*Initial Draft

Welcome to Fractal Continuums

(Designing Collaborations that Sustain)

from http://discoveryfuel.com/fractal-continuum/

(sustaining collaboration) an experiment that is critical to creating sustainable innovation


{contact VicDesotelle@DiscoveryFuel.com ... if you have interest in exploring what it means to have a 'Continuum' that persists after an event}

EASY LINK TO THIS PAGE:  http://budurl.com/FractalContinuums


FC = Fractal Continuums


pic by http://www.dreamstime.com/stock-photos-cool-fractals-swirls-spirals-image20813

The above image represents the 'Fractal Continuums' concept:

Each spiral image object is its own unique fractal identity, which can be seen to emerge from an initiated mother spiral subject. At the same time, each spiral is unified in its form, like an offspring that carries the initiate's DNA. Although separate in their [structures, processes, and patterns] all are also connected as a unified growing and changing whole. Note the interfering rope pattern that is interwoven within the image, which influences the community (could be positive or negative) and how defining the boundaries on an identity becomes less and less clear. This interference creates an additional differential that affects learning in the system. Its beauty comes from the dynamic emergencies, as the primary learning comes at the interfering boundaries; i.e. the differences each separate identity offers to the whole mosaic. I like to call this idea 'divinity' for 'divided unity', meaning both diversity and unification are happening at the same time. Both predictability and unpredictability are inherently 'permitted' within the whole as each new fractal subject is allowed to be itself, while also be connected to its greater community.



(B) Other small groups are forming around specific projects (e.g., government, health care) -- visit http://www.socialtext.net/colaboration/index.cgi?collaborative_projects


DRAFT Guidelines for working on the FC wiki:

1-Feel free to edit and/or add content or site structure (especially beauty!) as a fellow collaborator of the work.

2-For starters, until we get a bit better structure into the site (which you are welcome to devise), be sure to add a symbol or color that differentiates your content from others, such as using ***=jane or ###=bob (or whatever) next to each item you add.

3-If you choose to recommend items be removed, please do NOT delete them, but instead add a comment regarding such. This will keep us all from feeling 'deleted' in some way.

4-If you add pages, be sure to add a link on the home page so we can get to it.

5-What else needs to be added to these guidelines?



THEME DISCUSSIONS .... Dialog questions & insights about the "Fractal Continuum" Concept

  • What does a fractal orientation of a design continuum look like? How do we sustain the bifurcated energy created at a conference or group collaboration? What does an engagement look like that goes beyond its initiating container and becomes an evolving, ongoing, transformed state - one that goes beyond the vessel from which it was initiated? What identification-structures, process-tools, and pattern-identifiers can we use to sustain a collaborative momentum, without an organism (organization) falling back to its original bifurcation, state of being, or way of knowing?
  • We are a group who lives on the fringe of collective thinking. Our approaches push the limits of normalacy and contain aspirations of a consciously derived future. Review the idea of a 'fractal continuum'. Then, consider joining us in this journey into a post-modern labyrinth of change and transformation - A pathing process that leads us to a new cultural portal; entry that influences both the collective and the individual. Move with us into realms of design of design: formulations of innovation that have been never been known. Creation that, by its very nature, squeezes the juice out of unexpected thought, creating an elixir that tastes of wonder, inspiration, awe, and even the sacred and (w)holy.
  • We utilize ARTIFACTING (linear logistical archives and processes {i.e. mind generates outcomes}), along with STORYTELLING (nonlinear mythic metaphors and patterns {i.e. outcomes generate metaphors}) as interdependent primary modalities for shaping the collaboration continuum. Related to this, energies in the ongoing human interactions are considered more important than content or context.
  • Use dissonance in stories through newsletters to create interest and generate response.
  • I wanted to share my thoughts with you on follow on meetings right after a colab conference event occurs. I am seeing those gathering around a post colab meeting as a huge opportunity to move things forward, but it may not be as anyone (especially leads of conference itself) ‘intended’. For the seeds to design the ongoing collaboration flow (or continuum) is almost never a result of expected process or the ideas of those who initiated the conference, as to what’s next. In the idea of a fractal continuum, each ‘off spring’ emerges out of an intention that shows up in the moment must be harnessed, for they are indeterminate emergents that are a result of the initial whole. It is difficult even with powerful computers to predict their ‘birth’ or coming into reality. This idea can be correlated to people’s drive (inner passion) moving an intention that they have into a new born fractal identity and wanting to express theselves. When it happens it does not come from a predictability model - even the one who is stepping up to participate may not have anticipated their desire to play until the moment they do. Thus, structured meetings that abide by a previous planning process or flow expectation is not always the right thing to use as a guide for building an ongoing collaboration. Intent, desire, and presence (i.e. someone that wants to be at the meeting) weighs heavier than a preordained schedule and plan. The meeting then becomes organized more like an open-space model, where the fruit of the conference (colab) drops into the collective space as a proposed area of need or interest. From there the new life's seeds are planted deep within the soils of the collaboration where nourishment feeds its anticipated growth ... germination begins. (vic)
  • Extended collaboration comes by having others in the meeting that did NOT design it originally, but were participants in it. They provide the reflection or mirror for the rest of us that allows us to see what we can not see inside our own design forest. This issue is one of the mistakes that has continuously been made in the corporate structure: Designers (usually management only) gate out others that have insight and want to participate and offer what their experience was; even during a so-called review meeting. To bring others in at this time provides for a much healthier feedback system at work. The other way (i.e. excluding or not inviting those on the outside early on) actually generates a feed-forward system that often breaks down (explodes) the evolution of the work or project at hand. Either that or it isolates the learning so that the system is not being exposed to new (present) knowledge that can allow the organization (organism) to adapt accordingly. Timing is a factor here as well. The longer we wait to bring in others right after a product launch or conference or the like, the more into the noise participant feeback becomes; until it can not be either given nor heard anymore. ...   This then, is the transformation of ideas into an actions, which occur within a learning organization that is consciously guiding and operating itself as a self-adaptive system.And in this realm is where collaboration is most needed and most apparent.

DEFINING "COLLABORATION" (WHAT do we each think it is?)

Change-link: (The WHY of Collaboration)

there is a tight link between our inner sense of need for change and the desire for collaboration WHAT ARE THE RELATED POINTS AND ISSUES ?
  • x
  • y
  • z
  • add to this list for discussion and collectively decision making


Barriers to Collaboration


Questions To Be Addressed
  • How do we share with folks how to overlay their individual maps onto doug engelbart's map?
  • What ARE the right questions to ask when reviewing an experience that happened? (here are some suggested examples from email dialog: learning review and as such I think it's helpful to look at "What happened?" from various points of view and "Does this happen often?" in our community and "what can we do to improve so that our desired outcomes are easier to achieve?"
  • I awoke (as I often do) with my brain buzzing; this time with some questions that were triggered by Darla’s request:  Interacting with you all on these (and other) questions will help me to learn more about the workings of Doug’s model. “... It would really help me a lot if you could map what you just said here to Doug's work for context.  It will really help the knowledge transfer. Darla” I am starting here with the following present-state assumptions that are influenced by my personal beliefs about collaboration: In the early stages of entry into a system, the question is the answer; especially when attempting to create engagement. I assume that ‘engaging’ is far more critical than ‘informing’ in order to sustain the wellness of the community or system, or vitality of the organization or organism. In this case, innovation is always an implicit outcome rather than an explicit one. This is not the norm in our culture, especially because of an economic model that requires endless explicit inventions to be created and inserted into the system, else it dies. My questions are as follows:
  1. How does Doug E’s model (or anti-model) (a) detect ‘other’, then (b) select what to do, and (c) act (or not) upon/toward someone or something on the outside of the community/system? (In this case the community/system is the PFTF design team)
  2. If it is correct that Doug’s model is the chosen window for perceiving and also for making decisions, then how do the people using it direct/move/act-upon both dissonant and resonant knowledge that need decision-making?
  3. How does the model allow for shifts/changes/additions regarding definitions, processes, and patterns of collaboration? For example: how might we consider moving from mechanistic/systemic language descriptions to metabolic/organic ones? And how might this help/hinder collaboration experiences and outcomes?
  4. How is Doug’s model being used for our own meeting processes? Is it explicit or implicit to participants?
  5. How is ‘different’ and ‘same’ recognized, accepted, and/or rejected by the guiding group of people that are using Doug’s model?
  6. Where does emotional intelligence fit into the model and how does it play out in real gatherings and meetings?
  7. What is ‘knowledge’ in this model, how does it get ‘transferred’, to what or who, and how is it applied?
  8. How does the initial group using Doug's model deal with an external individual or group's desire who wants to engage or merge with initial group?
  9. How do I get an interview with Doug? ; ) ............ My thoughts for now, Vic
  10. How shall we manage the nonlinear set of relationships that occur as the group gets larger? 
  • (A) How is having a centrally shared group and institutional knowledge repository important? (B) When some feel the need to start their own repositories (even though they started within the initiating fractal structure), should they be allowed to do so? Why or why not? And how would a shared commons occur if this independence is 'allowed'? And how is the idea of "allowing" changing in the new context of managed knowledge and human relationships?

  • who
  • what
  • when
  • where
  • why
  • how


GUIDING PRINCIPLES ... that make collaboration effective

(note I believe that the rules/guidelines of facilitation must evolve if they are to be placed here, and/or in many cases they do not apply)

  • CONNECTING is a Fractal Continuum principle that overrides INFORMING
  • Moving social experiences from FRACTURED-PARTS into FRACTAL-WHOLES
  • Seek stories to be told from within the data that unfolds
  • Watch for METAPHOR that can bridge separate ideas into a collective human spirit
  • Note from Eileen re Program for the Future: We have collaboration guidelines from Doug Engelbart's work that provided the foundation for our CoLAB experiments. Key pieces are (1) Rules of Collaboration (beyond Robert's Rules of Order) - how we engage with one another (2) Roles - Making sure we have clarity roles so that people do not trespass into one another's creative space (thereby shutting down movement toward a vision) (3) Metrics for measuring success.
  • commitment to head heart gut integration built into all design collaboration processes
  • command vs leadership (what does it mean when a person take ownership?) http://discoveryfuel.com/leadership-ecology/a-twist-on-the-idea-of-professionalism-in-leadership/
    • Collaboration initiation principle: Do not advise, criticize, or debate with another. Just hold mutual regard for each other; make it safe.
    • a
    • b
    • c
  • Insight: "Discovery" has a dual nature and inverted vibration from "Fighting" ... And collaboration deals within both realms ... If we are (are we?) trying to move from argumentative (fighting stances) to insightful (discoverable glances), then what else do we need to consider to make colabs work? ...  think and dialog about this!
  • x
  • y
  • z
  • add to this list for discussion and collectively decision making



Tangible Collaboration Opportunities <-link
  • Drug markups shown to be 2,000% to $30,000% :  What would a collaboration look like (that emerges from PFTF efforts) that works to awaken and transform the pharma pricing system within health care? 

Tooling Ecology - Considerations

  1. Consider http://WebBrain.com
  2. http://VoiceThread.com (move up to community links)
  3. http://debategraph.org/Stream.aspx?nID=53411
  4. http://www.gmind.org/pftf/?da=stream
  5. https://wave.google.com/wave/#restored:wave:googlewave.com!w%252BTDOcOE52A.1
  6. http://Meetup.com
  7. tool for voting on ideas and moving into collaborative decision making
  8. create and use Nick K's wii pen/viewer/software interactive wall presentation tool set for all coming meetups
  9. http://ViewPath.net for project management, gantt charting, etc.
  10. http://FractalContinuums.ning.com as main doorway into group?
  11. decision making tools
  12. online collaboration for meetings
  13. Conscious Tool Design ... Tooling Ecology Considerations:
  • 1-Such as the issue of how humans evolve meaning through conversations (like we are doing right now by the way), and how it goes from meaning-lessness (chaotic) to meaning-full-ness (ordered) and then recycles – and how a tool needs to adapt to this as a part of a healthy reiterative design methodology?
  • 2-And how to allow for irritant’s points of views into the conversation because they usually have very critical information that impacts good decision making? 
  • 3-And how the tool must be careful when teasing apart a nonlinear thought process and turn it into one by particulating (or separating) concepts that are ecologically bound to each other? E
  • 4-Along with other things we talked about, such as how tool function influences generative dialog, or (the reverse) - how dialog can be restricted to a tool’s functionality? (i.e. Ideally the Tools inform Dialog —and-- the Dialog informs the tools) where ‘dialog’ for me is a primary interaction that enables (collaborative) ‘design’, which influences the sustainability of both the ongoing collaboration and the evolution of the design itself.
  • googlegroups conversation thread on this
14.    add to this list for discussion and collectively decision making


Models and Modeling that benefit or influence Collaboration

  • image an interactive presentation system that allows everyone in the room to share the models they use with clients and share them with others - what would that look like? - what would it aspire and motivate within us? - how would it help to move the continuum?
  • By Vic Desotelle: Consider a blend of a process called concentrix management with a structure called community design domains that takes our thinking to a meta level above the silos that we work in ... and why is that important? while including principles of sustainability as a way to catalyze new forms of innovation
  • using bohm dialog that allows us each to learn how to deeply listen to another who is presenting their model (ie we each get to present our models and be heard deeply while the rest of us get to learn how to not find problems to it but rather to use INQUIRY
    • move these presentations toward things that are useful projects, create pilots,
  • 5 elements of The Collaborative Organization, from Jim Kelly
  • x
  • y
  • z
  • add to this list for discussion and collectively decision making


Radical Proposals

All proposals must have the basic ingredients - including: title, theme, idea or concept description, tools people and resources needed to do it, a set of very specific deliverables, a list of anticipated outcomes, and (what else??) ...

  • Add links here that take us to your proposal
  • x
  • y
  • z

Collaborative Projects & Developments

(staying conscious of building an ecology of design, FC will look for linkings into other aspects of Colab design and development ... AND EACH OTHER )

  • how do we work together as consultants that are about collaboration but rarely collaborate with each other?
  • Eileen started a page for "Collaborative Projects." This is a bootstrap. Add anything we should say on this page. The idea is the PFTF is a "container" where people meet and get started with their own projects. http://www.socialtext.net/colaboration/index.cgi?collaborative_projects
  • concern and fear around trusting how people can work together and can the 'other' persons I bring in to collaborate with actually deliver?
  • these collaborative projects may become a 'radical proposal' above
  • creating a phasing process that allows/recognizes that trust takes time to build and for the group to be aware of that ...
  • issue of web based virtual teams
  • there is an initiation period
  • x
  • y
  • z


Collaboration Case Studies:

Stories and Tales of Success and Failure


  • x
  • y
  • z
  • add to this list for discussion and collectively decision making



OF ARTIFACTS AND MODELS; and LIBRARY OF STORIES, AND PEOPLES (bios: use ning: http://FractalContinuums.ning.com)

(What do we store for our future needs. And what might those needs be? How would the archive be used?)



LEARNING SYSTEMS: Looking at design from the perspective of learning and UNLEARNING is a crucial piece to the collaboration puzzle.

This video 'Astra Taylor on the Unschooled Life' is a woman presenter of high intelligence who grew up as an 'unschooled' child. It's a bit long, but hang in there because she hits on key points that I believe we need to build into the design of an ongoing colab experience. This kind of content can help us to go deep with our questions regarding the purpose and value of the main stream school system and how it has influenced our choices when bringing people together to collaborate. She suggests that what kills the learning process is our hiearchy leaders trying to control learning. Also note there 'learning' deals with an intimate connection with nature in their play time.

Screen shot 2010-03-05 at 1.58.05 PM.png http://www.youtube.com/watch?v=LwIyy1Fi-4Q

TAKE NOTES AS YOU LISTEN and gather key points that stand out for you, and we will experiment with cloud tagging, then putting video with tag into groupmind or voicethread tools.

  • key point about making a 'conscious choice' to not do things in the conventional way
  • no grading (how does this relate to how we set 'goals'?)
  • the idea that the abnormal is closer to what works for a given time than the institutionalized process
  • behavior is better because of not being indoctrinated
  • home schoolers are self directed and don't back off
  • why dont we ask why is school really necessary? and then the forced conclusions that get placed upon those questions
  • open schools considered a failed Utopian experience
  • our country's founders never went to school
  • the fear placed into parentst that their kids will loose their edge
  • what is the difference between education and imagination and how do each influence our culture?
  • cross pollination of subjects
  • how they tried regular school and notice negative behaviors like greed and petty points like not wearing deodorant and heckling and aggressiveness
  • boring does not come from being at home, it comes in the normal classroom
  • we have to learn because we want to
  • forced hours of time dealing with things they did not care about when at normal school
  • do we trust people can follow their inner guide and learn?, or do we feel they need to be led?
  • notice how many inventors, writers, creative anomalies dropped out of school
  • issue of subjects being separate from each other
  • upper class stays in control
  • influenced and facilitated but not led

How is collaboration related to -> innovation & organization?

What is the design message we want to share?

Could religious values be at the core of most conflict between people and be an obstacle that unconsciously separates & divides us and blocks effective collaboration ?

James Carrol on Constantine's Sword, the Religious Wrong, and the Need for Deep Dialog Across God-Belief Boundaries


What are the guidelines we can all agree upon to move from insight and suggestion into wise decisions that ultimately generate healthy solutions?

The Humanity of it all !

How do we build collaboration that allows for the messiness of being human?

  • A suggested read by vic on leadership ecology called a twist on professionalism that deals with the messiness of being human ... found at http://discoveryfuel.com/leadership-ecology/a-twist-on-the-idea-of-professionalism-in-leadership/
  • dealing with conflicts
  • seeing people as individual living souls rather than inanimate cogs in an unconscious machine
  • Might it be true that story is only a story if there is a crisis and loss involved?; how does that affect collaborational storytelling?
  • s
  • y
  • z


(for fringy lunatic types) ...

Screen shot 2010-03-04 at 4.05.07 PM.png

pic by http://www.lunaticfringeyarns.com/images/banner_header.jpg

Project Development and Strategic Planning

  • PFTF's COLAB2010 CONTINUUM - INITIAL DRAFT DESIGN PLAN (see new next steps below)
  • consider moving above emerging plan into http://ViewPath.net for project managment, gantt charting, etc.
  • add to this list for discussion and collectively decision making


(posted 3/4/10 by vic) (items are to be reviewed on 3/16)

Screen shot 2010-03-04 at 10.33.40 AM.png

Thanks to the all of you for your efforts so far. Our greatest hopefully FUN challenges have just begun ...

    1. Shaping a continuum charter and strategy that will be able to take the energy that happened, sustain it, and move it into generative solutions and projects.
    2. Nick is gathering the data from the event and we will be experimenting with algorithmsto form various kinds of clusterings (such as tag clouds) based on the days input from a wide variety of amazing folks.
    3. We also need to establish a first round way to keep folks connected based on our algorithm outcomes. I would like to try using voicethread.com to post imagery, clouds, audio/video clips to trigger conversations within and across table groupings, and within groupings.
    4. I (Vic) am going to need help shaping the socialtext ‘Fractal Continuum’ (FC) page http://*"www"<../../../../../fractal-continuums>**".socialtext.net/fractal-"<../../../../../fractal-continuums>**"continuums"<../../../../../fractal-continuums>* aesthetically appealing and usefully organized,ut for now I will be adding the insights relating to ‘continuation’ that came from the group and forming a few tools/pages for folks to step into. Somehow, I want Gopika'**s debategraph ef**forts http://debategraph.org/Stream.aspx?nID=53411to be the center of attention on the FC page.
    5. Tatyana and Aaditya, how to best use this GoogleWave platform to bring it all together ?
    6. Developing a continuous real-time to asyncronous ARTIFACT gathering process (maybe using GroupMindExpress concepts/tools) http://www.gmind.org/pftf/?da=stream that can help people evolve and build meaning, story, and metaphor into the creation of the continuum.
    7. I also gathered 1/2 dozen potential team members that are interested in joining us, so we now have a small team to (A) envision a path, (B) list objectives to tackle, and (C) initiate meetups (THRU PHONE CALLS?) that will keep people connected to that generative outcomes actually happen.
    8. The biggest subject in my mind that came up was: Can we actually create something with the existing drive for change within this group, without waiting for actual crisis to happen? (even though we are in one globally, it’s not personal enough for most everyone in that room yesterday in my view). So we’ll see.
    9. Let’s set a time to rehash, mashup, and move-forward together. Tomorrow morning is good for me. Or next Mon or Tues between 9 and 1. Please let me know a couple 60 min time periods when you can/want to meetup.

First Phase Release For Public Consumption

Developing a Primary Colab Evolutionary Interactive Engagement Map 

(ie use debategraph combined with voicethread?)

next steps that were determined at the 3/1 meeting:
      1. create a diversity of tag clouds using algorithms to cluster common and unique concepts to gather people around dialogs in voicethread (nick)
      2. use the mind map images to evolve the next level of conversation/collaboration; by making them voice thread pages (vic)
      3. build out debategraph and create links to voicethread pages that have mindmaps on them (gopika)



What Happens Next?  MOVING MOUNTAINS !!


pic by http://n2.cdn.spikedhumor.com/1/200000/25574_mountain_lake.jpg

  • x
  • y
  • z




Add to these notes, which will be synthesized and turned into actionable items within the above categories.


Meeting 1: Tues 3/1 

(vic notes from the actual colab)



  1. i was asked to create separate pages on the wiki for subjects that were generated so folks can evolve them (this request is important, but not sure a wiki is right tool)
  2. be sure the NEXT STEPS includes considerations for 'what's missing?'
  3. obstacles need to be addressed: what are the barriers or bombs that can/do destroy the post (or ongoing) collaboration process? ... things like command and control thinking and behavior, and .. the picking of low hanging fruit management theory is another killer
  4. Develop an emergent (i.e. they get defined and refined as we go) set of GUIDING PRINCIPLES
  5. Consider how to best incoporate the ABC model into the post colab process
  6. artifacting vs storytelling
  7. homeopathy as metaphor for how to tap into an energy field that is created after the solute is removed from the solution (a conference is this; and there must be subtle energies we can touch that catalyze a continuation of healing and revealing that defines the continuum energetically)
  8. how do we use today's data and information to CONNECT PEOPLE who want to and/or are creating amazing projects? (note that 'CONNECTING' is a Fractal Continuum principle that overrides 'INFORMING')
  9. the importance of accepting and understanding the value of DESIGN ITERATIONS (lots of them!) in the collaborative design process
  10. consider creating a list of ENTRY POINTS for collaborating together
  11. how do we evolve without having to go through a CRISIS? ** ... instead: how do we **raise pain awareness?**
  12. use of the 'imaginal cell' metaphor?**
  13. youth youth youth .. how to bring in and mentor the youth!
  14. we can hide inside a hierarchy, but we can not hide within a collaboration


Hello Fellow Colabrophites!
I met you at the PFTF Colab2010 design conference a few days ago. During that time, you seemed to have interest in participating in some way to design post-colab efforts. That's why you are receiving this invitation from me.
The group I have started at http://www.socialtext.net/fractal-continuums is called the "Fractal Continuums" (FC). It is VERY RAW indeed, but holds potential for us to co-develop guidelines and projects that will help enhance our individual and collective collaboration efforts.
When you get to the group’s wiki, you will find the FC page is seeded with my own thoughts and ideas regarding what I consider to be important issues to address and to concepts needing formulation as a part of evolving this work. As a fellow collaborator of the work, feel free to edit and/or add content, site structure, and beauty to it.
So, come join this emerging new 'Fractal Continuum' clan and dive into some healthy chaos and fun!
Vic Desotelle http://VicDesotelle.com
P.S. Let me know if you have trouble getting access to the page.


Meeting 2: Tues 3/9
(claudia b, nick k, gopika, vic)

-new site for fractal continuums pftf post colab team wiki
-using dimdim instead of skype today?
-what worked and what didnt?
-audio background noise difficult
-text graphics uploaded where?
-people at conf frustrated (especially if they were at last year)
-a window of opportunity (between frustrated and synical)
-use facebook to gather folks
-use wave to integrate stuff
-Explore leadership in virtual settings - how to empower people to be good leaders.
-Leadership vs Command
-Strategy vs Tactics - long term vision and short term executables
-How can we incorporate the murals into the strategic plans?
-Combine voice thread with maps.
-nick has typed something important
-Match makers and doers. Use the business table as a pilot.
-Voice thread and videos of models for collaboration that people can react to, collaborate on and result in action.
-Create strategy.  Use typical business planning methods in combination with more innovative design methods.  Strategy will be dependent on PFTF Vision and strategy (Engelbart).  But discussing how that works with other groups and individuals, since the collaborations are "inte-organizationalr"  versus the typical "intra-organizational"
-Discuss  and define ownership and decision making.  Are decisions group made, etc.?
-I think we need to give serious considerations to our post colab efforts being (in part) embedded inside 2ndLife


3/12 vic

I understand PFTF’s role as ‘C’. However, whether an A, B, or C type, the system as a whole has to be able to receive and move signals that are identified as inputs, suggestions, ideas, proposed initiatives, etc. into the light where others can receive its potential and possibly act upon it. This is what I was doing by sending this signal out. Questions like the one I sent are catalysts for action – action that often does not get a chance to happen unless the signal is sent into the community. Since I knew there are health-oriented collaborators with the system we have created, I offered my insight to see if anything may set off an alarm, or a trigger, or a passion held by someone within the community, which would initiate the gathering of people and information on the subject. Does this help you understand the intent of my little experiment here?

step X: Building a collaboration that results in generative action is time sensitive. Enabling a long term engagement is most potent immediately after a collaboration event. During this critical period, connections need to be made with event participants to inquire about their ongoing level and areas of interest.

Meeting 3: Tues 3/9

Explore leadership in virtual settings - how to empower people to be good leaders.
[3/9/10 10:28:12 AM] Gopika Kannan: Leadership vs Command
[3/9/10 10:35:42 AM] Gopika Kannan: Strategy vs Tactics - long term vision and short term executables
[3/9/10 10:38:25 AM] Gopika Kannan: How can we incorporate the murals into the strategic plans?
[3/9/10 10:39:11 AM] Gopika Kannan: Combine voice thread with maps.
[3/9/10 10:47:06 AM] Nick Kloski: nick has typed something important
[3/9/10 10:47:40 AM] Gopika Kannan: Match makers and doers. Use the business table as a pilot.
[3/9/10 10:48:56 AM] Gopika Kannan: Voice thread and videos of models for collaboration that people can react to, collaborate on and result in action.
[3/9/10 10:51:40 AM] Claudia Brenner: Create strategy.  Use typical business planning methods in combination with more innovative design methods.  Strategy will be dependent on PFTF Vision and strategy (Engelbart).  But discussing how that works with other groups and individuals, since the collaborations are "inte-organizationalr"  versus the typical "intra-organizational"
[3/9/10 10:53:01 AM] Claudia Brenner: Discuss  and define ownership and decision making.  Are decisions group made, etc.?


double click on this image and be amazed