November 2003

Peacemaking brand architecturean unusual case study

Chris Macrae

Courtesy :

1

Beyond Machine-age Practice of Management

I think we are finally getting to understand that KM is not about XML or data transfer, but about people and their (trusted) relations... and this has very important repercussions with respect to how we call for research...

Command and control & self-organising Value multiplication audit of intangible flows & value add of

tangibles Whole system of systems versus parts Closing Competition versus open partnering Society health and economics Local and global Virtual and real learning Learning and doing Emotional Currencies Benchmarking Survey

At EU: Knowledge Management is Not Management as Usual

Storytelling & Open Space GatheringsMichael tells us the story of the Speed Of Sound Barrier:Pilots crashed until one dared change controls the other way round to get through the barrier to the other side. How many closed machine-agecompanies need to crash before leaders see controls turn round in an openNetworking World where organisational leadership means helping to make the most win-wins of human relationship systems?

Harrison tells us howthe greatest value developments

come where people use their deepestpassions to value resolving conflict, change and

confusion (compounding from top-down ordering instead of grassroots common sensing)

November 2003

Peacemaking brand architecturean unusual case study

Chris Macrae

Courtesy :

2

Case study : open inquiries welcome

collapsingworld.orgNobel laureates and networks of Charities

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University of the starsResponsible Global Heroes

City-based mentors

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Big People NetworksYouth 1Women

Local Community RegenerationHIV and other disability groups 1

practiceofpeace.comAlumni of 300000 open spaces:

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Big 50

Human Issues

The Practice of Peace

version

November 2003

Peacemaking brand architecturean unusual case study

Chris Macrae

Courtesy :

3

Thoughts

Practice of Peace: Conflict, Change and Not needing to be in control- these are the greatest innovation

tipping points wherever people prize openness and diversity. They lead systems of systems to value destruction or value multiplication. So why does the practice of management fear them all and spread compound fear everywhere. Because current management only knows the maths of add: separability not connectivity, parts not whole systems, machine investments not people, past planning not future adaptability. Value multiplication can only begin when you audit emerging conflicts in every cycle. Conflicts are where the outside changes or the inside of a human system ruptures unless you all see and resolve.

Open Space Whether in the workplace or the world, Open Space expands the field of possibilities

for peace.

Thinking through a collapsing world We live in a changed world. The old institutions have failed or are failing. We need to

rebuild. Develop new initiatives, new projects, new collaborations. Thinking through a collapsing world:’ pathways to reconciliation’, will be held to provide a vehicle for the exploration and development of political strategies for reconciliation.

University of the Stars

Why does media manufacturesuperficial heroes rather thanones worthy of inspiring the

greatest humanitarian endeavours?This is going to be so easy forthe people to change in the

networked world, but don’t expect the mass media

playersto like it.