Chapter 10
Chapter ten was all about sensing and closing the gap between people's experience of reality and their sense of participation which will create a loop. Furthermore the author discusses how the wall between the observer and observed needs to collapse so the viewer can see themselves as they are; apart of the system. The majority of the chapter contained anecdotes to describe turning points and how to reach them. Overall I agreed with what he had to say and much of it applied to previous chapters. Steps to reach turning points involved; charging the container (controlling the aspects of when, where and why, it happens), deep diving (becoming the customer, not just studying it), redirecting attention, and opening the heart.
Chapter 11
Chapter eleven helped to explain what presencing- the bottom of the U- really meant. The definition that best explained it to me was, the act of "sensing what wants to come forth and aiding it into being". In the chapter the author brings up one of Albert Einstein's thoughts, "problems can never be solved with the same mind that created them". I found this really interesting and I almost feel that this is a great summary of the main ideas in book. It does not say that the same person cannot solve this problem, but their mind, their inner source may need to change to find the answer. Much of the chapter contains examples of people and groups reaching the threshold and operating from a deeper place. The example that really stood out to me was the story of the sculpture as an inner source, helps him to find the art in the medium. I found myself thinking of moments when I have felt guided by something else during my art making.
Chapter 12
Crystallizing is bringing collective potential into reality and is the main topic of chapter twelve. This topic made a lot of sense to me; the fact that the author acknowledged that making the connection, he had been talking about for so long-- necessarily means nothing unless it is sustained, was nice too read because it seemed to bring the text back down to Earth. I found his example with the health group interesting, once he practically gave them a deadline they sort of woke up. Being an entrepreneurship minor I found the section about intention very interesting since the creation of vision is essential for anyone in that field/ mindset. The power of intention can be powerful in the hands of anyone who has a clear focus.
Chapter 13
The chapter starts with explaining why prototyping is necessary and its merits. For example, it allows for quick feedback and adaptation. He discusses that the main problems that occur during this process are "mindless action and actionless mind" (approaching something to quickly before thought). When hardships in projects occur he states, "whatever the response you are getting, look at it from the assumption that it wants to help you in some way". He also suggests that you take the feedback that will help move the concept forward and ignore the rest. I think that both of these are great ways to look at feedback and something I plan to apply to my own work to help me categorize feedback.
Chapter 14
In the opening of this chapter he compares the processes theater uses to prototyping and performing and I think that this explains the thought of prototyping again and again very well. The comparison also carries into the idea that once the audience/ customer sees the product it will change further. Performing is working on a larger scale compared to that of prototyping. He explains that organizations are many collaborative relationships together not one singular item. He closes with the three forces of institutional change which are; Systemic Integration, Innovation Ecosystems and Field of the Evolving Ecosystems.
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