Downloads & Resources

Integral City Collaborative Downloads

Click on the links below and download the conversation. 

The stationary Prezi for Integral City Collaborative can be found here.

Audio Downloads

June 11th Conversation
The Power of Collaboration with Harry Pickens, Alison Huff and Mark Steiner

June 18th Conversation
Compassion and Justice with Tom Williams, Mikal Forbush and Katie Gaughan

June 25th Conversation
Engaging Racism: Four Approaches To Addressing Systematic Racism with Carla Wallace

July 2nd Conversation

Embracing Fundamentalism: An Appreciative Approach with Jud Hendrix (also See Ego Development below)

July 9th Conversation

The Way of Innovation: Connecting the Eccentric Outside with the Conventional Inside with Mark Hogg, Jason D'Mello and Ryan Althause

July 16th Conversation
No Longer Bowling Alone: Creating "Third Spaces" For Community and Creativity with Beth Hinsen and Nick Covault

July 23rd Conversation
Fear of the Stranger: Shadow Projection and Immigration

July 30th Conversation
The Power of Story Telling with Darcy Thompson and Aimee Zaring

August 13th Conversation
Art As Social Change: Integrating the Left and Right Functions of the Brain

August 20th Conversation
Welcoming the Stranger: Interfaith Perspectives on Immigration

Webinar Resources

Ego Development: 9 Levels of Increasing Embrace
- by Susanne R Cook-Greuter Ed. D


 Previous Issues of New Possibilities Associates newsletter
Each month we offer articles on sustainable solutions to tough problems in environments of rapid change.

July, 2011
"You" Becomes "We" -- It is important to understand how people choose the word to address a group they are in: whether they say "You" or "We."

Being and Becoming: Newtonian Leadership in a Quantum World -- Western ways of making sense of our world are shaped by a pair of polar assumptions about the nature of reality that have their roots in pre-Socratic philosophy. Two thinkers from those times (circa 500-450 BCE) represent the duality well. Parmenides postulated that reality is constant, without change - he advanced the being view. Heraclitus held the becoming view - reality is all flux and change. These competing views have persisted and still underlie the differences in contemporary ways of thinking about how organizations work and how to lead.

June, 2011
An Organization Designed for the Future -- The organization of the future is over 50 years old. It is W. L. Gore & Associates, the manufacturer of Gore-Tex and over a thousand other products from guitar strings to industrial sealants and vascular grafts used in heart surgery.

Complexity and Ten Traits of Creativity -- Creativity is a central source of meaning in our lives. Most of the things that are interesting, important, and human are the result of creativity. What makes us different from apes-our language, values, artistic expression, scientific understanding, and technology-is the result of individual ingenuity that was recognized, rewarded, and transmitted through learning.

May, 2011
Theories of Change: Everyone Has At Least One -- Everyone has at least one theory about why and how change happens, whether they know it or not. We really can't help ourselves -- humans are theory building organisms. It's built into are DNA.

Catalytic Mechanisms -- Many groups and organizations get stuck early on in moving toward a big, new important goal. Catalytic mechanisms can help organizations get unstuck.

April, 2011
It's time to convene an inclusive, forward looking conversation on a sustainable future for the arts in Louisville -- With the current focus on change in the arts in Louisville, many questions are being asked and solutions proposed. But many of these questions and solutions are being discussed by the usual people, at the usual tables, using the usual processes, asking the usual questions and coming up with familiar solutions. To find new solutions and the breakthroughs that we need, it will take a new conversation.

Acumen Fund -- A pioneer of venture philanthropy, the Acumen Fund, turned ten years old in April, making it a good time to look at what they do, how far they have come and what they have accomplished.

March, 2011
Mr. Berry Goes to Washington -- What is the connection between Kentucky poet and activist Wendell Berry and the GAO report that identifies hundreds of overlapping government offices and programs that if merged or eliminated could save billions of dollars? The connection is an idea that Berry put forth in a 30-year-old essay called Solving for Pattern.

Working with Mystery -- One the most formidable challenges of our time is acknowledging and learning to deal with the unknown and to thrive in uncertainty. We must get comfortable with the idea that there is much in life that is unknowable. We must acknowledge and accept mystery.

February, 2011
Perspectives on Tucson -- The tragic shootings in Tucson sent our nation into spasms of grief and debate. It is difficult but worth the effort to try to put those events into perspective. Using the lenses of the loss cycle and moral imagination open the door for understanding and healing.

Gulf Spill Systems Failure -- "The blowout was not the product of a series of aberrational decisions made by a rogue industry or government officials that could not have been anticipated or expected to occur again. Rather, the root causes are systemic, and absent significant reform in both industry practices and government policies, might well recur," the Oil Spill Commission concluded.

January, 2011
Stillness -- To be able to listen to how the world wants to change requires the ability for stillness. Stillness is not inactivity-it is activity without movement. The capacity for stillness is the path to authentic engagement. It makes true, deep listening and seeing possible.

43 Quotes and a Story on Change

December, 2010
Listening for Understanding, Listening for Possibility -- One of the most important capacities of any leader is listening. Yet the relentless bias toward decisiveness and action competes with being able to really attend to what is going on in our lives, organizations and communities.

Living in Wicked Problems -- If you work in an organization that deals with long-term social, business or policy issues, then you may be living in wicked problems. They are those complex, ever changing societal and organizational problems that don't yield to our best efforts and resist simple definition and solutions. They are messy, devious, and they fight back when we try to "resolve" them.

November, 2010
Messes and Middles --How often do we have well-defined beginnings and endings to important things in our work, community or life?

Leading from the Future as It Emerges
-- Leading through change means recognizing our blind spots, working from our inner source and depending less on what happened in the past.

The Abundant Community
-- This year's most provocative book on community.

October, 2010

Leading from the Future --
Have you ever tried to drive a car by only looking in the rear-view mirrors - by using the feedback of where you have just been to steer the course for where you want to go?

The Craft and Art of Change
-- Order and uncertainty, causality and acausality exist in tension simultaneously. We need to learn to see, understand and work in both.

Louisville Sustainability Forum Featured in National Study on Informal Networks

September, 2010
Recognizing Our Blind Spot --
We know a great deal about what leaders do and how they do it. But we know very little about the inner place, the source from which they operate.

Three Ideas on How Change Works -- Our understanding of how change works in organizations and communities is much more like a mosaic of loosely related ideas than a unified theory - to see the pattern one has to step back from the individual pieces.

Thoughts on Changing the World

August, 2010

Balancing Being and Doing --
A sense of balance comes from the realization that being and doing must always exist simultaneously with each other, to one degree or another, in order for life to be experienced at all.

Adaptive vs Technical Leadership --
Adaptive leadership can help organizations and the people in them break through gridlocks, accomplish deep change and develop the adaptability to thrive in complex, competitive and challenging environments.

Community Change Principles --
Our familiar tools and knowledge do not equip to make the deep change we seek. These principles are what it takes to make change happen.

July, 2010

Rewards May Not Motivate Creativity -- In environments where people need to be creative, rewards and punishments can lead to lower levels of motivation.

Understanding Complexity -- To function successfully in environments of rapid change, it is critically important to recognize and understand how complexity is present and being experienced.

Clockware, Swarmware and the Gulf Oil Spill -- The tragic oil spill in the Gulf of Mexico offers a vivid illustration of why we must master both clockware and swarmware.

June, 2010

Eight Lessons About What Makes Change Happen

Working on the Edge -- To realize our visions it will take us choosing to work on the edge between chaos and order.

Lead with Clockware and Swarmware -- When life is far from certain, lead with clockware and swarmware in tandem.

 National study on power of informal networks featuring Louisville Sustainability Forum

Download Harwood Institute report submitted to Kettering Foundation here.

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