I had thought that permaculture had mostly to do with organic gardening and local food supplies – but what fascinated me as a facilitator was how permaculture is based on natural ecological principles that – lo and behold – actually have quite a bit to do with how people operate.  It’s the application of a “living systems approach” to collaboration, decision making and change.  For example, the approach to “change management” I learned working for a large consulting firm emphasized doing a detailed design, then essentially “managing” the change by designing communications to convince people that the change was “good for them”  The permaculture approach is a more stepwise process, one that values diversity, small steps, and constant creative adaptation.

The first step is what Holmgren calls “Observe and Interact”, which speaks to observing how our actions interact with our place, rather than developing all the details from a grand, abstract theory.  By observing first, we slow ourselves down and see how our thoughts and actions fit into a grander pattern.  This is the essence of systems thinking.

From a facilitation perspective, this means that one of the best ways to sort issues out efficiently is, paradoxically, to SLOW EVERYBODY DOWN first.  Too often we don’t really listen to each other, biding our time until they stop talking so we can jump in and say what WE want to say. Practices like using a talking stone (or stick) are not just some sentimental “kum-ba-ya” throwback, but in fact work because they shift what I like to call the “physics of a conversation”.  Conversations are highly complex interactions that can be understood through many of the ideas of chaos theory, particularly the idea that initial conditions of a system have a huge impact on the subsequent flow of the conversation.  That’s why a mindful facilitator pays attention to factors like the meeting space, the way people are arranged, the agenda, and how the conversation is initiated. Using a talking stone forces each of us into the role of either speaker or listener, without “cross talk”. When one speaks, one speaks completely.  Otherwise, one just listens.  It’s amazing how quickly the real issues in a group surface when we do this, and how it reinforces mutual respect and trust.

For an article on how Transition leaders are using these principles in practice, check out Shaktari Belew’s article in the Sentient Times.  Shaktari is a Transition Trainer and leader of Transition Ashland in Oregon.

Marsha challenged me on the use of the term “sustainability”.  She said that five years ago, sustainability was a good word, because it provoked reflection.  Now it doesn’t anymore, it’s become old hat, and when you use the word people think they get it.  This is a loss, since provocative questions and inquiry are at the source of innovation and new thinking.   The term Marsha likes, and a term that has come up for me in several conversations – including the one with Michael Brownlee about community, cited earlier, and a conversation I’m having with Don Beck of Spiral Dynamics fame – is RESILIENCE.

Resilience is a term that is used to describe any system – whether a body, a mind, a family, a community, a company, an economy – that is able to adapt, thrive, rebalance, and innovate in the face of changing circumstances.  Sounds like something we need more of these days, what?  Resilient leadership that sees the big picture, builds healthy collaboration and connection, and finds sources of renewal and inspiration.

Marsha made the comment that a Resilient Leader never makes a statement when a question will do.  Think about that….

Which leads us to the $5 word of the day, NEUROPLASTICITY.  Neuroplasticity has been the subject of several international conferences in the last year or so.  Brain science tells us that the typical “adult” mind functions by re-running tapes from the past in order to determine how to deal with challenges of the present.  This is useful if the environment is relatively stable.  As you may have noticed, ours is most definitely not stable.

On top of that, we have all been trained in school and at work to “have the answers”.  But, being in a conscious state of “not knowing” and inquiry is a key to having a youthful mind that can imagine new possibilities. And this is the way for business people to add value at a time when the rules of the game are continuously changing.

What gets in the way of neuroplasticity? Stress, naturally.  Multitasking, which degrades our ability to focus. And the big kicker for business leaders – concern for status. If you’re a high status individual, you might be worried about losing it, not seeming to be on top of things.  And likewise, if you’re a low status individual, you keep telling yourself a story that your ideas and actions don’t matter.  Either way, you’re not really confident and open.

How to promote a state of neuroplasticity? Marsha suggested practices like exercise, mindful breathing, meditation, creative play – as well as a practice of never making a statement, never having an answer when a question will do.  That resonates with my experience – being comfortable holding a question is a skill we can develop, that keeps us open, in literally in a state of wonder.

You can download the full hour-long interview at www.blogtalkradio.com/sustainableleadership

Or listen to it right here: