LC 00233: verschil tussen versies

Huidige versie van 8 jul 2022 om 20:41

We got to move

We live in a complex world that seems to become even more complex due to man-made and natural, large-scale disruptions such as globalization, climate change and robotization. There are no easy answers to handle this complexity. The root causes are often not well understood, let alone that it is easy to find ways to make progress when it is not clear in what direction people should be heading. These large-scale disruptions are beyond the control of ordinary citizens, yet they do interfere with the mundane challenges found in local communities, such as independent living for elderly people, loneliness, and local climate change countermeasures; all of which are complex challenges in their own right. We have no other option but to adapt to new circumstances. And although the challenges we face may be global, we can face them by starting out locally with relatively small initiatives, which can then evolve into larger movements. In retrospect, not every initiative and/or direction taken will prove to be right. But alleged or real mistakes are also something to learn from. The point is, we got to move.

Organizing solidarity

Because no one has a monopoly on wisdom and we cannot assume that a single person can steer us away from the cliffs, we have to find ways to address challenges collectively. While we must change the world together, often not all parties involved will truly be ‘on board’. Resulting in situations in which we try to find a solution for you, but not with you. Meaning that, despite good intentions, decisions are made based on advices coming from one or only a few stakeholders. Not all relevant perspectives are taken into consideration and solutions are not widely supported. We believe that in order to find solutions that will last, a process of social innovation is needed in which all stakeholders are involved and given a voice.

No one can stand on its own in the sense that we are in the need of each other. Because of this dependency it follows, or at least implies a moral obligation, that we have care responsibilities in order to face and possibly overcome challenges together. Thus, in a social innovation process, solidarity is essential. But how do we organize solidarity and true involvement of all those involved? In a society in which we have become more and more individualistic, this is not an easy thing to do. How do we organize a process involving all citizens, businesses and institutions, that lets us move into a direction that is arguably desirable and culturally feasible? This question is difficult to answer because of its many-sided facets. A first observation is that we have to address solidarity by focusing on relations between us and the different sorts of ties that bind us all (i.e., who are we and what do we do). This requires a deep understanding of different relations at work at different places and the beliefs and the concerns of all people who are faced with particular challenges. We must realize that we are interconnected: the relationship between us humans is what matters because someone or something cannot be taken on its own.

A second observation that follows is that all parties concerned must collaborate, thereby recognizing that each individual has their own role to play and that each role brings along its own responsibilities. The roles and responsibilities individuals have, are not always in concord. Talking things through will often lead to understanding, but not necessarily to agreement. In practice, people will clash. We should, therefore, engage in a fruitful dialogue, see how solidarities are enacted and avoid a premature closure of debate in all circumstances. It is a process permanently in the making. However, in order to deal with the wicked problems we are faced with, we got to move together.

Creating room for sustainable changes

But even when we try to change situations together, there is no guarantee that changes will last. In current society scarcity, in time, money, capacity or other means, often forces us to look for quick and efficient solutions. In a short period of time we must analyze a problem, form our opinion, choose direction and take action. And once we have voiced our opinion or chosen a direction, it does not seem desirable to reconsider either one of them. But how do we know that the chosen direction is the right one? For sustainable changes, every party involved has to change, in order to support a new direction taken. But change does not come overnight. We must take time to truly understand a problematic situation at stake. We must explicate and share how different stakeholders involved view this situation. Only then new solution directions can arise that will last over time.

People have a subjective view on the world, which they express in their narratives. They have many beliefs and assumptions that determine the position from which they observe the world. Most people are not aware of their beliefs and assumptions. As a result, their worldviews might be limited and as a consequence their ability to find directions for movement might be limited. It is important to broaden people’s worldviews by critically reflecting on the worldviews of others as well as their own. If people gain insight into beliefs of others, their worldview may tilt and their own assumptions may change and broaden. This asks for room for reconsideration of opinions, of worldviews, of directions. Only when we together start to explicate our worldviews and the situation at stake, we can start to look for what binds us, what is our shared meaning within a certain situation and which direction we together believe is right. Only then, we can move together in the right, and therefore sustainable, direction.

Framework

This book introduces a social theory of a sustainable, collaborative society (or Social Theory, ST, for short). ST offers a framework for realizing sustainable changes that are widely supported in society. Social Theory can be seen as a theoretical framework to bring about change with lasting impact. As such, it provides processes, methods, tools and insights in order to answer the following question:

If we constantly got to move and react to changing circumstances, how can we do this together and in such a way that it will be meaningful and thus worth the effort?

The term theory might come across as a collection of ideas not rooted in reality, devised by a researcher stationed in an ivory tower. But as Kurt Lewin famously stated: there is nothing as practical as a good theory. Social Theory has an extensive theoretical foundation. But first and foremost it is the result of years of practical experience in the field of social innovation. Working side by side and being in a constant dialogue with stakeholders involved in social innovation projects, interpreting and reinterpreting experiences, enriching these with theoretical insights, resulted in a wider understanding of wicked problems and how to come to sustainable solutions.

As said before, Social Theory offers a framework. It is not an ideology, proclaiming to have the answer to everything or offering the only truth. Nor is it a specific method that stands on its own. It rather offers a way to widen the understanding of problematic situations in order to gain new insights and create room for improvement that last. ST is a methodological framework, not a method. It is open for methods that adhere to the methodological principles discussed in this book. The methods that we use in our daily practice are discussed extensively.

Social Theory, and therefore this book as well, is all about learning. Learning about the problematic situation at hand and about how to realize widely supported change. But also learning about ST itself. It is an ongoing process of joint learning, explication, collaboration and validation with stakeholders involved – a process of a participatory, interdisciplinary, iterative and reflexive nature. Every situation you encounter offers new insights, new expertise. When reflecting upon these insights together we learn more and more about how to reach sustainable change. And this expertise will also be used to further develop the ST. Just as our society, ST is not static and has to move as well.

Reading guide

This book is not a book that must be read from cover to cover. It contains different sections. Some are more practical, others more theoretical. It can be read back and forth. This introduction has set out the context from which Social Theory has derived. When diving into Social Theory for the first time it is advised to now move on to the chapter on Principles and Ground Rules. This chapter describes the main principles and concepts behind ST. All other chapters derive from and build on these principles. Those that like to learn from practice are advised to continue reading the Facilitators Guide. This chapter offers practical tools and examples. Even without reading the more detailed chapter on the ST or the chapter on the theoretical foundation, this chapter should enable the reader to put social theory to practice. In Social Theory of a Sustainable Collaborative Learning Society a more detailed chapter is offered on the ST and its accompanying Social Innovation (SI) process. The chapter Foundation delves deep into the theoretical foundation of ST. This chapter is not one to digest easily but will give new insights and a more profound understanding of ST to those that are interested into a more theoretical background. The Second Ring chapter, in addition to the Facilitators Guide brings across several other methods/theories/concepts that, in light of ST, could be of use. This chapter is one that will be added to over time, finding more methods that help putting ST to practice.

This book is not one to read once and expect all information to stick. Reading it over time will help gain new insights. It can be compared to reading a detective. When reading a detective, throughout the book several clues will be given about who committed the crime. Most of these clues will not be noticed. Only after the plot has been revealed, and when re-reading the book, all clues will become visible and fall into place.

Lees hiervoor:
We Got to Move
Lees hierna:
Principles and Ground Rules

@@ Regel 1: / Regel 1: @@
-We live in a complex world that seems to become even more complex due to man-made and natural, large-scale disruptions such as globalization, climate change and robotization. There are no easy answers to handle this complexity. The root causes are often not well understood, let alone that it is easy to find ways  to make progress when it is not clear in what direction people should be heading. These large-scale disruptions are beyond the control of ordinary citizens, yet they do interfere with the mundane challenges found in local communities, such as independent living for elderly people, loneliness, and local climate change countermeasures; all of which are complex challenges in their own right. We have no other option but to adapt to new circumstances. Because no one has a monopoly on wisdom and we cannot assume that a single person can steer us away from the cliffs, we have to find ways to address challenges collectively. And although the challenges we face may be global, we can face them by starting out locally with relatively small initiatives, which can then evolve into larger movements. In order to do so, we have to reconstruct shared meaning to agree on the direction we should take. In retrospect, not every initiative and/or direction taken will prove to be right. But ‘mistakes’ are also something to learn from. The point is, we got to move.
+== We got to move ==
+We live in a complex world that seems to become even more complex due to man-made and natural, large-scale disruptions such as globalization, climate change and robotization. There are no easy answers to handle this complexity. The root causes are often not well understood, let alone that it is easy to find ways to make progress when it is not clear in what direction people should be heading. These large-scale disruptions are beyond the control of ordinary citizens, yet they do interfere with the mundane challenges found in local communities, such as independent living for elderly people, loneliness, and local climate change countermeasures; all of which are complex challenges in their own right. We have no other option but to adapt to new circumstances. And although the challenges we face may be global, we can face them by starting out locally with relatively small initiatives, which can then evolve into larger movements. In retrospect, not every initiative and/or direction taken will prove to be right. But alleged or real mistakes are also something to learn from. The point is, we got to move.
-== Narrative approach ==
+== Organizing solidarity  ==
-One way of helping us move, is sharing stories. This narrative approach helps us to pass on what we value in society and to come closer to understanding each other’s point of view. It provides the means to continuously discuss and establish shared meaning and a common purpose, and act more as a community. Of course, our understanding of society will change over time, due to changing circumstances. That is, new stories will be added, and some will be abandoned if they no longer represent the way we think about society. In addition, by appreciative listening to the stories people tell, they feel acknowledged in the way they are. This is a necessary precondition to engage people in addressing challenges. Furthermore, stories give meaning to abstract concepts by putting them in context, so that others understand what is meant by someone’s interpretation of a concept instead of assuming that we all have the same understanding. This way of using narratives results in a deep understanding of the origins of beliefs and assumptions each individual holds. Put differently: by knowing, valuing and appreciating each other’s stories, the room for movement expands and the possibility to actually move in a direction agreed upon is maximized.
+Because no one has a monopoly on wisdom and we cannot assume that a single person can steer us away from the cliffs, we have to find ways to address challenges collectively. While we must change the world together, often not all parties involved will truly be ‘on board’. Resulting in situations in which we try to find a solution for you, but not with you. Meaning that, despite good intentions, decisions are made based on advices coming from one or only a few stakeholders. Not all relevant perspectives are taken into consideration and solutions are not widely supported. We believe that in order to find solutions that will last, a process of social innovation is needed in which all stakeholders are involved and given a voice.
-== Organizing solidarity ==
+No one can stand on its own in the sense that we are in the need of each other. Because of this dependency it follows, or at least implies a moral obligation, that we have care responsibilities in order to face and possibly overcome challenges together. Thus, in a social innovation process, solidarity is essential. But how do we organize solidarity and true involvement of all those involved? In a society in which we have become more and more individualistic, this is not an easy thing to do. How do we organize a process involving all citizens, businesses and institutions, that lets us move into a direction that is arguably desirable and culturally feasible? This question is difficult to answer because of its many-sided facets. A first observation is that we have to address solidarity by focusing on relations between us and the different sorts of ties that bind us all (i.e., who are we and what do we do). This requires a deep understanding of different relations at work at different places and the beliefs and the concerns of all people who are faced with particular challenges. We must realize that we are interconnected: the relationship between us humans is what matters because someone or something cannot be taken on its own.
-Global corporations and faraway nations seem to govern our lives. At the same time, we have become more individualistic ánd become more dependent on the community. Therefore, the question arises: since we have become more and more interdependent, how do we organize solidarity? How do we organize a process involving all citizens, businesses and institutions that lets us move into a direction that is arguably desirable and culturally feasible? This question is difficult to answer because of its many-sided facets. A first observation is that we have to address solidarity from the relational practices angle and the different sorts of ties that bind us all (i.e., ‘who are we and what do we do?’). This requires a deep understanding of different solidarities at work at different places and the beliefs and the concerns of all people who are faced with particular challenges. A second observation is that all parties concerned must collaborate, thereby recognizing that each individual has their own role to play and the principles that go with that role. The roles and principles individuals have, are not always in concord. Talking things through will often lead to understanding, but not necessarily to agreement. In practice, people will clash. We should, therefore, engage in a fruitful dialogue, see how solidarities are enacted and avoid a premature closure of debate in all circumstances. It is a process permanently in the making.
-== Creating room for movement ==
+A second observation that follows is that all parties concerned must collaborate, thereby recognizing that each individual has their own role to play and that each role brings along its own responsibilities. The roles and responsibilities individuals have, are not always in concord. Talking things through will often lead to understanding, but not necessarily to agreement. In practice, people will clash. We should, therefore, engage in a fruitful dialogue, see how solidarities are enacted and avoid a premature closure of debate in all circumstances. It is a process permanently in the making. However, in order to deal with the wicked problems we are faced with, we got to move together.
-If we want to move collectively, we must create room for movement. People have a subjective view on the world which they express in their narratives. They have many beliefs and assumptions which determine the position from which they observe the world. Most people are not aware of the beliefs and assumptions they have. As a result, their worldviews might be limited and as consequence their ability to find directions for movement might be limited. It is important to broaden people’s worldviews by critically reflecting on the worldviews of others as well as on their own. If people gain insight into beliefs of others, their worldview may tilt and their own assumptions may change and broaden.
-== The process is key - results follow ==
+== Creating room for sustainable changes  ==
-Our collective can initiate and facilitate processes that stimulate movement. We focus on the story each individual has to tell. Our narrative approach starts at community level with a problematic situation that is of concern to the parties involved. The credo is focus and togetherness. We do not want to address the world’s big issues; instead we focus on a concrete problem that a community is faced with; a problem that should be addressed collectively by citizens, businesses and the government. The process is key, not the precise outcome, since the outcome depends on what participants bring to the table and this is not known beforehand. It is important that participants are acknowledged in the process, so that the quality of the process and the outcome is satisfactory. It is essential that participants learn from the process, so that they can learn from their experiences and, hopefully, their newly acquired skills and attitudes, to tackle other problematic situations.
+But even when we try to change situations together, there is no guarantee that changes will last. In current society scarcity, in time, money, capacity or other means, often forces us to look for quick and efficient solutions. In a short period of time we must analyze a problem, form our opinion, choose direction and take action. And once we have voiced our opinion or chosen a direction, it does not seem desirable to reconsider either one of them. But how do we know that the chosen direction is the right one? For sustainable changes, every party involved has to change, in order to support a new direction taken. But change does not come overnight. We must take time to truly understand a problematic situation at stake. We must explicate and share how different stakeholders involved view this situation. Only then new solution directions can arise that will last over time.
-== Sustainable changes ==
+People have a subjective view on the world, which they express in their narratives. They have many beliefs and assumptions that determine the position from which they observe the world. Most people are not aware of their beliefs and assumptions. As a result, their worldviews might be limited and as a consequence their ability to find directions for movement might be limited. It is important to broaden people’s worldviews by critically reflecting on the worldviews of others as well as their own. If people gain insight into beliefs of others, their worldview may tilt and their own assumptions may change and broaden. This asks for room for reconsideration of opinions, of worldviews, of directions. Only when we together start to explicate our worldviews and the situation at stake, we can start to look for what binds us, what is our shared meaning within a certain situation and which direction we together believe is right. Only then, we can move together in the right, and therefore sustainable, direction.
-A single person cannot change the world, unless the ideas they put forward are embraced by a large group of enthusiastic followers. But even then, there is no guarantee that changes will last. For sustainable changes, every party involved has to change, in order to support a new direction taken. In addition, support for that direction has to be guaranteed through policies. This does not mean that policies are fixed forever. Policies must be validated continuously on the basis of efficacy, effectiveness and efficiency, and adapted when deemed necessary. The world is in flux at all times, so change is inevitable. What it all boils down to is this: you have to find shared meaning to adapt to changing circumstances and you have to translate meaning into policies. In this process, governance is not the province of the government only. On the contrary, we steer on what we, as a community, value. Our initiative instigates these kinds of processes and works as a catalyst for changes that start at community level but may, eventually, become changes that affect the entire world.
+== Framework ==
+This book introduces a social theory of a sustainable, collaborative society (or Social Theory, ST, for short). ST offers a framework for realizing sustainable changes that are widely supported in society. Social Theory can be seen as a theoretical framework to bring about change with lasting impact. As such, it provides processes, methods, tools and insights in order to answer the following question: <blockquote>''If we constantly got to move and react to changing circumstances, how can we do this together and in such a way that it will be meaningful and thus worth the effort?'' </blockquote>The term theory might come across as a collection of ideas not rooted in reality, devised by a researcher stationed in an ivory tower. But as Kurt Lewin famously stated: there is nothing as practical as a good theory. Social Theory has an extensive theoretical foundation. But first and foremost it is the result of years of practical experience in the field of social innovation. Working side by side and being in a constant dialogue with stakeholders involved in social innovation projects, interpreting and reinterpreting experiences, enriching these with theoretical insights, resulted in a wider understanding of wicked problems and how to come to sustainable solutions.
+As said before, Social Theory offers a framework. It is not an ideology, proclaiming to have the answer to everything or offering the only truth. Nor is it a specific method that stands on its own. It rather offers a way to widen the understanding of problematic situations in order to gain new insights and create room for improvement that last. ST is a methodological framework, not a method. It is open for methods that adhere to the methodological principles discussed in this book. The methods that we use in our daily practice are discussed extensively.
+Social Theory, and therefore this book as well, is all about learning. Learning about the problematic situation at hand and about how to realize widely supported change. But also learning about ST itself. It is an ongoing process of joint learning, explication, collaboration and validation with stakeholders involved – a process of a participatory, interdisciplinary, iterative and reflexive nature. Every situation you encounter offers new insights, new expertise. When reflecting upon these insights together we learn more and more about how to reach sustainable change. And this expertise will also be used to further develop the ST. Just as our society, ST is not static and has to move as well.
+== Reading guide ==
+This book is not a book that must be read from cover to cover. It contains different sections. Some are more practical, others more theoretical. It can be read back and forth. This introduction has set out the context from which Social Theory has derived. When diving into {{Internal link|link=LC 00346|name=Social Theory|dialog=process-linkpage-dialog}} for the first time it is advised to now move on to the chapter on {{Internal link|link=LC 00348|name=Principles and Ground Rules|dialog=process-linkpage-dialog}}. This chapter describes the main principles and concepts behind ST. All other chapters derive from and build on these principles. Those that like to learn from practice are advised to continue reading the {{Internal link|link=LC 00484|name=Facilitators Guide|dialog=process-linkpage-dialog}}. This chapter offers practical tools and examples. Even without reading the more detailed chapter on the ST or the chapter on the theoretical foundation, this chapter should enable the reader to put social theory to practice. In {{Internal link|link=LC 00346|name=Social Theory of a Sustainable Collaborative Learning Society|dialog=process-linkpage-dialog}} a more detailed chapter is offered on the ST and its accompanying Social Innovation (SI) process. The chapter {{Internal link|link=LC 00357|name=Foundation|dialog=process-linkpage-dialog}} delves deep into the theoretical foundation of ST. This chapter is not one to digest easily but will give new insights and a more profound understanding of ST to those that are interested into a more theoretical background. The {{Internal link|link=LC 00391|name=Second Ring|dialog=process-linkpage-dialog}} chapter, in addition to the Facilitators Guide brings across several other methods/theories/concepts that, in light of ST, could be of use. This chapter is one that will be added to over time, finding more methods that help putting ST to practice.
+[[Bestand:Foundation for the social theory.jpg|gecentreerd|kaderloos|712x712px]]
+This book is not one to read once and expect all information to stick. Reading it over time will help gain new insights. It can be compared to reading a detective. When reading a detective, throughout the book several clues will be given about who committed the crime. Most of these clues will not be noticed. Only after the plot has been revealed, and when re-reading the book, all clues will become visible and fall into place.
+{{LC Book config}}
 {{Light Context
-|Supercontext=PR 00276
+|Supercontext=PR_00276
 |Topcontext=PR 00276
 |Toppage=Other
-|Sequence number=1
+|Sequence number=184375
+|Sequence numbers=LC_00484,100000;
 |Context type=Situation
 |Heading=Introduction
@@ Regel 27: / Regel 41: @@
 |Show VE button=Ja
 |Show title=Ja
+}}
+{{LC Book additional
+|Preparatory reading=PR_00276
+|Continue reading=LC 00348,
 }}