Wednesday, August 5, 2009

Empowerment Concept - Success Across Scales

Success Across Scales: The success of each level of organization moving with the arrow is dependent on the success of the lower levels.

The “Success Across Scales” Principle

The diagram above depicts our “Success Across Scales” principle. In very simple terms, this principle suggests that the success of the larger scale organizations (geographic, or structurally) are dependent, first on the success of individuals, and then on the subsequent organizational success moving up the pyramid. This diagram contradicts the traditional top-down, hierarchical model that has over-taken most governments, institutions of higher learning, and corporations. There appears to be an interesting paradigm shift occurring where these systems are failing and are being replaced by systems that are based on the foundation of empowerment of individuals, and cooperative models (grass-roots). It is beyond the scope of this discussion to cite numerous examples, but two important cases are in the banking system, the success of micro-loan programs that are making tremendous impacts in Bangladesh and Guatemala (as well as in other countries).

The above Diagram depicts the natural, logical building of the “capitalization” of social systems. If we were to show the model that has been taking place up until this time, this “pyramid” would be turned upside down. As any sensible person can quickly realize, intuitively, this structure would naturally fail.

It is our contention, as we are advocating the ushering in of a new educational paradigm, one based on each individual awakening to a “Reverance for Life” (including their own), that the next critical organization to re-align is the family.

Practically universally, the family is a pivotal “community” for the “playing out” of a successful societal empowerment strategy. It has been long recognized by our team that a “theological pathology” (Green 1966) is expressed and passed on generation to generation, most distinctly at the family level.

Addressing this pathological tradition is not about forcing the family to change, but to empower individual family members to free themselves from limiting perceptions and mentality. Providing a way out to a family member, to awaken to this multi-generational plight and empowering them to “demonstrate” personal transformation is possibly the most effective strategy.

Ultimately, for the family, all of the members need to thrive, if they do not this decline is reflected as a diminishment of
the overall health and prosperity of the family.

We expect that the rate of societal change will advance rapidly as families are transformed and that transformation then “adopts and diffuses” into the larger community groups. So our efforts need not so much be focused on changing the family, as on reaching the “change agent” (or receptive individuals) in the family. Change agents (or early adopters) are ripe and receptive and can be found throughout organizations, communities and societies. These individuals will become the carriers of the message, not through preaching, but through demonstration, through living a more empowered and awakened life.

Then, as the rest of the family watches their brother, sister, daughter or husband make their dreams come true and become free, the rest of the family will much more likely follow suit. We can see this phenomenon demonstrated in organizations like Alcoholics Anonymous, Over-eaters Anonymous and other “self-help” organizations.

The family, given its importance in nearly all cultures, will be a pivotal influence to catalyze societal (global) transformations. This process is well known in academic circles as adoption-diffusion and the process can be stimulated at all levels and across broad geographies. The key to success is to find “stars”, “change agents”, or “power actors” who will embrace Reverence for Life (Albert Schweitzer) through The Practice (Desmond Green) and show others how to take control of their lives, dreams and aspirations.

In a region, the success of the region to create collaborative initiatives is dependent on the success of the communities within the region, and also the businesses, but ultimately the individuals who operate those businesses.

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