States of Change

We help individuals and institutions become more experimental and participatory so they can respond wisely to the challenges of our era.

[States of Change @States_Change]

Ezra Klein argues that when governments try to do a good thing while also piling on regulation after regulation to make sure the good thing is as good as it can be, they end up making the good thing super costly—and therefore less likely to happen at all. https://t.co/ZmJcoIva0L

[States of Change @States_Change]

Service Designers are engaged in designing the most fundamental aspects of human life but are dangerously under-educated in the politics of it all https://t.co/jGA37XlchL

[States of Change @States_Change]

Five fulcrums for fundamental public sector reform. @piacandrews writes how "in government, we often speak about policy levers. But in the real world, a lever without a fulcrum is just a plank of wood". https://t.co/UKf1kmSlBv

[States of Change @States_Change]

Many governments are pretty much run on presentations, and yet (and yet!) a lot of them could be, ahem, a lot better. Some simple ways to make your presentations much, much better; work out what you actually want to say. https://t.co/sEO2q22zGl

[States of Change @States_Change]

Don’t let important things go unsaid, "ask a question you suspect someone in the audience has, but isn't asking for whatever reason". One of ten suggestions for getting the most out of a 'show + tell'. https://t.co/IRYgqyBgBn

[States of Change @States_Change]

"data is created, not found; and creating it well demands humanity, rather than objectivity"
-- Melanie Feinberg https://t.co/WWqLp5Qmzv

[States of Change @States_Change]

what holds back less successful organisations "is not an inability to innovate but a failure to embed their innovation efforts within a robust process for translating those efforts into impact.” https://t.co/JnEzk6XkOv

[States of Change @States_Change]

“System changing activities are as much about finding out what we need to change as they are about mobilising the will and strategic support for transformative change.” @JesperC_ https://t.co/k5CiYxS6d4

[States of Change @States_Change]

“If we want to bring about radical and systemic change, it’s more interesting to question the purpose of the existing systems. After all, the purpose determines the legitimacy and value of solutions and courses of action.” https://t.co/lTXzPzRfuX

[States of Change @States_Change]

@CairneyPaul Hey -- the video comes up as 'unavailable' when clicked, is there an alternative link to watch it?

[States of Change @States_Change]

“If you want to teach people a new way of thinking, don't bother trying to teach them. Instead, give them a tool, the use of which will lead to new ways of thinking.”

— R. Buckminster Fuller

[States of Change @States_Change]

“To take on challenges which rely on collective and collaborative efforts, we need to […] understand how relational infrastructure is built, shaped and maintained, whilst acknowledging that it can also be degraded and destroyed.”

[Sam Rye @sam__rye]

[NEW✍️] On Relational Infrastructure: Exploring the role of relationships, trust and mutualistic approaches to change.

https://t.co/8xDTGGOVn0

Thanks to so many who have had a hand in shaping my thinking on this! Lots of hat tips inside to excellent humans in this space 🙏

[States of Change @States_Change]

“indicators are inevitably political [...] they represent the perspectives and frameworks of those who produce them, as well as their political and financial power. What gets counted depends on which groups and organizations can afford to count.” https://t.co/Lj72mKgB9n

[States of Change @States_Change]

“It’s hard for public sector organisations to innovate because they have structural blockers to productive relationships to not-knowing. The way to fix this is with sneaky strategies that seem trivial, boring, or oblique.”

[Vaughn Tan @vaughn_tan]

I've been preoccupied watching sneaky strategy being implemented in some important data protection litigation, while eating bad sandwiches

Anyway, this newsletter issue is about sneaky strategies for injecting not-knowing into big orgs

More here: https://t.co/govNRMBiCp

[States of Change @States_Change]

“It’s only through attending to endings that we will create the conditions for the emergence of the projects, organisations and movements needed to drive change in these uncertain and complex times.” https://t.co/08YUqtdRMY

[States of Change @States_Change]

“we need a new kind of leader. Not innovation managers, but mission managers who focus on achieving a long-term vision of change for a wide range of stakeholders instead of internal org development". @christianbason https://t.co/ExwrEM3tfV

[States of Change @States_Change]

What do these illustrations of different national parliaments say about how democracy is seen to work, how it was designed?

[drew 🌊 @toowerdy]

layouts of democracy, interesting to see the few deviations from the theatre type seating

[States of Change @States_Change]

"a monthly meet-up for people who are developing practices around - supporting organisations to die, intentional discontinuation, composting, leaving behind, dismantling, system abandonment, hospicing, preparedness for loss." @CassieRobinson https://t.co/mquHFTELzO

[States of Change @States_Change]

"the goal of coherence testing is not to settle on what is right.  It is to create a series of safe-to-fail probes around any coherent idea which isn’t clearly wrong"

[ᗪᗩᐯᕮ SᑎOᗯᗪᕮᑎ 🏴󠁧󠁢󠁷󠁬󠁳󠁿 🇪🇺 @snowded]

Another post in the series on coherence, science, elimination of the absurd and so on. https://t.co/ZPqsfTQ5p5

[States of Change @States_Change]

"The risk of maintaining the status quo must be perceived as greater than that of innovating."

[giulio quaggiotto @gquaggiotto]

Revisiting this gem from @marcolsteinberg https://t.co/PMoWJkT1Ai