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Jerry E Fluellen Jr (Jacksonville, FL)

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President Obama 2012: Learning, Leadership, and Change

OFN-Jax thanks for interviews

By Jerry E Fluellen Jr - Nov 3rd, 2009 at 12:43 am EST

Also listed in: 5 groups

Peace, Deirdre, Tammy, Phillip,Vivienne, Bruce, and Ingrid. Thanks so much for your interviews last Saturday. Your ideas add value to the research problem we have been exploring: How did a group of campaign volunteers become a learning organization?

Our last data to collect will be a video tape of at least one of the two shared vision workshops in the four part series. As we close in on a published shared vision for OFN-Jax, we also close the ethnographic study. A few members asked for another chance to interview so I am figuring out how to do a second round in December.

Love you all,

Jerry

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Tell them we are rising...draft update

By Jerry E Fluellen Jr - Oct 19th, 2009 at 6:27 pm EDT

Also listed in: 5 groups

Tell them we are rising An ethnographic study of The Obama Family Network of Jacksonville, Florida by Jerry E. Fluellen Jr. Abstract On the weekend of December 13, 2008, 4,000 House Meetings in our nation convened to plan service events. In Jacksonville, Florida, four such House Meetings were held. Of the four, two became official links in Organizing for America, the parent grassroots organization. Of the two, one aimed explicitly at becoming a learning organization. At the heart of The Obama Family Network of Jacksonville, Florida (OFN-Jax), is an example of education outside of school. This network of Jacksonville leaders engaged workshops embedded in monthly House Meetings as well as occasional think tanks to learn Peter Senge’s fifth discipline framework for learning organizations. So empowered with knowledge about Senge’s framework, leaders have been developing capacities for new thinking and new seeing with an eye on the 2012 Presidential campaign. But for now: how did a group of campaign volunteers for President Obama become a learning organization? Background Most research on Peter Senge’s fifth discipline framework rests on Fortune 500 companies and businesses. Rare is the study of a community organization made of campaign volunteers. But that becomes an opportunity to learn more about how an organization, outside of places of employment and schools, can start from scratch with the Senge framework. One such organization is The Obama Family Network of Jacksonville, Florida (OFN-Jax). A professor and researcher at MIT, Senge says a learning organization is one in which “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” OFN-Jax members have been systematically engaging workshops on Senge’s framework since its inception December 13, 2008. By the ninth House Meeting September 19, 2009 several members had also engaged a leadership think tank and a strategic planning session during the summer while the organization had been on recess. The think tank focused on an in depth understanding of Peter Senge’s concept of learning organization. Whereas, the strategic planning session organized four teams to carry out the emerging mission of OFN-Jax. So by House Meeting 9 October 17, 2009, OFN-Jax had a critical mass of members who had completed the think tank and a strategic plan to have teams create events in health care, political action, education and energy/economics. Was OFN-Jax starting to act as a learning organization? Were people expanding capacities? Were they engaging new and expansive patterns of thinking? Were collective aspirations set free? Were they learning how to learn together? Early findings suggest that members are knowledgeable about becoming a learning organization so they are “expanding new ways of thinking.” Eight members of the OFN-Jax leadership team participated in a think tank on July 11, 2009. They examined the concept of “learning organization” in depth and wrote responses for two thought demanding tasks. Consider the blog entry for Organizing for America—the national grassroots organization of which OFN-Jax is a member. The blog speaks to the leadership team’s awareness. July 11, 2009 marked a new day for The Obama Family Network of Jacksonville (OFN-Jax). Eight leaders in the network completed a three hour professional development think tank on the core concept in Peter Senge’s fifth discipline framework. While each monthly House Meeting for OFN-Jax featured a one hour workshop to explore a core concept in the five disciplines (personal mastery, shared vision, systems thinking, mental models, and team learning), this think tank took time to examine the very concept of learning organization itself. Leaders constructed an individual and collective understanding of learning organization while the membership was on summer recess. In addition to listening to a 10 minute clip from Senge’s audio book on the fifth discipline framework for learning organizations, practicing a 20 minute co-generative dialogue activity, and examining the concept critically in a power point slide show, leaders wrote about the learning organization and engaged six steps for creating one. The writing prompt was this: How do we become a learning organization? One leader made a list of 11 characteristics of a learning organization including “leverage multiple perspectives, skills, ideas and goal,” “discuss possibilities” and “respect all voices,” record our history, progress, and accomplishments” and, finally, “connect thoughts and themes to institutional actions.” Another member wrote, “we become a learning organization by keeping open minds. We respect other view-points in order to incorporate a variety of ideas into the organization. We focus our principles, purpose, and values in order to keep on track. We do now allow the organization to become stagnant or rigid. We remain nurturing and supportive of creative thought, ideas, and actions.” Another leader wrote, “we express our thoughts freely and respect each other’s ideas. We discuss our collective thoughts, mold them into collective aspiration and, then, act on them with one voice. If we do this every time we meet, we will evolve into the type of learning organization we desire.” Finally, a leader wrote, “We become a learning organization through our collective willingness to think new and see new. We value each member and all ideas. We rid ourselves of fear and work to increase individual and collective capacities. We teach and learn. We connect through meaningful dialogue. Because the group of leaders participating in the think tank will become a critical mass to help OFN-Jax evolve into a practicing learning organization, the activity for creating a learning organization was key. Like connecting the pieces of a puzzle, each leader responded to the six steps given in Peter Senge’s fieldbook for the fifth discipline. A completed puzzle emerged from this effort. Step one: If I had a learning organization… People would commit to learning, teaching, and doing. People would have fun. People would start with a blank slate. People would have common values and goals. They would work together to serve others. They would share a common vision. We would listen to each other. People would come with energy. They would feel valued and loved. People would give and grow, serve and reflect. Step two: enhancing the definition of learning organization People will build a vision, seek knowledge, and share ideas. People feel they are doing things that matter to them. People are more intelligent together than they are alone. Step three: what would a learning organization bring me…? If we became a learning organization, we would commit to intellectual engagement and service to others. We will be changed for the better. We would try new thinking. We would create together. We would change from the inside out and grow new capacities. People would feel they are doing something that mattered to them personally and to the larger world. No one would be killed for making a mistake. People would be free to inquire. I will be empowered. I will not be afraid to not know. I will learn. I will be enriched in my service. Every person in the organization is stretching and enhancing their capacities to create. People would share a vision. People would gain a sense of belonging to a great organization. Each member could say, “I am strong, smart, and creative.” Step four: picking and refining the top five characteristics of a learning organization Perhaps the most important characteristic emerging from the puzzle on learning organization for the participating leaders was “shared vision.” So many ideas fold into that one concept which happens to be the next of the five disciplines the overall organization will study when we resume in the fall. Additionally, John Naisbitt’s idea that the new basic skills of the 21st century were thinking, learning, and creating speaks to themes emerging from the collective response of OFN-Jax leaders. In brief, we seem to agree that in learning organizations, people think, learn, and create. As importantly, they create a shared vision. Step five: what stands in our way… Collectively, we identified several barriers to becoming a learning organization. These included fear, time, and energy. One leader said we should not take on too much. Another leader said old ways of thinking could stand in our way of becoming a learning organization. Still another said we could fail to listen. Step 6: I’ll know we’re making progress towards becoming a learning organization if… a cohesive and productive organization still exists, if a plan to move forward is in place, if we become sustainable. One leader summed this evaluative step as follows: If we “continue to gather and communicate, nurture and listen, include and conclude, we will be a learning organization. In all, eight leaders participating in the July 2009 OFN-Jax leadership think tank created a conversation about learning organizations. Are they the critical mass needed to transform the group? One month later, the leadership team met with Deirdre Johnson to plan, events, strategically, for the coming year and beyond. In this meeting, eight leaders of OFN-Jax had a chance to plan a tentative direction for the organization. They had a chance to learn together. August 22, 2009 at the University Park Library, eight leaders of OFN-Jax reached consensus that four events will be featured every quarter, every year. These events will correspond with four thematic areas, three of which draw directly from President Obama’s pillars of our future economy: health care, education, energy. The fourth area is political process. That means the leadership team elected to deal with themes of national concern and to do so every three months in ways that engages the community. Phillip Miner, who had taken the time to write and distribute a skeleton plan drafting the four themes, suggested political process as a new direction for the organization. Until now individuals from OFN-Jax have been involved (e.g. eight members from OFN-Jax serve on the Democratic Executive Committee), but the organization as a whole did not explicitly engage the public in the political process during its first nine months of life. Almost by accident and to its credit, OFN-Jax did an activity during a House Party held to honor President Obama’s first 100 days. Participants in the party responded to two questions posted on huge post-its. One question asked: What has President Obama accomplished during his first 100 days? Another question asked: What should President Obama do during his next 100 days. Responses were incorporated into fieldnotes and made part of the historical record of OFN-Jax. In the midst of doing the electric slide, eating, laughing, and talking with people at 2016 University Blvd North, the old staging site for the last three weeks of the presidential election, OFN-Jax participants and friends created knowledge. That suggested a model. OFN-Jax might engage the public in the political process through activities during a House Party. Such a social occasion might become an annual event as well. But to the point, Phillip’s four themes create a skeleton upon which to invite strategic participation in years to come. Thus, the 2009-2010 calendars of OFN-Jax events might include each quarter an event around the one of the themes health care, education, energy, and political process. With a plan in place to present at House Meeting 8, September 19, 2009, all four themes are likely to become strategic action areas of the work if the general body agrees. Each of these teams will foster the development of leadership. Also, it will provide prior knowledge of team learning when OFN-Jax reaches that point in its study of Peter Senge’s fifth discipline framework. Finally, each of the themes relate to the tentative, OFN-Jax strategic vision as follows: “Prepare leaders for the 2012 Presidential campaign.” Less obvious than the co-created themes were the ways the planning session marked a new stage in OFN-Jax’s development as a learning organization. Deirdre opened the meeting with our standing South African greeting “Sawa bona.” Participants responded “Sikhona.” Translated, Deirdre said, “I see you,” and the participants said “I am here.” In that brief exchange, people recognized one another as people—the mark of a learning organization in Peter Senge’s view. Then, the group formed a prayer circle, holding hands and saying some wish for the work of the day. Next, Jerry Fluellen led the group in a Qi Gong exercise to circulate chi in each person’s body as well as the group. Participants experienced silence as well as cosmic consciousness. Daryl Sherman started off the check in game. Deirdre had asked each leader to say something about why he or she was at the planning session. Then, Ingrid Fluellen introduced a power point slide show to summarize the history of OFN-Jax in its first nine months of life. Based on fieldnotes for seven House Meetings, reflections on two of three service projects, documents from a leadership think tank, and several blogs in the Organizing for America web site, we now know the organization is in the business of creating service projects, professional development, and knowledge. After Ingrid’s power point, Jerry facilitated a 10 minute co-generative dialogue allowing the group to exchange different views of the OFN-Jax history and new directions possible. All this, set the table for Deirdre’s facilitation of the planning session. The discussion that followed illustrated Senge’s view of dialogue featuring honest disagreements and creativity born from the honest differences. The group (Annette Bodie, Deborah Brillo, Ingrid Fluellen, Jerry Fluellen, Phillip Minor, Daryl Sherman, Deirdra Thompson, and Patricia Turintin) successfully created a draft strategic plan to present at the September House Meeting. The new season for OFN-Jax will begin with people working together to create what they truly want—a mark of a learning organization. Still with more data to collect (interviews, video-taped workshops on Senge’s “shared vision,” and fieldnotes for house meetings 8, 9, 10, and 11) the research problem has not been fully answered. How did a group of campaign volunteers for President Obama become a learning organization? The new season House Meeting 8 opened the new season for the Obama Family Network of Jacksonville on September 19, 2009 at the University Park branch of the public library. The interactive, three hour meeting began with a welcome back from our summer recess, a South African greeting (Sawa Bona/Sikhona—I see you. I am here), the prayer circle, Qi Gong, and a check in game to share responses to the question what do we want to know or want to know about a learning organization? The 19 or so participants made several mindful remarks as evident in the playback of themes drawn from their comments. Then, our attention turned to the workshop on Peter Senge’s fifth discipline framework. We engaged the first of four workshops to create a “shared vision” for OFN-Jax by January 2010. After a creative dramatics exercise to recapture the Spartacus story illustrating shared vision, we viewed a power point slide show to lock in place several critical thinking questions as well as to explore Senge’s definition of shared vision. Then, we engaged a vision building exercise for a clip art picture and a quotation from Alexander Dumas’ novel The Count of Monte Cristo. We addressed a set of thinking routines for the clip art and the literature: What is familiar? What is novel about the familiar? What is familiar about the novel? Finally, we completed a quick write on one of the knowledge as design questions posed in the power point slide show: Why does OFN-Jax need to create a shared vision? After the quick-write and listening to a few sample responses, we took a five minute break. The facilitation baton passed on to three other leaders who, then, guided us through an interactive power point on the history of OFN-Jax, an exploration of our link within the Organizing for America web site, and work on our strategic plan. We divided into four teams for each of the work themes for the 2009-2010 cycle. In one corner of University Park Library’s meeting room B, the political action team met. In another corner, the health care team met. In still another corner, the education team met. And in the middle of the room, the energy/economic team met. Each team had a representative spokesperson who reported the team findings. The teams will meet either face to face or online to continue working on their plans before the next meeting. Spokespersons will present progress reports. Our session closed with a check out game responding the following: What has stood out in President Obama’s administration? The Obama Family Network of Jacksonville, Florida will host House Meeting 9 on October 17, 2009 at the University Park Branch Library. Professional development at House Meeting 8 had members practicing another mark of a learning organization: “new and expansive thinking” about shared vision. Participants engaged the second of five disciplines in the Senge framework. At the core of the workshop was the following: “Why does The Obama Family Network of Jacksonville, Florida need to create a shared vision?” That was one of the questions posed in the power point slide show during the workshop. The question became a writing prompt for the quick write strategy. Answers were as follows. It is imperative that we all join in as a collective group to discuss and initiate a plan that will help better humankind. We must re-educate ourselves on every level in regards to civics and social studies. We need a shared vision for the following reasons: (1) to have buy-in about where we are going, (2) to know where we are going, (3) have maximum power to achieve what we want, (4) give members an opportunity to grow and learn, and (5) so that we’re always moving in a positive direction. Shared vision is the only way to keep us together working for change. It motivates more people to join us for the fight. Shared vision motivates members by giving them a sense of purpose, unity, and inclusion. Also, the process of creating a shared vision would allow members to become familiar with one another and being to feel like a team. Shared vision for OFN-Jax sets an example for members of the community who have lost hope and do not identify a vision. Shared visions for productive change can uplift others and spark interest in younger ones if they see real political progress. Politics control our lives. We have struggled so long we have lost most of the strength that has kept us alive until now. So we must stand for something that will move into the next generation and pull our people out of ignorance and poverty. Every business needs a business plan. We need our vision in order to develop an action plan. If we don’t know where we are going, we probably won’t get there and might not know it if we did. Shared vision will harmonize our efforts. Creating a shared vision is what a learning organization does. It gives direction. We learn what everyone is thinking. People who create a vision have a stake in its outcome. Someone once said, “without a vision the people will perish.” We need a shared vision to survive. A shared vision is needed in order for OFN-Jax to be strong and unified in its mission to develop leaders for the 2012 campaign. Shared vision helps groups to stay focused on what we want to accomplish in the future for ourselves, community, nation, and world. With shared vision we will accomplish more and less time will be spent in disputes. We won’t need to argument about “What do we do now?” or “What do we do next?” If we are committed to maintaining shared vision we will remain on track and together. Unity. Great things don’t happen until we unite and work together as one. Our partnership is very important in both learning and growing as an organization. As individuals we bring many thoughts and ideas to the table, but it is through our coming together as one that we grow and mature as an organization. Shared vision creates a common connection for OFN-Jax. It guides us as we serve, work, and learn together. A shared vision will require compromise and adjustment, teaching us to “see one another.” A shared vision will sustain us when conflicts surface, and it will remind us of our oneness—our common commitment with one another. A shared vision will unite the group and keep us focused on creating, acting, and finding new ways to accomplish our goals. Unity creates positive intensity for our goals, allowing us to think outside of the box, making us hungry for new ideas. A group with a shared vision will reach for change and hope. We need a shared vision to unite our minds, hearts, and wills—to become a change force in Duval County. At the core, shared vision means the capacity to create ideas about what we truly want. People blend personal visions into a whole. People blend self with other. People learn to love and respect one another. People learn to lead from the emergent future and not the past. People can use the shared vision to create sustainability. With a shared vision in hand, each person in OFN-Jax will be able to say what the organization is about. Our common society needs direction for the good of all citizens. If one is left behind, it damages the whole. We are individuals who are connected by roads, rivers, time, and space: one child, one senior, one boy, one girl, one man, one woman. Ubuntu! The change we seek is the prize. A society that values all of its members creates a more perfect union. There is no right or wrong in shared vision. The general consensus determines the grass root for continuous growth in a learning organization. For the vision to grow, OFN-Jax must continue to fight. Don’t give up. Be prepared for the enemy. Shared vision prepares OFN for a better future. In a learning organization there has to be a shared vision. In a group without a sole leader or dictator situation, the members won’t be working toward a central goal unless it’s been created. To take the opinions of each member from our group and draw a shared goal or vision would be demonstrating the heart of democracy. Everyone should have a voice and should be working for the same general goal. It’s what President Obama is doing. We can take our ideas and complete them as he reaches across the political party lines and does the same. The OFN needs a shared for he betterment of our lives, government, and quality of life for future generations. We need a government that listens and shares our vision and philosophy. We want better health care, education, and economy. We want our government to evolve in the future. OFN-Jax needs to create a shared vision in order to grow itself in the future. It needs a shared vision to be sustainable. Many hands make easy work. Many minds increase value. Many ideas can unite a common theme. Consider the ant. In a colony, each ant works diligently on their proscribed detail. Then, the picture comes to mind of them carrying loads uniformally (on their heads as it were). They are fluid. They are in step with each other. They are humming. They are fully engaged and committed to the idea of unity and movement. A song rises in the air. Now we are excited to be dedicated to a shared vision. We’re committed to sustainability. In order to motivate its members by giving them a sense of purpose, unity, and inclusion. Also, the process would allow members to become familiar with one another and begin to feel like a team. OFN-Jax House Meeting 9 Fieldnotes “Sawa bona.” “Sikhona.” After our standing greeting to recognize one another’s humanity, the facilitator organized us into our circles for prayer, Ji Gong, and the check in game. Our check in game took a new twist because instead of responding to a prompt, each person took turns reading one of the responses from the quick write activity in House Meeting 8. The question had been this: Why does OFN-Jax need a shared vision? We read most of the 19 responses placed on a word processed set of pages. The responses set a tone for the second of four workshops on Peter Senge’s “shared vision discipline.” We opened with a game requiring us to work together to achieve a common goal. The “whojaleepod game had us passing around an object with a chain of questions leading back to the source who, in turn, gave a chain of answers until the “whojaleepod” got back home. Then, one of our members read dramatically an email from President Obama to the people of our nation. He called us to action. We responded to the reading with our views of what was familiar and what was novel—a vision building activity. At the core, the workshop featured a Carousel Game. We discussed four critical thinking questions then wrote answers on huge post-its placed around the room imitating a carousel. Then, members took turns read answers aloud to the group. In sum, we explored the following: (How did Peter Senge define learning organization? (2) How does shared vision compare with personal mastery? (3) How has President Obama been creating with us a share vision of a 21st Century government? (4) What is missing from our questions on shared vision? We are now prepared to engaged the Senge steps for writing a shared for vision of OFN-Jax. At our third shared vision workshop, we will draft a shared vision for The Obama Family Network of Jacksonville, Florida. We will present the draft for editing at the December 2009 House Meeting (our anniversary). By January 2010, we will have a published a shared vision to guide our work including our four teams. What’s going on in Obama world featured reports from the four teams and a co-generative dialogue about President Obama’s news release on accepting the Nobel Peace Prize and related topics. As a highlight of this session, we opened our cell phones and called Senator Nelson to ask for his support of health care reform including the public option. Our check out game asked us to reflect on what surprised us in the meeting. Few of us were surprised about the highly quality thoughts and fun. Many of us were inspired. Note that as a house keeping item we signed research release forms for the ethnographic study. Interviews will take place at University Park Library on October 31, 2009 from 2 to 5 PM. The ethnographer will call each person to make an appointment. Our next House Meeting will be on the second Saturday in November instead of usual third. Thus, the date will be November 14, 2009 at University Park Library from 2:00PM to 5:00PM. New questions related to our research problem (1) How do people expand their capacities to “create the results they truly desire? (2) How do they engage “new and expansive patterns of thinking?” (3) How does the organization set free “collective aspiration?” (4) How do people “continually learn how to learn together?”

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OFN-Jax HM9 2009

By Jerry E Fluellen Jr - Oct 19th, 2009 at 6:22 pm EDT

Also listed in: 5 groups

OFN-Jax House Meeting 9 Fieldnotes “Sawa bona.” “Sikhona.” After our standing greeting to recognize one another’s humanity, the facilitator organized us into our circles for prayer, Ji Gong, and the check in game. Our check in game took a new twist because instead of responding to a prompt, each person took turns reading one of the responses from the quick write activity in House Meeting 8. The question had been this: Why does OFN-Jax need a shared vision? We read most of the 19 responses placed on a word processed set of pages. The responses set a tone for the second of four workshops on Peter Senge’s “shared vision discipline.” We opened with a game requiring us to work together to achieve a common goal. The “whojaleepod game had us passing around an object with a chain of questions leading back to the source who, in turn, gave a chain of answers until the “whojaleepod” got back home. Then, one of our members read dramatically an email from President Obama to the people of our nation. He called us to action. We responded to the reading with our views of what was familiar and what was novel—a vision building activity. At the core, the workshop featured a Carousel Game. We discussed four critical thinking questions then wrote answers on huge post-its placed around the room imitating a carousel. Then, members took turns read answers aloud to the group. In sum, we explored the following: (How did Peter Senge define learning organization? (2) How does shared vision compare with personal mastery? (3) How has President Obama been creating with us a share vision of a 21st Century government? (4) What is missing from our questions on shared vision? We are now prepared to engaged the Senge steps for writing a shared for vision of OFN-Jax. At our third shared vision workshop, we will draft a shared vision for The Obama Family Network of Jacksonville, Florida. We will present the draft for editing at the December 2009 House Meeting (our anniversary). By January 2010, we will have a published a shared vision to guide our work including our four teams. What’s going on in Obama world featured reports from the four teams and a co-generative dialogue about President Obama’s news release on accepting the Nobel Peace Prize and related topics. As a highlight of this session, we opened our cell phones and called Senator Nelson to ask for his support of health care reform including the public option. Our check out game asked us to reflect on what surprised us in the meeting. Few of us were surprised about the highly quality thoughts and fun. Many of us were inspired. Note that as a house keeping item, we signed research release forms for the ethnographic study. Interviews will take place at University Park Library on October 31, 2009 from 2 to 5 PM. The ethnographer will call each person to make an appointment. Our next House Meeting will be on the second Saturday in November instead of usual third. Thus, the date will be November 14, 2009 at University Park Library from 2:00PM to 5:00PM. Read More »

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House Meeting 10

By Jerry E Fluellen Jr - Oct 19th, 2009 at 6:16 pm EDT

Also listed in: 4 groups

House Meeting 10 The Obama Family Network of Jacksonville, Florida (OFN-Jax) November 14, 2009 University Park Branch of the Jacksonville Public LibraryMeeting Room B University Blvd NorthJacksonville, Florida2:00 PM to 5:00 PM

A professor and researcher at MIT, Senge says a learning organization is one in which

“people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” Peter SengeThe Fifth Discipline
Draft strategic vision: Prepare leaders for President Obama’s 2012 campaign. The circles (45 minutes) · Welcome circle: Greet your neighbor with the words “Sawu bona” (I see you). Answer, “Sikhona” (I am here.) · Housekeeping (Sign in sheets, restrooms, release forms, interview schedule)· Prayer circle · Qi Gong circle · Check in game: My name is____, and I am checking in. (Each person will please read one of the answers from the Shared Vision Carousel Game from House Meeting 9. We will hear some responses more than once.) The workshop (60 minutes) Shared vision {See “OFN-Jax Workshop in Shared Vision (3 of 4).”}Today we will draft a shared vision. What is going on in President Obama’s world? (75 minutes) · Fieldnotes from House Meeting 9 Brief progress reports from team spokespersons for health care, political action, education, energy/economy, and political action/5 minute limit per speaker) · Co-Generative Dialogue (topic: Our call to action) Note in co-generative dialogue there are a few rules: no one voice has privilege, agree to disagree, before disagreement paraphrase the other persons view, create collective insights.· Check out game: My name is____, and I am checking out. What I learned today was… House Meeting 11: December 19, 20092 to 5 PM University Park Library jf/101709 OFN-Jax Workshop in Shared Vision (3 of 4) Goal: understand how to create a shared vision by January 2010. Today we play a carousel game to answer a set of critical thinking questions about shared vision. 1. Warm up game: “Pass the “whojaleepod.” (Working together to accomplish what no one person can do alone)2. Vision building activity: What is familiar? What is novel? 3. Power Point Slide show on shared vision4. Creating a shared vision

Four workshops on shared vision

1. shared vision introduction2. shared vision carousel game3. shared vision draft 4. shared vision draft reviewed for publication

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OFN-Jax new season

By Jerry E Fluellen Jr - Oct 17th, 2009 at 7:48 pm EDT

Also listed in: 4 groups

The new season House Meeting 8 opened the new season for the Obama Family Network of Jacksonville on September 19, 2009 at the University Park branch of the public library. The interactive, three hour meeting began with a welcome back from our summer recess, a South African greeting (Sawa Bona/Sikhona—I see you. I am here), the prayer circle, Qi Gong, and a check in game to share responses to the question what do we want to know or want to know about a learning organization? The 19 or so participants made several mindful remarks as evident in the playback of themes drawn from their comments. Then, our attention turned to the workshop on Peter Senge’s fifth discipline framework. We engaged the first of four workshops to create a “shared vision” for OFN-Jax by January 2010. After a creative dramatics exercise to recapture the Spartacus story illustrating shared vision, we viewed a power point slide show to lock in place several critical thinking questions as well as to explore Senge’s definition of shared vision. Then, we engaged a vision building exercise for a clip art picture and a quotation from Alexander Dumas’ novel The Count of Monte Cristo. We addressed a set of thinking routines for the clip art and the literature: What is familiar? What is novel about the familiar? What is familiar about the novel? Finally, we completed a quick write on one of the knowledge as design questions posed in the power point slide show: Why does OFN-Jax need to create a shared vision? After the quick-write and listening to a few sample responses, we took a five minute break. The facilitation baton passed on to three other leaders who, then, guided us through an interactive power point on the history of OFN-Jax, an exploration of our link within the Organizing for America web site, and work on our strategic plan. We divided into four teams for each of the work themes for the 2009-2010 cycle. In one corner of University Park Library’s meeting room B, the political action team met. In another corner, the health care team met. In still another corner, the education team met. And in the middle of the room, the energy/economic team met. Each team had a representative spokesperson who reported the team findings. The teams will meet either face to face or online to continue working on their plans before the next meeting. Spokespersons will present progress reports. Our session closed with a check out game responding the following: What has stood out in President Obama’s administration? The Obama Family Network of Jacksonville, Florida will host House Meeting 9 on October 17, 2009 at the University Park Branch Library.

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Tell them we are rising: OFN-Jax Story

By Jerry E Fluellen Jr - Sep 7th, 2009 at 6:34 am EDT

Also listed in: 5 groups

Tell them we are rising: Story of OFN-Jax by Jerry E. Fluellen Jr. Abstract On the weekend of December 13, 2008, 4,000 House Meetings in our nation convened to plan service events. In Jacksonville, Florida, four such House Meetings were held. Of the four, two became official links in Organizing for America, the parent grassroots organization. Of the two, one aimed explicitly at becoming a learning organization. At the heart of The Obama Family Network of Jacksonville, Florida (OFN-Jax), is an example of education outside of school. This network of Jacksonville leaders engaged workshops embedded in monthly House Meetings as well as occasional think tanks to learn Peter Senge’s fifth discipline framework for learning organizations. So empowered with knowledge about Senge’s framework, leaders have been developing capacities for new thinking and new seeing with an eye on the 2012 Presidential campaign. But for now: how did a group of campaign volunteers for President Obama become a learning organization? Background Most research on Peter Senge’s fifth discipline framework rests on Fortune 500 companies and businesses. Rare is the study of a community organization made of campaign volunteers. But that becomes an opportunity to learn more about how an organization, outside of work and school, starts from scratch with the Senge framework. One such organization is The Obama Family Network of Jacksonville, Florida (OFN-Jax). A professor and researcher at MIT, Senge says a learning organization is one in which “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” OFN-Jax members have been systematically engaging workshops on Senge’s framework since its inception December 2008. Thus, an ethnographic study of OFN-Jax can create a story about another dimension of education—professional development in a grassroots community organization. How did a group of campaign volunteers become a learning organization? This research problem emerged from themes coded in the first set of fieldnotes for OFN-Jax monthly house meetings. Future data collection to create a story addressing the research problem will derive from subsequent coded fieldnotes on House Meetings and observations of blogs in Organizing for America’s web site (June 2009 to December 2009), two leadership think tanks (July 2009 and January 2010), dialogue interviews with at least five leaders in The Obama Family Network of Jacksonville, Florida (October 2009), and, finally, one video tape of a professional development workshop on Senge’s fifth discipline framework including a co-generative dialogue session (December 2009). The ethnographic story will add value to reflections about a newly minted group. Early findings suggest that members are knowledgeable about becoming a learning organization. Eight members of the OFN-Jax leadership team participated in a think tank on July 11, 2009. They examined the concept of “learning organization” in depth and wrote responses for two thought demanding tasks. Consider the blog entry for Organizing for America—the national grassroots organization of which OFN-Jax is a member. The blog speaks to the leadership team’s awareness. July 11, 2009 marked a new day for The Obama Family Network of Jacksonville (OFN-Jax). Eight leaders in the network completed a three hour professional development think tank on the core concept in Peter Senge’s fifth discipline framework. While each monthly House Meeting for OFN-Jax featured a one hour workshop to explore a core concept in the five disciplines (personal mastery, shared vision, systems thinking, mental models, and team learning), this think tank took time to examine the very concept of learning organization itself. Leaders constructed an individual and collective understanding of learning organization while the membership was on summer recess. In addition to listening to a 10 minute clip from Senge’s audio book on the fifth discipline framework for learning organizations, practicing a 20 minute co-generative dialogue activity, and examining the concept critically in a power point slide show, leaders wrote about the learning organization and engaged six steps for creating one. The writing prompt was this: How do we become a learning organization? One leader made a list of 11 characteristics of a learning organization including “leverage multiple perspectives, skills, ideas and goal,” “discuss possibilities” and “respect all voices,” record our history, progress, and accomplishments” and, finally, “connect thoughts and themes to institutional actions.” Another member wrote, “we become a learning organization by keeping open minds. We respect other view-points in order to incorporate a variety of ideas into the organization. We focus our principles, purpose, and values in order to keep on track. We do now allow the organization to become stagnant or rigid. We remain nurturing and supportive of creative thought, ideas, and actions.” Another leader wrote, “we express our thoughts freely and respect each other’s ideas. We discuss our collective thoughts, mold them into collective aspiration and, then, act on them with one voice. If we do this every time we meet, we will evolve into the type of learning organization we desire.” Finally, a leader wrote, “We become a learning organization through our collective willingness to think new and see new. We value each member and all ideas. We rid ourselves of fear and work to increase individual and collective capacities. We teach and learn. We connect through meaningful dialogue. Because the group of leaders participating in the think tank will become a critical mass to help OFN-Jax evolve into a practicing learning organization, the activity for creating a learning organization was key. Like connecting the pieces of a puzzle, each leader responded to the six steps given in Peter Senge’s fieldbook for the fifth discipline. A completed puzzle emerged from this effort. Step one: If I had a learning organization… People would commit to learning, teaching, and doing. People would have fun. People would start with a blank slate. People would have common values and goals. They would work together to serve others. They would share a common vision. We would listen to each other. People would come with energy. They would feel valued and loved. People would give and grow, serve and reflect. Step two: enhancing the definition of learning organization People will build a vision, seek knowledge, and share ideas. People feel they are doing things that matter to them. People are more intelligent together than they are alone. Step three: what would a learning organization bring me…? If we became a learning organization, we would commit to intellectual engagement and service to others. We will be changed for the better. We would try new thinking. We would create together. We would change from the inside out and grow new capacities. People would feel they are doing something that mattered to them personally and to the larger world. No one would be killed for making a mistake. People would be free to inquire. I will be empowered. I will not be afraid to not know. I will learn. I will be enriched in my service. Every person in the organization is stretching and enhancing their capacities to create. People would share a vision. People would gain a sense of belonging to a great organization. Each member could say, “I am strong, smart, and creative.” Step four: picking and refining the top five characteristics of a learning organization Perhaps the most important characteristic emerging from the puzzle on learning organization for the participating leaders was “shared vision.” So many ideas fold into that one concept which happens to be the next of the five disciplines the overall organization will study when we resume in the fall. Additionally, John Naisbitt’s idea that the new basic skills of the 21st century were thinking, learning, and creating speaks to themes emerging from the collective response of OFN-Jax leaders. In brief, we seem to agree that in learning organizations, people think, learn, and create. As importantly, they create a shared vision. Step five: what stands in our way… Collectively, we identified several barriers to becoming a learning organization. These included fear, time, and energy. One leader said we should not take on too much. Another leader said old ways of thinking could stand in our way of becoming a learning organization. Still another said we could fail to listen. Step 6: I’ll know we’re making progress towards becoming a learning organization if… a cohesive and productive organization still exists, if a plan to move forward is in place, if we become sustainable. One leader summed this evaluative step as follows: If we “continue to gather and communicate, nurture and listen, include and conclude, we will be a learning organization. In all, eight leaders participating in the July 2009 OFN-Jax leadership think tank created a conversation about learning organizations. They will become the critical mass needed to transform the whole system. But the story of OFN-Jax’s growth from group to learning organization is still to come. For example, one month later, the leadership team met with Deirdre Johnson to plan, events, strategically, for the coming year and beyond. On August 22, 2009 at the University Park Library, eight leaders of OFN-Jax reached consensus that four events will be featured every quarter, every year. These events will correspond with four thematic areas, three of which draw directly from President Obama’s pillars of our future economy: health care, education, energy. The fourth area is political process. That means the leadership team elected to deal with themes of national concern and to do so every three months in ways that engages the community. Phillip Miner, who had taken the time to write and distribute a skeleton plan drafting the four themes, suggested political process as a new direction for the organization. Until now individuals from OFN-Jax have been involved (e.g. eight members from OFN-Jax serve on the Democratic Executive Committee), but the organization as a whole did not explicitly engage the public in the political process during its first nine months of life. Almost by accident and to its credit, OFN-Jax did an activity during a House Party held to honor President Obama’s first 100 days. In the midst of doing the electric slide, eating, laughing, and talking with people at 2016 University Blvd North, the old staging site for the last three weeks of the presidential election, OFN-Jax created a carousel game. The walls in the room used for dining featured huge post-its, each with a question inviting a response. The questions helped people to reflect on the first 100 days of President Obama’s administration. At the end of the party, an OFN-Jax member collected the responses and published them for members to examine at the next House Meeting. That suggested a model. OFN-Jax might engage the public in the political process through activities during a House Party. Such an event might become a major fund raiser as well. But to the point, Phillip’s four themes create a skeleton upon which to invite strategic participation in years to come. Thus, the 2009-2010 calendars of OFN-Jax events might include each quarter an event around the one of the themes health care, education, energy, and political process. With a plan in place to present at House Meeting 8, September 19, 2009, all four themes are likely to become strategic action areas of the work. Each of these teams will foster the development of leadership and provides prior knowledge of team learning. When OFN-Jax reaches that point in its study of Peter Senge’s fifth discipline framework, members will have experiences with team learning and be better able to understand the more academic concepts of why team learning is vital in a learning organization. Finally, each of the themes relate to the tentative, OFN-Jax strategic vision as follows: “Prepare leaders for the 2012 Presidential campaign.” Less obvious than the co-created themes were the ways the planning session marked a new stage in OFN-Jax’s development as a learning organization. Deirdre opened the meeting with our standing South African greeting “Sawa bona.” Participants responded “Sikhona.” Translated, Deirdre said, “I see you,” and the participants said “I am here.” In that brief exchange, people recognized one another as people—the mark of a learning organization in Peter Senge’s view. Then, the group formed a prayer circle, holding hands and saying some wish for the work of the day. Next, Jerry Fluellen led the group in a Qi Gong exercise to circulate chi in each person’s body as well as the group. Participants experienced silence as well to tap cosmic consciousness. Daryl Sherman started off the check in game. Deirdre had asked each leader to say something about why he or she was at the planning session. Then, Ingrid Fluellen introduced a power point slide show to summarize the history of OFN-Jax in its first nine months of life. Based on fieldnotes for seven House Meetings, reflections on two of three service projects, documents from a leadership think tank, and several blogs in the Organizing for America web site, we now know the organization in the business of creating service projects, professional development, and knowledge. After Ingrid’s power point, Jerry facilitated a 10 minute co-generative dialogue allowing the group to exchange different views of the OFN-Jax history and new directions possible. All this, set the table for Deirdre’s facilitation of the planning session. The discussion that followed illustrated Senge’s view of dialogue featuring honest disagreements and creativity born from the honest differences. The group (Annette Bodie, Deborah Brillo, Ingrid Fluellen, Jerry Fluellen, Phillip Minor, Daryl Sherman, Deirdra Thompson, and Patricia Turintine) successfully created a draft strategic plan to present at House Meeting 8. The new season for OFN-Jax will begin with people working together to create what they truly want—mark of a learning organization.

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OFN-Jax ethnographic study talk at Penn

By Jerry E Fluellen Jr - Aug 23rd, 2009 at 12:35 am EDT

Also listed in: 5 groups

Tell them we are rising: An ethnographicstudy of The Obama Family Network of Jacksonville By Jerry E. Fluellen Jr. and Ingrid K. Fluellen Co-founders of the Obama Family Network in Jacksonville, Florida ProposalCenter for EthnographyUniversity of Pennsylvania31st Ethnography and Education Research ForumFebruary 26 and 27, 2010 IndividualPractitioner ResearchWork in progress paper Abstract On the weekend of December 13, 2008, 4,000 House Meetings in our nation convened to plan service events. In Jacksonville, Florida, four such House Meetings were held. Of the four, two became official links in Organizing for America, the parent grassroots organization. Of the two, one aimed explicitly at becoming a learning organization. At the heart of The Obama Family Network of Jacksonville, Florida (OFN-Jax), is an example of education outside of school. This network of Jacksonville leaders engaged workshops embedded in monthly House Meetings as well as occasional think tanks to learn Peter Senge’s fifth discipline framework for learning organizations. So empowered with knowledge about Senge’s framework, leaders have been developing capacities for new thinking and new seeing with an eye on the 2012 Presidential campaign. But for now: how did a group of campaign volunteers for President Obama become a learning organization? Description Most research on Peter Senge’s fifth discipline framework rests on Fortune 500 companies and businesses. Rare is the study of a community organization made of campaign volunteers. But that becomes an opportunity to learn more about how an organization, outside of work and school, starts from scratch with the Senge framework. One such organization is The Obama Family Network of Jacksonville, Florida (OFN-Jax). A professor and researcher at MIT, Senge says a learning organization is one in which “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” OFN-Jax members have been systematically engaging workshops on Senge’s framework since its inception December 2008. Thus, an ethnographic study of OFN-Jax will create a story about another dimension of education—professional development in a grassroots community organization. How did a group of campaign volunteers become a learning organization? This research problem emerged from themes coded in the first set of fieldnotes for OFN-Jax monthly house meetings. Data collection to create a story addressing the research problem will derive from subsequent coded fieldnotes on House Meetings and observations of blogs in Organizing for America’s web site (June 2009 to December 2009), two leadership think tanks (July 2009 and January 2010), dialogue interviews with at least five leaders in The Obama Family Network of Jacksonville, Florida (October 2009), and, finally, one video tape of a professional development workshop on Senge’s fifth discipline framework including a co-generative dialogue session (December 2009). The ethnographic story will add value to reflections about the development of OFN-Jax and offer new questions about how a newly minted group becomes a learning organization. Early findings suggest that members are knowledgeable about becoming a learning organization. Eight members of the OFN-Jax leadership team participated in a think tank on July 11, 2009. They examined the concept of “learning organization” in depth and wrote responses for two thought demanding tasks. Consider the blog entry for Organizing for America—the national grassroots organization of which OFN-Jax is a member. The blog speaks to the leadership team’s awareness. July 11, 2009 marked a new day for The Obama Family Network of Jacksonville (OFN-Jax). Eight leaders in the network completed a three hour professional development think tank on the core concept in Peter Senge’s fifth discipline framework. While each monthly House Meeting for OFN-Jax featured a one hour workshop to explore a core concept in the five disciplines (personal mastery, shared vision, systems thinking, mental models, and team learning), this think tank took time to examine the very concept of learning organization itself. Leaders constructed an individual and collective understanding of learning organization while the membership was on summer recess. In addition to listening to a 10 minute clip from Senge’s audio book on the fifth discipline framework for learning organizations, practicing a 20 minute co-generative dialogue activity, and examining the concept critically in a power point slide show, leaders wrote about the learning organization and engaged six steps for creating one. The writing prompt was this: How do we become a learning organization? One leader made a list of 11 characteristics of a learning organization including “leverage multiple perspectives, skills, ideas and goal,” “discuss possibilities” and “respect all voices,” record our history, progress, and accomplishments” and, finally, “connect thoughts and themes to institutional actions.” Another member wrote, “we become a learning organization by keeping open minds. We respect other view-points in order to incorporate a variety of ideas into the organization. We focus our principles, purpose, and values in order to keep on track. We do now allow the organization to become stagnant or rigid. We remain nurturing and supportive of creative thought, ideas, and actions.” Another leader wrote, “we express our thoughts freely and respect each other’s ideas. We discuss our collective thoughts, mold them into collective aspiration and, then, act on them with one voice. If we do this every time we meet, we will evolve into the type of learning organization we desire.” Finally, a leader wrote, “We become a learning organization through our collective willingness to think new and see new. We value each member and all ideas. We rid ourselves of fear and work to increase individual and collective capacities. We teach and learn. We connect through meaningful dialogue. Because the group of leaders participating in the think tank will become a critical mass to help OFN-Jax evolve into a practicing learning organization, the activity for creating a learning organization was key. Like connecting the pieces of a puzzle, each leader responded to the six steps given in Peter Senge’s fieldbook for the fifth discipline. A completed puzzle emerged from this effort. Step one: If I had a learning organization… People would commit to learning, teaching, and doing. People would have fun. People would start with a blank slate. People would have common values and goals. They would work together to serve others. They would share a common vision. We would listen to each other. People would come with energy. They would feel valued and loved. People would give and grow, serve and reflect. Step two: enhancing the definition of learning organization People will build a vision, seek knowledge, and share ideas. People feel they are doing things that matter to them. People are more intelligent together than they are alone. Step three: what would a learning organization bring me…? If we became a learning organization, we would commit to intellectual engagement and service to others. We will be changed for the better. We would try new thinking. We would create together. We would change from the inside out and grow new capacities. People would feel they are doing something that mattered to them personally and to the larger world. No one would be killed for making a mistake. People would be free to inquire. I will be empowered. I will not be afraid to not know. I will learn. I will be enriched in my service. Every person in the organization is stretching and enhancing their capacities to create. People would share a vision. People would gain a sense of belonging to a great organization. Each member could say, “I am strong, smart, and creative.” Step four: picking and refining the top five characteristics of a learning organization Perhaps the most important characteristic emerging from the puzzle on learning organization for the participating leaders was “shared vision.” So many ideas fold into that one concept which happens to be the next of the five disciplines the overall organization will study when we resume in the fall. Additionally, John Naisbitt’s idea that the new basic skills of the 21st century were thinking, learning, and creating speaks to themes emerging from the collective response of OFN-Jax leaders. In brief, we seem to agree that in learning organizations, people think, learn, and create. As importantly, they create a shared vision. Step five: what stands in our way… Collectively, we identified several barriers to becoming a learning organization. These included fear, time, and energy. One leader said we should not take on too much. Another leader said old ways of thinking could stand in our way of becoming a learning organization. Still another said we could fail to listen. Step 6: I’ll know we’re making progress towards becoming a learning organization if… a cohesive and productive organization still exists, if a plan to move forward is in place, if we become sustainable. One leader summed this evaluative step as follows: If we “continue to gather and communicate, nurture and listen, include and conclude, we will be a learning organization. In all, eight leaders participating in the July 2009 OFN-Jax leadership think tank created a conversation about learning organizations. They will become the critical mass needed in an organization of 21 people set to resume work with the September 2009 House Meeting. But the story of OFN-Jax’s growth from group to learning organization is still to come. This proposed, practitioner, work-in-progress paper will present the history of OFN-Jax and preliminary findings from the data collection. The published story will be released June 2010, giving the members of OFN-Jax and national members of Organizing for America opportunities for shared reflection. We will know how a group of campaign volunteers became a learning organization. Read More »

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Lessons from Neanderthals

By Jerry E Fluellen Jr - Aug 10th, 2009 at 10:25 am EDT

Also listed in: 5 groups

Lessons from NeanderthalsBy Jerry Fluellen Kate Wong tells us that Neanderthals vanished about 28,000 years ago. Their chapter in human history ended with a puzzle: Why did Neanderthals become extinct? Wong’s article in the August 2009 issue of Scientific American creates a story that also has lessons for leaders of learning organizations as well. But first the facts: Early scientific beliefs about the extinction of Neanderthals claimed that the ice age wiped them out. Scientists know that modern humans came up from Africa to co-inhabit Europe before the Neanderthals died back. They believe the modern humans may have competed with Neanderthals for food and other resources. New evidence suggests, however, that neither the ice age nor completion alone wiped out the species. The Neanderthals had already survived one ice age, and they co-existed with modern humans for thousands of years. Small differences might have made an accumulative difference. Brains of modern humans were more complex and carried the capacity for language. Neanderthals required huge quantities of food because their physiology was such that more calories were needed. Also, their diets were limited to large game. Their counterpart modern humans ate almost anything so could survive harsh environmental conditions. Their builds were less stocky as well so they required less food. Of these small differences the increased capacity for symbolic communication, particularly language, would have given modern humans the ability to transmit knowledge to their young more effectively as well as develop better social networks as a hedge against changing environment conditions such as the second ice age in Europe. While a definitive explanation of how the Neanderthals vanished is still forthcoming as new scientific evidence continues to be discovered, three lessons from scientific efforts emerge for leaders of The Obama Family Network of Jacksonville, Florida (OFN-Jax) to examine: (1) change beliefs as new evidence comes forth; (2) be open to evidence that contradicts old beliefs; and, (3) replace Neanderthal thinking with new thinking and new seeing. When Neanderthal skeletons and artifacts were uncovered in 1856, early scientific beliefs also formed. As new evidence increased these beliefs became unfounded. More scientists changed their school person teachings with better conceptualizations. Likewise, leaders of OFN-Jax created a newly minted organization from scratch. Right away old beliefs characteristic of traditional organizations had to be challenged because new evidence about leadership suggested new thinking. One of these beliefs, for example, was the power over model. Traditionally, a few people at top ran the show. In contrast, OFN-Jax created a “distributed leadership” model. House Meetings are high participation events. Leadership is shared. But all are focused on becoming leaders for President Obama’s 2012 Presidential campaign. OFN-Jax embodies a power-with model. Neanderthals never thought about sustainability. Nor did they believe that education was a key to survival. But OFN-Jax decided very early to create one hour workshops in Peter Senge’s fifth discipline framework for leaders of learning organizations. Additionally, it hosts twice a year leadership think tanks to explore one of Senge’s concept in depth. Such systematic professional development in house meetings and think tanks increases capacities of members. They become knowledgeable in disciplines such as personal mastery, shared vision, systems thinking, mental models, and team learning. They become better able to engage new and expansive thinking even as the organization creates service projects around national issues that Organizing for America fosters in concert with President Obama. In brief, they are replacing Neanderthal thinking with thoughts from the new paradigm birthing before our eyes. And finally, OFN-Jax becomes a whole greater than the sum of its parts (service projects, professional development, knowledge creation). It becomes a prototype organization for tomorrow, one made of people who can change beliefs as new evidence emerges, and who can seek new ideas and replace Neanderthal thinking with insights from the emergent future. Read More »

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OFN-Leadership Think Tank

By Jerry E Fluellen Jr - Aug 6th, 2009 at 5:58 am EDT

OFN-Jax Leadership Think Tankby Jerry Fluellen July 11, 2009 marked a new day for The Obama Family Network of Jacksonville (OFN-Jax). Eight leaders in the network completed a three hour professional development think tank on the core concept in Peter Senge’s fifth discipline framework. While each monthly House Meeting for OFN-Jax featured a one hour workshop to explore a core concept in the five disciplines (personal mastery, shared vision, systems thinking, mental models, and team learning), this think tank took time to examine the very concept of learning organization itself. Leaders constructed an individual and collective understanding of learning organization while the membership was on summer recess. In addition to listening to a 10 minute clip from Senge’s audio book on the fifth discipline framework for learning organizations, practicing a 20 minute co-generative dialogue activity, and examining the concept critically in a power point slide show, leaders wrote about the learning organization and engaged six steps for creating one. The writing prompt was this: How do we become a learning organization? One leader made a list of 11 characteristics of a learning organization including “leverage multiple perspectives, skills, ideas and goal,” “discuss possibilities” and “respect all voices,” record our history, progress, and accomplishments” and, finally, “connect thoughts and themes to institutional actions.” Another member wrote, “we become a learning organization by keeping open minds. We respect other view-points in order to incorporate a variety of ideas into the organization. We focus our principles, purpose, and values in order to keep on track. We do now allow the organization to become stagnant or rigid. We remain nurturing and supportive of creative thought, ideas, and actions.” Another leader wrote, “we express our thoughts freely and respect each other’s ideas. We discuss our collective thoughts, mold them into collective aspiration and, then, act on them with one voice. If we do this every time we meet, we will evolve into the type of learning organization we desire.” Finally, another leader wrote, “We become a learning organization through our collective willingness to think new and see new. We value each member and all ideas. We rid ourselves of fear and work to increase individual and collective capacities. We teach and learn. We connect thought meaningful dialogue.” Because the group of leaders participating in the think tank will become a critical mass to help OFN-Jax evolve into a practicing learning organization, the activity for creating a learning organization was key. Like connecting the pieces of a puzzle, each leader responded to the six steps given in Peter Senge’s fieldbook for the fifth discipline. A completed puzzle emerged from this effort. Step one: If I had a learning organization… People would commit to learning, teaching, and doing. People would have fun. People would start with a blank slate. People would have common values and goals. They would work together to serve others. They would share a common vision. We would listen to each other. People would come with energy. They would feel valued and loved. People would give and grow, serve and reflect. Step two: enhancing the definition of learning organization People will build a vision, seek knowledge, and share ideas. People feel they are doing things that matter to them. People are more intelligent together than they are alone. Step three: what would a learning organization bring me…? If we became a learning organization, we would commit to intellectual engagement and service to others. We will be changed for the better. We would try new thinking. We would create together. We would change from the inside out and grow new capacities. People would feel they are doing something that mattered to them personally and to the larger world. No one would be killed for making a mistake. People would be free to inquire. I will be empowered. I will not be afraid to not know. I will learn. I will be enriched in my service. Every person in the organization is stretching and enhancing their capacities to create. People would share a vision. People would gain a sense of belonging to a great organization. Each member could say, “I am strong, smart, and creative.” Step four: picking and refining the top five characteristics of a learning organization Perhaps the most important characteristic emerging from the puzzle on learning organization for the participating leaders was “shared vision.” So many ideas fold into that one concept which happens to be the next of the five disciplines the overall organization will study when we resume in the fall. Additionally, John Naisbitt’s idea that the new basic skills of the 21st century were thinking, learning, and creating speaks to themes emerging from the collective response of OFN-Jax leaders. In brief, we seem to agree that in learning organizations, people think, learn, and create. As importantly, they create a shared vision. Step five: what stands in our way… Collectively, we identified several barriers to becoming a learning organization. These included fear, time, and energy. One leader said we should not take on too much. Another leader said old ways of thinking could stand in our way of becoming a learning organization. Still another said we could fail to listen. Step 6: I’ll know we’re making progress towards becoming a learning organization if… a cohesive and productive organization still exists, if a plan to move forward is in place, if we become sustainable. One leader summed this evaluation step as follows: If we “continue to gather and communicate, nurture and listen, include and conclude, we will be a learning organization. In all, leaders participating in the OFN-Jax leadership think tank created a conversation about learning organizations. As the African Proverb says, “When one begins a conversation, one cannot see the end.”

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OFN-Jax: house meeting 8 plan and leadership workshop on Senge

By Jerry E Fluellen Jr - Jul 28th, 2009 at 12:05 am EDT

House Meeting 8 The Obama Family Network of Jacksonville, Florida (OFN-Jax) University Park Branch of the Jacksonville Public LibraryMeeting Room B University Blvd NorthJacksonville, Florida2:00 PM to 5:00 PM “All learning integrates thinking and doing.”Peter Senge Goal: Prepare leaders for President Obama’s 2012 Presidential campaign. The circles· Welcome circle: Greet your neighbor with the words “Sawu bona” (I see you). Answer, “Sikhona” (I am here.) Ubuntu as a powerful analogy for a learning organization · Prayer circle · Qi Gong circle The context· Check in game My name is _____, and I am checking in. What has been President Obama’s main contribution to the well being of our nation?· OFN-Jax story of the first nine months· Draft OFN-Jax strategic plan The workshopShared vision (This is the second of five disciplines from Peter Senge’s fifth discipline framework for leading learning organizations.)· vision building activity· Senge’s definition of shared vision (audio book excerpt)· knowledge as design power point slide show exploring shared vision UbuntuCheck out game:My name is____, and I am checking out. How has President Obama been creating a shared vision for 21st century government?

“ ‘…Learning does not make one learned: there are those who have knowledge and those who have understanding. The first requires memory, the second philosophy,’” said Abbe Furia.

Edmund Dantes replies, “’But can’t one learn philosophy?’” “Philosophy cannot be taught. Philosophy is the union of all acquired knowledge and the genius that applies it: philosophy is the shinning cloud upon which Christ set His foot to go up into heaven.’” p168-169 Dumas, A. (1840/1996 translation). The Count of Monte Christo. New York: Penguin Books. Peter Senge Workshop in Shared Vision (1 of 4)for Leaders in The Obama Family Network of Jacksonville, Florida Goal: Understand how to create a shared vision for OFN-Jax. 1. Vision building activity 2. Senge audio on shared vision 3. Power point slide show on shared vision/talking points:· Why does OFN-Jax need to create a shared vision?· How did Peter Senge define shared vision?· How does shared vision compare with personal mastery?· How has President Obama been creating a shared vision of 21st century government?

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Review of "Towards a future global science..." Elisabet Sahtouris

By Jerry E Fluellen Jr - Jul 20th, 2009 at 7:21 am EDT

Also listed in: 4 groups

Sahtouris, E. (2009). Towards a future global science: Axioms for modeling a living universe. World Future Review: A Journal of Strategic Foresight 1(1) 5-16. Why does Sahtouris say an old paradigm view of science can no longer serve as an adequate model of 21st Century reality? The old paradigm view of science is based on a set of assumptions that research over the last decades has held into question. Her new set of assumptions fit the facts at this time. For example, an old paradigm view of science says life derived from matter. Cosmic consciousness had no role in evolution. A new paradigm view says right from the start cosmic consciousness had a role in evolution; it has always been present in matter/energy. Also, an old paradigm view saw objectivity as key in the knowledge acquisition process. But as Frijof Capra said in his discussion of new paradigm features, the best we can do as scientists is to create approximate truths. (See Fritjof Capra, Belonging to the universe.) How do the core ideas of Sahtouris’s new paradigm model of science build a case for new thinking and seeing in science? Sahtouris poses this question: “What might a new scientific model of a universe based on a different set of assumptions look like?” p7 Then, she presents several key points about both old and new assumptions in science. Most notable, are her new formulations. How do her core ideas of the new paradigm for science relate? How does my power teaching prototype benefit from an inclusion of cosmic consciousness into its framework? Cosmic consciousness sits at the foundation of PTP’s factors teaching for understanding, information literacy, and Gardner’s five minds for the future. But how do I make it explicit? Presently, the model says p=f/c where p is power teaching, f is the set of factors; and c is the context as developed in the ongoing interdisciplinary research project with U theory: How might Edward Waters College students gain leverage for learning in a “flat world” now and in decades to come? (See Power Teaching Prototype.) Such a problem demands exploration of history, psychology, and systems thinking. Yet with Sahtouris’s definition of cosmic consciousness in mind (“…a universal field of awareness…” p13), the power teaching prototype needs to account for its presence. (See also Marharishi’s discussion of consciousness based education.) What if…TM increases brain coherence as well as develops cosmic consciousness. Could it fold into “synthesizing mind”? How does the Sahtouris model inform house meetings and service projects of The Obama Family Network of Jacksonville? OFN-Jax invokes a spiritual base for activities and coheres with the core definition of connectivism as a new paradigm learning theory. (See Kop and Hill.) In OFN, cosmic consciousness emerges from social interaction in House Meetings and service projects. Both sets of activities feature ethnographic field notes and reflections to tell stories about the evolution of OFN-Jax. All along, cosmic consciousness is built into each activity and, thus, OFN-Jax experience a deeper level as they become leaders for President Obama's 2012 campaign.

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OFN-Jax leadership think tank fieldnotes

By Jerry E Fluellen Jr - Jul 12th, 2009 at 2:22 pm EDT

Leadership Think Tank 1Jerry E. Fluellen Jr.FacilitatorObama Family Network of Jacksonville, Florida (OFN-Jax) 07-11-09 University Park Branch of the Jacksonville Public Library Meeting Room B University Blvd NorthJacksonville, Florida2:00 PM to 5:00 PM

Peter Senge says, a learning organization is one in which “people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.”

Goal: Understand the concept “learning organization.” Ø Welcome: Greet your neighbor with the words “Sawu bona” (I see you). Answer, “Sikhona” (I am here.) Ø “Ubuntu” as a powerful analogy for “learning organization”Ø Prayer circleØ Practice of Qi Gong (Trees and Roots) Check in game My name is _____, and I am checking in. Briefly, what do you know about learning organizations? 1. How do we become a learning organization? Writing Prompt (After reading Peter Senge’s definition of learning organization above, write for five minutes.) 2. Engage a “co-generative dialogue” about learning organizations (rules: no one voice has privilege; paraphrase before disagreeing; disagreement is OK; silence is OK).3. Explore “learning organization” from Peter Senge’s fifth discipline audio and/or hard copy. {Today we will complete an activity for designing a “learning organization. “}4. Engage a power point slide show to explore questions about a learning organization with the knowledge as design method of critical thinking 5. Post think tank planning team (2 or 3 leaders): Draft a plan for OFN-Jax 2009-2010. Check out game and prayer for the heart brainMy name is ____ and I am checking out. Briefly, what surprised you about learning organizations? Or what more about learning organizations do you need to know? Handouts: storyboard, writing prompt, learning organization activity form, power point slide show notes, “prayer for the heart brain” Fieldnotes July 11, 2009 How did a group of campaign volunteers for President Obama become a learning organization? Leadership Team Think Tank 1 took one small step towards this unfolding story. On July 11, 2009, 2 PM to 5 PM, eight leaders from The Obama Family Network of Jacksonville, Florida met in meeting room B at the University Park Branch Library to explore in depth the definition of “learning organization” from Peter Senge’s perspective. The session opened with leaders standing in a circle. First we greeted one another to recognize our personhood. Turning to neighbors and then each person in the circle, we said “Sawa bona” (I see you), and answered “Sikhona” (I am here). This simple South African greeting is key in a learning organization because it emphasized the personhood of each leader. Learning organizations put people up front. Next, we talked about “Ubuntu” as a powerful analogy for learning organization. Ubuntu means I am because of others, because of others I am. In a learning organization, each person is important, but at the same time, each person can only be realized in the collective. New thinking about leaders from Otto Scharmer et al suggests that grounding in the spiritual enables deeper understanding. We engaged a prayer circle. Each leader spoke a word to the circle of leaders. We practices three positions in “Trees & Roots” Ji Gong, an ancient Chinese exercise that can performed alone or along with other more extensive exercises such as Tai Chi. Ji Gong let leaders experience silence, get in touch with God, relax, the body, and circulate chi (energy) in self and the others. Then, multiple representations of learning organization filled the rest of the leadership think tank. We checked in, responding to the question “What do you know about learning organizations?” We read Peter Senge’s definition of learning organization and wrote for five minutes. We engaged a “co-generative dialogue to explore our beliefs, assumptions, illusions, and truths about learning organizations. In the co-generative dialogue (a 20 minute activity), we used four rules: no one voice has privilege, paraphrase the other person before disagreeing, disagreement is OK, and silence is OK. The rules helped to us create an exchange of honest feelings and ideas. To extend our knowledge of learning organizations, we listened to a 10 minute audio from Peter Senge himself and completed an activity to define The Obama Family Network of Jacksonville in terms of a learning organization. Lastly, before checking out with responses to the question (What surprised you about the learning organization?), we did voiceovers for a power point slide show raising new questions about the concept. The goal had been “understand the concept learning organization. We met the goal. Additionally, post think tank, the leadership team actually practiced “team learning” (one of the disciplines in Senge’s fifth discipline framework) and engaged dialogue about plans for The Obama Family Network of Jacksonville. Participating leaders from OFN-Jax were Ingrid, Janice, Vivienne, Annette, Daryl, Dierdre, Phillip, and Jerry—eight leaders of our network. They agreed to meet for strategic planning August 2009. Janice and Ingrid will co-facilitate the strategic planning session. The team will, then, present the draft at the September 19, 2009 House Meeting for revisions from the body of leaders in the network.

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OFN-Jax House Meeting 7 Fieldnotes

By Jerry E Fluellen Jr - Jul 7th, 2009 at 1:40 am EDT

How does a group of campaign volunteers for President Obama become a learning organization? House Meeting 7 took a small step toward answering the question. The meeting featured a professional development workshop on Peter Senge’s fifth discipline framework for learning organizations and attended to President Obama’s health care initiative. The Obama Family Networkin Jacksonville, Florida(House Meeting 7 Fieldnotes) OFN-Jax has held seven House Meetings, one fund raiser, and three service projects in Duval County Florida since its first House Meeting on December 13, 2008. At that meeting, members declared three out of 25 issues in President Obama’s platform as the foundation of our work: (1) economy, (2) education, (3) health care. President Obama’s 100 day speech outlined these same three issues as pillars of his administration’s effort to revive the economy. Also, he added energy as vital for our economic future. Look back, for a minute. What has OFN-Jax actually done? · Ingrid organized a service project on the economy (Clara White food drive)· Brenda organized a fund raiser--a House Party for the 100 Day Celebration; · Daryl, Phillip, Ingrid, and Kemo organized two other service projects for health care including the health care kick off on June 27, 2009. · Jerry facilitated seven professional development workshops for leaders with core ideas from Peter Senge’s fifth discipline framework Additionally, we have become an official link in Organizing for America. We have created a web site and blog in my.barakobama.com. We have completed “personal mastery” the first of five disciplines in Peter Senge’s fifth discipline framework for learning organizations. We are worth $340.40--starter funds to grow more wealth. We have created a “distributed leadership” style in OFN-Jax (leadership team, team managers, network for leaders in Duval County). We have collected systematic fieldnotes that tell our story. We can now pose a research question drawn from fieldnotes for the first five house meetings. How does a group of campaign volunteers for Barak Obama become a learning organization? Finally, consider issues emerging from our fieldnotes from House Meetings 1-6: Who are we now? How do we serve the people of Duval County? What counts as membership in OFN-Jax? How are we being the change we seek? How might we lead from the emergent future? And as a kind of life purpose for OFN-Jax, are we creating leaders for President Obama’s 2012 campaign? These are the questions we took into House Meeting 7, the close out meeting before summer 2009 recess. It is the research question that becomes the focus of our House Meeting up to January 20, 2010—the end of President Obama’s first year. We met at 2016 University Blvd North, our former staging site during President Obama’s campaign. One hundred degrees outside, we were cooler inside—about 80 degrees with the air conditioner turned to the lowest setting. Our bottles of spring water at hand, Ingrid opened with our South African greeting, “Sawa Bono.” We said, Sikhona. Three times we echoed her response. I see you. I am here. I see you. I am here. I see you. I am here. Then, she recognized members for outstanding participation based on three criteria: participation in 4 of 6 House Meetings, creation of a personal vision, completion of a skill set for our talent bank. 13 members earned certificates. These included four who had perfect attendance. Also, she appreciated all the members of The Obama Family Network of Jacksonville. We are a network for leaders in Duval County. Next, Brenda led us in a prayer that summed our year and set a powerful tone for this close out House Meeting, calling on the Lord’s Holy presence to guide our thoughts and feelings. Jerry led us in set of Qi Gong exercises that will be featured at each House Meeting in the 2009-2010 year. The Chinese exercises stood for health care and wellness. They gave us silence and a chance to tap cosmic consciousness, which is another name for God. Ingrid set our goals, synthesizing personal mastery and exploring President Obama’s health care plan. She turned the floor over to Vivienne who led us, deftly, in the check in game. “I am Vivienne, and I am checking in. What stood out for me in President Obama’s leadership so far has been____. Other participants in the House Meeting said What stood out in President Obama’s administration: he has taken on multiple issues at once even in the face of criticism; he has been above the criticism; he has been leading; as a leader criticism comes with territory; he saw his self image in Egypt; in health care, he offers fundamental solutions to fundamental problems; his leadership includes humor and humanness; he has been able to deal with error he can stay on message in the face of challenges of huge magnitude; he has made an effort to stick to campaign promises; handling crisis, a new face for the middle east beside being eye candy he has stickwithitness and is smart, dignified, and thinks before jumping in; when he responds, he is ready; even more than intellect, he has wisdom and understands the role of government; he is a father for our national family, he takes his duty to be involved; he has been unwavering on health care with quality for all; he’s the man, a people person, I took off work for his birthday; graduates giving speeches need to address him asPresident Obama out of respect the title; he has an ability to stay focused in the face of fire; I feel so proud of him; Andrew Young spoke of Obama; he’s teaching how to a father; he shows what it is like to be a father; we have hung in OFN-Jax; I address him as President Obama/proud of how he stands for the US; he clarifies US values; happy he got rid of that fly; proud of his image as husband and father; I’m a summer organizer, helping with health care; I voted for President Obama in my first election; he is dealing with change and includes us; he brings hope to us and is a source of inspiration to Ghanians Jerry introduced a simple, yet powerful strategy for critical thinking first developed at Harvard University Project Zero Research Center. David Perkins’ knowledge as design method looks at an ordinary object such as a water bottle with questions for purpose, structure, model case, and argument: (1) What is it for? (2) What is it made of? (3) What is it like? (4) What makes it work? The same questions can be applied to an idea such as the Peter Senge claim that became a motif for our seven House Meetings: “All learning integrates thinking and doing.” We examined the quotation for four levels just as we had the water bottle.

Finally, we turned our attention to a more complex set of knowledge as design questions applied to Senge’s summary of his fifth discipline framework for learning organizations.

We ended with a data collection form posing four knowledge as design questions about personal mastery. We agreed to email the responses to Jerry by Monday night, June 23, 2009. Ingrid facilitated a team of leaders who presented perspectives on health care. 19 year old Vanessa who is a summer intern for Organizing for America talked about ways she can help us with our health care service projects. She already had designed a flier for our June 27, 2009 health care kick off and petitions to encourage our senators and representatives to vote favorably on the health care reform bill. Daryl discussed his upcoming panel discussion with pharmacists and doctors—the Health Care kick-off to which Vanessa had refereed. Ingrid explained more about the collaboration between Phillip and Kemo for the health care service event at fire stations across Jacksonville, also on June 27, 2009.. Diedre led us in the check out game. Collectively we said the following:

We have stuck together. I wasn’t sure about the service project. Now I will commit to help.

I have learned a lot just from today. I think is wonderful that you are doing a process.

I am amazed that we are still here/15-21 of us continue to come and get knowledge. I enjoy woodwork. I didn’t include that in Brenda’s skill set. I have enjoyed our experience together.

I couldn’t make a lot of meeting s , but when I did come I have learned a lot like I am back in school. I volunteer (for the campaign) and then later became educated. Being a part of this has been meaningful. We accept each other. We are family. You opened the door to us. “We will always exceed the me” We are all gathered as a core group—self actualization, deeper insight to oneself—the full meaning of life achieved. I have met some wonderful people and can’t wait for September. I have watched God move even through tribulations. God is amazing. Why are we still coming to this? What is drawing us? A year from now, God has a purpose for us that we don’t understand yet. This the Lord’s doing. Andrew Young spoke of grassroots organizations that serve God. Create an event. Team managers work with teams this summer. You care about us and our learning. We have been God driven. I have learned so much. It started with Michelle Obama: Ingrid invited me in. I like working as a team. I learn by doing.

Then, Daryl offered a prayer that closed our final meeting with power and love. After the meeting we celebrated President Obama’s 48th birthday in advance. Annette donated a huge layer cake with President Obama’s picture woven into the butter cream icing. We took pictures of each other, feasted on food, ate cake, and talked into the night.

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OFN-Jax Leadership Think Tank 1

By Jerry E Fluellen Jr - Jul 7th, 2009 at 1:36 am EDT

Peace, OFN-Jax leaders and OFA friends. Our first leadership think tank will be held 2:00 PM to 5:00 PM Saturday, July 11, 2009 at University Park Branch Library. Below please find the storyboard (plan) for the highly interactive session. Participants will gain a deeper understanding of Peter Senge's view of learning organization and be better able to facilitate the development of OFN-Jax as it strives to become a learning organization and prepare leaders for President Obama's 2012 campaign.To RSPV, follow these steps: (1) log on or create an account with Organizing for America {my.barakobama.com}; (2) select Obama Family Network of Jacksonville; and (3) select Leadership Think Tank 1 as the event. The RSVP gives you and OFA a record of this event. If time permits, see also the blog for OFN-Jax {"President Obama 2012: learning, leadership, and change" is the blog title.}We now have seven entries. Please let me know if you have any questions about the think tank.Jerry Fluellen904 410 8709

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Marien's MANASAS hypothesis--a review

By Jerry E Fluellen Jr - Jul 3rd, 2009 at 12:24 am EDT

Also listed in: Support Sotomayor | OFN-Jax The Obama Family Network of Jacksonville, Florida

In this blog, I review Marien's article that provides a context for examining President Obama's administration.

Marien, M. (2009). Futures thinking and macro systems: Illuminating our era of mal-adaptive, non adaptive, and semi-adaptive systems. World Future Review: A Journal of Strategic Foresight 1(2) 5-13 Why did Marien, create his MANASAS hypothesis? Marien claims that neither systems thinking nor future thinking has a core. Neither offers a complete view of the world. His hypothesis of MANASAS aims at being more complete. He believes that the set (mal adaptive system, non adaptive system, and semi adaptive system) does a better job of depicting present and future systems. However, it remains unclear as to what Marien is hypothesizing. Hypotheses often make guesses about what will happen. Instead, Marien categorizes systems. Nor is it clear what core now centers his view.How does he explain his hypothesis?“Have systems-thinking and futures-thinking helped us to a better world?” p7After posing that question Marien says, “probably not, at least not to any significant degree. To see the future through new eyes, we surely need much more systems thinking and futures thinking, preferably combined. But probably not more of the same. Rather than scattered bits and pieces, we need some common ground to share. To this end, I propose the concept of ‘An Era of Mal-Adaptive, Non-Adaptive, and Semi-Adaptive Systems (MANASAS in short…) as an umbrella for better understanding our present condition.” pp7-8He says, speaking to a “new Age of Obama,” …”what we really need for national security and our general well being is far greater analysis and shared understanding of the complex systems we have constructed and how best to manage them in a sustainable fashion.” p8Drawing from his annotations of hundreds of books for Future Survey, a publication of World Future Society, Marien constructs his MANASAS hypothesis. That book knowledge plus his observations of 14 sectors in our nation (e.g. economy, energy, environment) drives Marien to believe that MANASAS improves our understanding of reality and possibility. How does his hypothesis differ from systems thinking and futures thinking?Perhaps the most significant difference from MANASAS and the other two ways of the seeing the present reality and future possibilities is embedded in a question Marien poses. “Has sufficient and sensible progress been made in your organization, industry, community, and state or province? Or has change been more aptly characterized by mal-adaptive, non-adaptive, and semi-adaptive?” p10 Marien provides a new set of lenses for reflection. How does his hypothesis on MANASAS pose new questions for President Obama’s administration in light of complex, national and international problems?In Marien’s view the Age of Obama replaces the Age of Reagan (1980-2008). But, he adds, “it is too early to assess whether the economic crisis is a prelude to overall societal breakdown, or whether it will prove to be a sufficient shock to the global system so as to accelerate many needed reforms.” Elsewhere, Duane Elgin talks about the same fork in our road as an evolutionary crash or an evolutionary bounce. (See Promise Ahead.)Marien adds this: “perhaps—just perhaps—the Age of Obama might usher in an audacious hope for a ‘new era of responsibility’ that is far more appreciative of systems thinking—and its close relative—good futures thinking about what is probable, what is possible, and what is preferable for human well-being.” p11A set of questions for reflection on the “Age of Obama” include these: (1) Does Marien’s MANASAS hypothesis inspire research that can confirm or disconfirm its claim? (2) How might the MANASAS hypothesis provide a lens for examining present realities and future possibilities? (3) How might the MANASAS hypothesis add value to the development of leaders in The Obama Family Network in Jacksonville, Florida? ____________________________________________________________________________

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OFN-Jax health care kick off report

By Jerry E Fluellen Jr - Jun 30th, 2009 at 1:51 pm EDT

Also listed in: OFN-Jax The Obama Family Network of Jacksonville, Florida

How many people attended your event—Health Care Kick-Off service project on June 27, 2009?

33 people participated in the service project held at University Park Library, Jacksonville, Florida,

12:30 PM to 3:00PM June 27, 2009.

Did any members of the press attend?

No members of the press attended.

If so what affiliates were they from?

None came.

Please describe your Health Care Organizing event. Where was it held? What worked? What didn’t?

Using a branch of the public library in the Arlington section of Jacksonville, the event was held in a large conference room. Daryl Sherman from The Obama Family Network in Jacksonville, Florida facilitated and four members of the medical profession served on the panel. Two doctors and two pharmacists, in turn, engaged the audience with talks following questions and answers. A fifth medical professional took blood pressure readings during the intermission. An author of wellness books gave one on one talks and sold books. Mr. Sherman involved the audience right away with an Opra-like passing of the microphone to each member of the audience who in turn introduced him or herself. Then, one doctor lectured on stem cell research and sickle cell anemia. He illustrated key points with power point slides. Two pharmacists differentiated brand and generic drugs, discussing the pros and cons of each. The second doctor discusses wellness and gave tips for preventing illnesses. All along, audience members asked question of most concern, ranging from the practical to the philosophical.

Members of OFN-Jax met after the event for an evaluation. The range of grades was from A- to B-. The mean was about B+ with A- as the most frequent score and B- the outlier. The evaluators used de Bono’s PMI strategy for effective thinking to list plus, minus, and interesting points. In brief, there were multiple plus points and only a few minus and interesting points. The evaluation group, for example, noted that the interaction was high and the health care stories at the end of the program were mindful. Also, the publicity for the service project should have begun six months in advance instead of a few weeks. When OFN-Jax does a health care service project again next June 2010, members will start advertising in a range of media months in advance. While 33 people participated, the room capacity was at least 100. On the interesting point side, Daryl Sherman took leadership for the project. OFN-Jax is a network for leaders and fosters systematic professional development of leaders in the fabric of its monthly house meetings. Seven OFN-members participated in the evaluation, and a few members from Organizing for America participated in the event.

In all, the event succeeded. It enhanced President Obama’s health care.

Do you plan to host another event like this one in the future?

Yes, OFN-Jax plans to make the heath care service project an annual June event at University Park Library. Health care was one of the three issues members elected to deal with in our very first meeting December 13, 2008. Also, health care most likely will be an issue the rest of President Obama’s time in office.

Do you feel you had the resources and support to host this event? Do you have suggestions for Organizing for America for similar future events?

Organizing for America members were very helpful. For example, Vanessa, a summer intern designed fliers and health care petitions for the event. Mr. Rouse, head librarian, set up our computer access and provided us with space. However, the health care kick-off notice was short. To fill the site we needed to work on publicity six months in advance using television and radio announcements in Jacksonville as part of the PR. Next time we will plan ahead.

What questions do you or your quests still have about the Organizing for Health Care Campaign?

Yes, Ingrid Fluellen, project leader for OFN-Jax wants to know what happens with the health care stories we collected at the event. Also, Jerry Fluellen wants to know why wellness and fitness can’t be part of a national call from the President. Prevention is embedded in his discussion of health care. But explicit attention to wellness can reduce costs of health care too. Think about this: 50% of the medical costs in our nation come from heart disease, diabetes, and obesity. These can be prevented with exercise and diet. So in summary, what do we do with the health care stories? How can a national call for wellness become part of the health care conversation?

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OFN-Jax identity

By Jerry E Fluellen Jr - Jun 30th, 2009 at 8:32 am EDT

Also listed in: OFN-Jax The Obama Family Network of Jacksonville, Florida

OFN-Jax is now seven months old. Like any new organization, it has faced the problem of identity. Who are we? What does the organization do? There is nothing like mindful action to help people in organizations to solve these identity problems. In the case of OFN-Jax, it has responded to calls from President Obama’s post election grassroots organizations. Most recently, OFN-Jax hosted two health care events as service projects. That brings its total service projects to three. In all, OFN-Jax has held seven House Meetings, one fund raiser, and three service projects. It has been responding to calls from national. Additionally, it has been among the few local grassroots organizations, to offer systematic professional development for leaders. With an eye on preparing leaders for President Obama’s 2012 presidential campaign, OFN-Jax has offered workshops in Peter Senge’s fifth discipline framework for learning organizations. At House Meeting 7, members used a specific method of critical thinking (David Perkins’ knowledge as design) to synthesize core ideas of personal mastery, the first of Senge’s five disciplines to study. On July 11, 2009, while the rest of the organization is on summer recess, leaders in OFN-Jax and a few from Organizing for America will engage a Leadership Think Tank to explore Senge’s idea of “learning organization.” In all, OFN-Jax is in the business of preparing leaders for the 2012 campaign. Its two pathways for preparation have been taking care of national calls for action from Organizing for America and learning how to become a learning organization capable of being in the forefront of change.

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Senge's personal mastery

By Jerry E Fluellen Jr - Jun 25th, 2009 at 7:54 pm EDT

Also listed in: OFN-Jax The Obama Family Network of Jacksonville, Florida

Obama Family Network in Jacksonville, Florida ended its first season with House Meeting 7. In addition to addressing health care and planning for its second service event, a health care kick-off June 27, 2009, the participants engaged a workshop to synthesize core ideas of personal mastery. Personal mastery is the first of five disciplines in Senge's fifth discipline framework for learning organizations. In addition, to serving citizens in Duval County Florida as a network for leaders in the Democratic Party, OFN-Jax seeks to become a learning organization as it prepares leaders for President Obama's 2012 campaign. Below please find one participant's response to the synthesis of core concepts of personal mastery. Subsequent posts in the blog will feature other responses.

Write responses for each of the questions below about personal mastery. 1. Why did we engage personal mastery in OFN-Jax? Peter Senge says people intent on becoming a learning organization can enter at any one of the five disciplines. We engaged personal mastery first because the core concepts help us to be the change we seek right away. Creating a person vision, recognizing reality and the creative tension between the vision and reality, identifying core values all help us to look inward. Our inside out approach might serve as a foundation for learning the other disciplines. 2. How do the dots connect between your personal vision and core values? “I am here to extend knowledge and co-create the experience of cosmic consciousness.” That was my personal vision. When I created my first set of core values (creativity, knowledge, and helping others) the fit between the set of values and my personal vision did not say enough about what I value and how it connects. The core vision spoke to my heart. So I had to dig deeper for the core values. My decades long spiritual journey has led me to insight that the commandments Jesus gave us would have been enough. “Love God above all else. Love neighbors as self.” I am trying put those commandments into my mind, heart, and will. For the last several years, I have been trying to live a life of voluntary simplicity. And think, learn, create—the new TLCs guide my professional life. That means the core values most coherent with my personal vision become a three-fold cord: (1) Love God above all else. Love neighbors and myself. (2) Live a life of simplicity in the Holy Spirit. (3) Think, learn, and create. All inform my vision. The creative tension is the gap between my personal vision and the ways I fall short of being the vision—the reality: “Fall seven times, stand up eight.” The core values help me to stand up 3. How might personal vision be like the discipline shared vision? Shared vision connects the personal visions of members. Right now we don’t know enough about individual member visions nor shared vision as a discipline. However, the probably enable us to create an identity for self and organization. They probably guide the core values as the core values guide the visions. The differences between shared vision and personal vision are also worth noting. At the obvious level they are different levels of two systems, the individual and the organizational. But less obvious, the shared vision lifts each person to work for a larger, collective self. The shared vision drives the organization to face tough times and become sustainable. The shared vision energizes the whole. 4. How does being the change we seek prepare us to be campaign leaders for Barak Obama in the 2012 Presidential election? Our bold journey to become a learning organizations means literally engaging new thinking and seeing. By 2012, we will know something about seeing health care in the language of systems thinking. We will be able to see fundamental problems and solutions, understand delay between solutions and resolutions, find leverage points, and more. We will have tools for understanding ourselves and working together as teams to learn. We will have a shared vision and be able to connect our vision to that of President Obama. Best of all, we will be able to learn more.

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Change: from a group of campaign volunteers to a learning organization

By Jerry E Fluellen Jr - Jun 22nd, 2009 at 12:50 am EDT

Also listed in: Support Sotomayor | OFN-Jax The Obama Family Network of Jacksonville, Florida

Problem: How does a group of campaign voluteers for President Obama become a learning organization?

Most of Peter Senge’s fifth discipline framework research deals with already established organizations including Fortune 500 companies. Rare is the mention of a newly minted learning organization drawn from Barak Obama’s presidential campaign volunteers who helped change a state from red to blue. This ethnographic study tells the story of an organization that began life as a call to action from a national grassroots organization. On the weekend of December 13, 2008, 4,000 House Meetings in our nation convened to plan service events. In Jacksonville, Florida, four such House Meetings were held that weekend. Of the four, two became official links in Organizing for America, the parent grassroots organization. Of the two, one aimed explicitly at becoming a learning organization. By incorporating Peter Senge’s fifth discipline framework into systematic professional development for learning organizations at every House Meeting, Obama Family Network in Jacksonville is creating a new niche in Duval County Florida. Leaders from the Democratic Party and a few independents for Obama representing cross sections of the county participate in OFN-Jax House Meetings to learn about learning organizations. They experience professional development workshops in Senge’s fifth discipline. They practice being a learning organization as well. So empowered, are OFN-Jax members developing new capacities for learning and leadership in preparation for the 2012 Presidential campaign?

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Distributed leadership

By Jerry E Fluellen Jr - Jun 6th, 2009 at 8:32 am EDT

"Too many chiefs..."That is a familiar way of thinking about an organization with several leaders. But with the advent of new thinking and seeing from people such as Peter Senge and Otto Scharmer, another way of viewing leadership is distributed. First, get past the traditional view of boss who knows and workers who follow. A learning organization, instead, is one made up of people who work together to achieve what no one person can do alone. That is the essence of Senge's fifth discipline framework for learning organizaions. As such a learning organization may have leaders with titles and people who lead without titles. Scharmer, in his new book Theory U, says leaders are people who innovate and that is not limited to people with titles. Obama Family Network in Jacksonville, Florida has been creating a learning organization in which leadership is not just in the hand of a "Project Leader." Rather leadership is spread amongst the leadership team and membership. The project leader provides knowledge and insights, but many members also make key contributions to the evolution of the learning organization.

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