Notes
All of the quotes in this book that are not noted here are from personal communications.
CHAPTER 1: Collaboration Is Becoming More Necessary and More Difficult
1. Lewis Thomas, “On the Uncertainty of Science,” Key Reporter, Autumn 1980, 10.
2. Ana Marie Cox, “Aasif Mandvi Knows How to Make America Great Again,” New York Times, October 4, 2016.
3. Quoted in Walter Winchell, “Walter Winchell On Broadway,” Laredo Times, November 9, 1949.
4. The Concise Oxford Dictionary of Current English (Oxford: Oxford University Press, 1983).
CHAPTER 2: Collaboration Is Not the Only Option
1. James Gimian and Barry Boyce, The Rules of Victory: How to Transform Chaos and Conflict—Strategies from The Art of War (Boston: Shambhala, 2008), 11.
2. See Adam Kahane, Transformative Scenario Planning: Working Together to Change the Future (San Francisco: Berrett-Koehler Publishers, 2012), 1–13.
3. See Hal Hamilton, “System Leaders for Sustainable Food,” Stanford Social Innovation Review, Winter 2015, and www.sustainablefoodlab.org.
CHAPTER 3: Conventional, Constricted Collaboration Is Becoming Obsolete
1. John Maynard Keynes, The General Theory of Employment, Interest, and Money (New York: Harcourt, Brace & World, 1965), vii.
2. Kees van der Heijden, Scenarios: The Art of Strategic Conversation (Chichester, West Sussex, England: John Wiley & Sons, 1996), 21.
3. Horst W. J. Rittel and Melvin M. Webber, “Dilemmas in a General Theory of Planning,” Policy Sciences 4 (1973), 155.
4. Graham Leicester and Maureen O’Hara, Ten Things to Do in a Conceptual Emergency (Fife, Scotland: International Futures Forum, 2003), 5.
5. Isaiah Berlin, “A Message to the 21st Century,” New York Review of Books, October 23, 2014.
6. Michael Fulwiler, “Managing Conflict: Solvable vs. Perpetual Problems,” http://www.gottman.com, July 2, 2012.
CHAPTER 4: Unconventional, Stretch Collaboration Is Becoming Essential
1. André Gide, The Counterfeiters (New York: Vintage Books, 1973), 353.
2. Juan Manuel Santos, “Presentacíon” (“Presentation”), in Adam Kahane, Poder y Amor: Teoría y Práctica para el Cambio Social (“Power and Love: A Theory and Practice of Social Change”) (La Paz, Bolivia: Plural, 2011), 14.
3. Transformative Scenario Planning, 79–90.
4. “Siempre en búsqueda de la paz” (“Always Searching for Peace”), October 7, 2016, es.presidencia.gov.co.
CHAPTER 5: The First Stretch Is to Embrace Conflict and Connection
1. Leonard Cohen, “Different Sides,” Old Ideas, 2012.
2. See Elena Díez Pinto et al., Los Escenarios del Futuro (“Scenarios of the Future”) (Guatemala City, Guatemala: Visión Guatemala, 1999); and Elena Díez Pinto, “Building Bridges of Trust: Visión Guatemala, 1998–2000,” in Katrin Käufer et al., Learning Histories: Democratic Dialogue Regional Project, Working Paper 3 (New York: United Nations Development Programme Regional Bureau for Latin America and the Caribbean, 2004). See also Adam Kahane, Power and Love: A Theory and Practice of Social Change (San Francisco: Berrett-Koehler Publishers, 2009), 32–35, 42–46, 113–27.
3. Elena Díez Pinto, “Building Bridges of Trust,” 30.
4. David Suzuki, “Imagining a Sustainable Future: Foresight over Hindsight,” Jack Beale Lecture on the Global Environment, University of New South Wales, September 21, 2013.
5. Arthur Koestler, The Ghost in the Machine (London: Hutchinson & Co, 1967), 48.
6. Adam Kahane, ed., Possible Canadas: Perspectives on Our Pasts, Presents, and Futures, project report, 2015.
7. See Power and Love, 2; and Paul Tillich, Love, Power, and Justice: Ontological Analyses and Ethical Applications (New York: Oxford University Press, 1954), 25, 36.
8. Barry Oshry, “Power Without Love and Love Without Power: A Systems Perspective” (unpublished paper, 2009).
9. Martin Luther King Jr., “Where Do We Go from Here?” Speech to the Southern Christian Leadership Conference, Atlanta, Georgia, August 16, 1967.
10. Robert Caro, Master of the Senate: The Years of Lyndon Johnson (New York: Vintage, 2003, reprint ed.), 834.
11. See Barry Johnson, Polarity Management: Identifying and Managing Unsolvable Problems (Amherst, MA: HRD Press, 2014).
12. James Hillman, Kinds of Power: A Guide to Its Intelligent Uses (New York: Doubleday, 1995), 108.
13. This evolutionary process is explained by the different but related cycle described by ecologist C. S. Holling in his writing about systemic resiliency. In this cycle, periods of stable and predictable growth and consolidation are interrupted by shorter periods of destabilizing and unpredictable innovation and reorganization. C. S. Holling, “Understanding the Complexity of Economic, Ecological, and Social Systems Ecosystems,” Ecosystems 4, issue 5 (August 2001), 390–405.
CHAPTER 6: The Second Stretch Is to Experiment a Way Forward
1. “Caminante, no hay camino, se hace camino al andar.” In Antonio Machado, “Proverbios y cantares XXIX,” Campos de Castilla (Madrid: Editorial Poesia eres tu, 2006), 131.
2. “The War on Drugs: Are we paying too high a price?” Count the Costs, 2013, http://www.countthecosts.org/sites/default/files/War%20on%20Drugs%20-%20Count%20the%20Costs%207%20cost%20summary.pdf, 3.
3. Juan Manuel Santos, “Consumer countries should take more effective measures to reduce the demand for illicit drugs,” November 22, 2011, presidencia.gov.co.
4. Scenarios for the Drug Problem in the Americas 2013–2025 (Washington, DC: Organization of American States, 2013).
5. Juan Manuel Santos, “Declaración del Presidente Juan Manuel Santos después de recibir el informe ‘El problema de las drogas en las Américas’ por parte de la Organización de Estados Americanos” (“Speech given by President Juan Manuel Santos on receiving the report ‘The Drug Problem in the Americas’ by the Organization of American States”), May 17, 2013, es.presidencia.gov.co.
6. José Miguel Insulza, “The OAS drug report: 16 months of debates and consensus” (Washington, DC: Organization of American States, 2014), 3.
7. Peter Senge et al., The Dance of Change: The Challenges to Sustaining Momentum in a Learning Organization (New York: Crown Business, 1999).
8. Quoted in Barbara Heinzen, Feeling for Stones: Learning and Invention When Facing the Unknown (London: Barbara Heinzen, 2006).
9. Karl E. Weick, Making Sense of the Organization (Oxford: Blackwell Publishing, 2001), 345–46.
10. Henry Mintzberg and James A. Waters, “Of Strategies, Deliberate and Emergent,” Strategic Management Journal 6, no. 3 (1985), 257.
11. Henri-Georges Clouzot, The Mystery of Picasso, film, 1956.
12. C. Otto Scharmer, Theory U: Leading from the Future as It Emerges (San Francisco: Berrett-Koehler Publishers, 2009).
13. John Keats, The Complete Poetical Works and Letters of John Keats (Boston: Houghton, Mifflin and Company, 1899), 277.
14 Shunryu Suzuki, Zen Mind, Beginner’s Mind (Boston: Shambhala, 2011), 1.
15. Katrin Käufer, “Learning from the Civic Scenario Project: A Tool for Facilitating Social Change?” in Käufer et al., Learning Histories.
16. Scharmer, Theory U, 267.
17. Peter Senge, Otto Scharmer, Joseph Jaworski, and Betty Sue Flowers, Presence: Human Purpose and the Field of the Future (New York: Broadway Business, 2008).
CHAPTER 7: The Third Stretch Is to Step into the Game
1. Wikipedia, “Pogo (comic strip),” https://wikipedia.org/wiki/Pogo_(comic_strip).
2. See “The Bhavishya Alliance: Legacy and Learning from an Indian Multi-sector Partnership to Reduce Child Undernutrition,” project report, April 2012; Kahane, Power and Love; and Zaid Hassan, The Social Labs Revolution: A New Approach to Solving Our Most Complex Challenges (San Francisco: Berrett-Koehler Publishers, 2014).
3. Martin Buber, The Way of Man: According to the Teaching of Hasidism (Wallingford, PA: Pendle Hill Publications, 1960), 21.
4. Jerome K. Jerome, Three Men in a Boat (London: Penguin, 2008), 49.
5. “An Introduction to Mimetic Theory” and “Scapegoating,” Raven Review, https://www.ravenfoundation.org/faqs/.
6. Augusto Boal, Theatre of the Oppressed (New York: Theatre Communications Group, 1993).
7. Eknath Easwaran, trans., The Bhagavad Gita (Tomales, CA: Nilgiri Press, 1998), chapter 2, verse 47.
CONCLUSION: How to Learn to Stretch
1. These exercises were developed by my colleague Ian Prinsloo, with input and testing by Lucilene Danciguer, Nicole Endicott, Karin Hommels, Anaí Linares Méndez, Mariana Miranda, Elizabeth Pinnington, Monica Pohlmann, Manuela Restrepo, and Mahmood Sonday.
2. Wolfe Lowenthal, There Are No Secrets: Professor Cheng Manch’ing and His Tai Chi Chuan (Berkeley: North Atlantic Books, 1991), 19.