Cancer Free Economy Network: Living Labs

Cancer Free Economy Network with Conrado Garcia Madrid

The Cancer Free Economy Network project in 2015-2016 worked with a large, multi-stakeholder process to rid the US economy of carcinogenic toxins.  The project joined an on-going strategic systems process that already had a systems map and leverage points identified.  The project started by taking a team of 3 people from the project through the Strategic Clarity 2.0 analysis, developing their capacity to understand and do the analysis, with the completed analysis as the deliverable.   The project then worked with the leverage point teams to identify specific leverage-point strategies and to integrate those strategies into one unified strategy.

Initial Project Description
In this 21-minute exploration, Conrado provides an overview of this strategic process, initial insights, key experiences or shifts in the participants, and innovations in engaging with a strategic systems project that already had a systems map and leverage points identified, as well as innovations in the use of graphic templates to facilitate the leverage-point teams’ work with the strategic systems process.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 2015, we had just published the book Ecosynomics. We were refining our understanding of the strategic systems processes underlying collaboration and networks.

Co-investment.  In this project with the Garfield Foundation, we co-invested our intellectual property of the Strategic Clarity methodology, our understanding of how to develop leverage-point strategies, and how to unite them in one overall strategy, our social capital in how to develop the capacity of our co-investors in actually doing the strategic synthetic analysis for leverage points.

Return on Co-investment.  The return on this co-investment came in the forms of the intellectual capital of (1) developing the capacity of co-investors to work with and support the technical assessment of the leverage points, (2) exploring new ways of graphically engaging teams in developing leverage-point strategies, and (3) deepening our experience in working with a network to design a unified leverage-point strategy.

Further References

BMC Diabetes: Living Labs

BMC Diabetes with Hal Rabbino

The BMC Diabetes project in 1997 used the reference behavior pattern, coupled with qualitative stock-flow diagramming to shift the global strategy of a diabetes diagnostic company, and to explain to its leadership why it had missed this critical turning point and how to make the transition.

Initial Project Description

In this 10-minute exploration, Hal provides an overview of the strategic process,  initial insights, key experiences, and shifts in the participants.

Video (or audio-only version)

ISC Live Lab Co-investment and Return on Co-investment

Context.  In 1997, we were in an early phase of ISC’s work, in a form called the Leverage Institute.  After three years in systemic strategy at the ITAM, Jim was now in the doctoral program in decision sciences at the University of Texas at Austin.  We were merging the fields of system dynamics and strategic decision making, testing the emerging “strategic decision simulation” framework in field settings like BMC.

Co-investment.  In this fieldwork, we co-invested our intellectual property of the blending of system dynamics and strategy and our financial capital in the time to write up what we found in a case study.

Return on Co-investment.  The return we received started immediately, the first day, in two parts.  First, while we had intended to develop a detailed simulation of the problem BMC was facing, we experienced the power of a strategically clear question–when we used the system dynamics framing of stocks and flows to ask the strategic questions of (1) the organization-level behavior they were trying to shift, and (2) the core dynamics influencing that behavior, we found that they were missing a key dynamic in their narrative.  This was the first return: the power of a well framed and mapped strategic question.  It made the missing, strategic element simple and clear.

The second return came that first afternoon, when we saw that we could explain dynamically (1) why smart people had missed this key element, initially, and (2) why they now needed to pay attention to it.  This was the first time we saw that we could describe with simple clarity the dynamic evolution of the strategic understanding in a complex system–how they had arrived at this point, the required shift, and what they could do going forward–a key feature of our research going forward.

Further References

Say YES! to ALL Children Flourishing in Public K-12 Education — OOMA Is

All children can flourish in public K-12 education. While it is not a reality yet, the OOMA network in Massachusetts is taking its first steps in a collaborative, systems approach to saying Yes! to all children. 100%. Not just some of the children, in some zip codes, some of the time. Everyone everywhere everyday.

In the June 2021 issue of the Eton Journal for Innovation and Research in Education, editors Jonathan Beale and Iro Konstantinou share a piece Wayne Ysaguirre, Hardin L.K. Coleman, and I wrote, “A Bold Vision to Advance Racial Equity and Prepare Underserved Youth to Thrive in Work and Life.”

The article describes the collaborative, strategic-systems approach taken by our colleagues at Open Opportunity MassachusettsInstitute for Strategic Clarity, Social Impact Exchange, and the Nellie Mae Education Foundation. Wayne, Hardin, and I describe our article in this brief 6-minute video.