Following my offer to discuss the company I mentioned in yesterday’s lecture, I decided that it is not appropriate for me to use them in this forum. I felt it may breach the trust we are working on developing. So I found the following site:
Note the quote they use by Paul Hawken. Jeremy referred to this yesterday. Also the Module 4 readings refer to this as well. It is based on an assumption that business is the only organisation powerful enough to achieve change. I tend to support this claim given the extreme difficulty we would have to build a comparable organisation from scratch and achieve the change we need in a timley manner. Remember this is not about “getting it right” but engaging people in critical dialogue, distilling some fundamental principles and then having a go.
Working in a science organisation but being trained as a social scientist and systems thinking, I see first hand the restrictive practise of reductionist scientific discipline. Paradigm shift is critical but at what cost? Are individuals going to be prepared to give up their academic identity for the sake of the planet?? Who knows but what I do know is that to be successful, the players (and that’s us too) must be able to hold multiple and often conflicting views of reality at the one time. A tall order and quite confronting but that is the nature of SDCA.
Changing paradigms, in my view, requires critical dialgoue to determine boundaries and frames of reference and then working on a process of “deframing” which allows individuals to deconstruct their current world view and reconstruct SDCA worldview.