
von Thater-Braan (Tuscarora/Cherokee) is cofounder of the Native
American Academy, a network of Native and non-Native people engaged
in the study of Native science. She served as the director of education
at UC Berkeley’s Center for Particle Astrophysics for 11 years.
with Leroy Little Bear and Amethyst First Rider of the Native
Academy, will illuminate the value of relationship at the heart
of the Native world view in a keynote presentation at the 2005
more). In the following interview with Leverage
Vicky Schubert, Rose shares her perspective on the possibilities
for a way of knowing that embraces both Native and western principles.
work and training have given you an understanding of both western
and Native science paradigms. Is there an easy way to describe the
fundamental differences between these two ways of knowing?
My work in western science has focused on the culture of
the scientific community and the profound influence of western science
in the world. Western and Native science have two distinctly different
ways of seeing and of being in the world—both are valid and
important. In the western scientific method—which, as you
know, is only a few centuries old—scientists use mathematics
to describe subjects as large and complex as the essence of the
dark matter in the universe. By fragmenting the subject into pieces
which they study with depth and passion they discover principles
which they extrapolate to the whole.
is the knowledge held by Indigenous people around the world
has been gathered adapted, refined, and transmitted following precise
protocols, traditions, and values maintained since pre-history.
is a dynamic, inclusive knowledge which, like western science,
gives rise to new technologies. The core of Native science is
which reflects itself in our way of being in the world; we concern
ourselves with the interdependencies and relationships that
up the whole. We are not looking for a single solution or a comprehensive
answer or application. We observe, experiment, study, and enact
how the knowledge which emerges from relationship and the actions
we take influence and impact the harmony and balance of the
of which we are a part and to which we belong.
If you bring
those divergent world views into relationship, the discourse between
the two holds the potential for a paradigmatic shift and the emergence
of a new kind of science: A science of the 21st century.
the complete interview
about the 2005 Pegasus Conference
Annual Pegasus Conference
Embracing Interdependence: Effective and Responsible Action
in Our Organizations and the World
San Francisco, California, November 1416, 2005
on Concurrent Sessions
Concurrent sessions allow you to select a mix of skill building
and case-study options tailored to your own needs—Register
by October 31 to Save $200!
In addition to exploring the broader topics featured in our keynote
and forum presentations, you will have the opportunity to drill
down into specific applications of systems principles and learning
tools by choosing from among 24 diverse concurrent sessions. These
are formatted either as skill-building workshops or case studies
that allow you to start where you are and address your most critical
Skill-building workshops offer practical, hands-on tools for leveraging
the interdependencies in your organizations and beyond through disciplines
such as systems thinking, leadership, communities of learning, and
conversational practices. Examples include:
• Introduction to Systems Thinking, Parts I and II, with Ginny
• Going Deeper with Systems Archetypes, with Michael Goodman
• “Once Upon a Time”: Using Storytelling to Spark
Strategic Action, with Charles Alday, Michelle Boos-Stone, and Craig
• Living in the Question: A Path Toward Personal Mastery,
with Sarita Chawla and Ken Murphy
• Professional Learning Communities: Raising Student Achievement
Through Collective Inquiry, with Les Adelson and Ellen Dougherty
• Igniting the Spirit of Interdependence at Philips Electronics,
with Gerard Harkin and Evan Root
Case Studies give you a look at how other organizations are using
systemic tools to take more effective and responsible action, and
offer insight into how you might apply those skills in your own
setting. Examples include:
• The Nuts and Bolts of Transformational Change: Building
New Capacities in Ford’s IT Activity, with Jeremy Seligman
and Shelia Covert-Weiss
• Creating the Future Together at Bassett Healthcare, with
Sara Albright and Carolyn J.C. Thompson
• “Getting Better Together” to Leave No Child
Behind in the Pekin 108 (Illinois) School District, with Lynda Irvin
and Don White
• Realigning with Society: A Tobacco Company’s Long
Journey Forward, with Howard Willard, Stacey Smith, and Juanita
• Systems Thinking for the Public Good: The CDC’s Diabetes
Modeling Effort, with Drew Jones
• Gaining Traction on Complex Issues: Systems Thinking in
Developing Countries, with David Stroh and Jim Ritchie-Dunham
Learn more about these and other session options at the conference
website. The final discounted registration rate expires at the
end of this month. Act by October 31 to save $200 off the full registration
rate and open the door to an unparalleled learning opportunity.
Conference BrochureNow Available!
a copy of the final brochure for the 2005 Pegasus Conference.
Find out about the exciting sessions and dynamic presenters, along
with the many learning opportunities designed to build your skills
and give you the inspiration to face the challenges that lie ahead.
by October 31 to Save $200
Register through October 31 for only $1395 (a $200 savings!). When
you register, get a special subscription price for The Systems
Thinker Newsletteronly $89 for a one-year subscription
(regularly $109). Register
on our web site, or call 1-800-272-0945. Significant
team discounts are available for groups of 4 or more. Call Vicky
at 1-781-398-9700, or email firstname.lastname@example.org for details!
I Am Your New Neighbor
I have moved to everyone’s neighborhood. No, I am not talking
about my spate of real-estate acquisitions or my newfound mastery
of time and space. What I mean is that the reach of my thoughts
and actions has never been greater and their capacity to affect
the world never more profound. The ways I choose to live and work
have an impact on the ways others live and work, not just down the
block but across the planet. I toss a stone into the water, and
the ripples race away beyond my horizon for parts unknown, carrying
Well, I wish that were true, anyway…. Like many others, I
can no longer plead ignorance or pretend surprise when the trash
I throw over my fence (figuratively, of course) lands in my neighbor’s
backyard and poisons their dog, or worse. Even my best intentions
can have disastrous unintended consequences far removed from where
I stand. Am I still responsible, even if I can’t immediately
see over the horizon?
I think the only honest answer is “yes.” It is my responsibility
to continually seek to extend my vision, to see further. Doing so
requires a sort of personal moral discipline, i.e., an intention
to keep awake that sense of responsibility for knowing, as best
I can, and caring about the effects of my choices on others. Once
I know, then I can act, not hysterically, wildly, or compulsively,
but with concern, forethought, and a willingness to make adjustments
according to the results I get.
Needless to say, I discover many “horizons” right under
my nose; sometimes we’re most ignorant about the things that
are closest to us. At work, my blind spots often are related to
use of resources—cash, people, and ideas— and affect
the success of our efforts and the well-being of the people involved.
Some examples include launching into a new project without enough
preparation, causing an almost completed one to founder; not coordinating
the availability of talent with when that talent will be needed;
letting functional silos develop and persist; focusing too much
on short-term firefighting and not enough on long-range direction
and vision; and working harder and longer, but not smarter. Many
such problems arise from not fully recognizing the interdependencies
inherent in the system.
the complete article or see The Systems Thinker, V16N6 (August
to The Systems Thinker
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