We all know a feeling of aliveness – when we are happy, yet, calm, when our heart resonates, when we feel most connected with life and when our humanity expands. At the same time, we are intrinsically linked to the order of life within us and around us – people, architecture, nature. We are constantly being created by this order – as much as we participate in creating this order.
When we become aware of Aliveness and the role it plays in our endevours, we also become aware that co-creation works best in a collaborative space where there is “life” – a sense of vitality rather than superficial harmony.
What does this mean for our collective ability to co-create in a more constructive, in a more sustainable way?
Christopher Alexander developed an elaborate pattern language, a way to order space for art and architecture, modeled after patterns of nature. How could understanding this pattern language and how patterns of interaction between people further collaborative co-creation help us?
If we knew a little more about how “living centers” support each other and come together as a pattern of vitality, could we more easily create an atmosphere in which collaboration works and people effortlessly connect with goals that serve both present and future generations?
You may argue that this is too far away from your world of logical frameworks for project plans, impact monitoring, balanced scorecards, quarterly growth reports, risk management procedures, performance evaluations and deliverables. My experience is, it must not be. We can only move forward when we understand how a group of collaborating actors can lead for sustainability, and how we can inspire large groups of people to act in favor of the common good.
This blog post looks Patterns of Aliveness and how it contributes to the dimension of WHOLENESS in the Collective Leadership Compass. For more information on the Art of Leading Collectively, checkout the inside the book and reviews on amazon.com, or build compentance with us in order to take the compass into the daily challenges of navigating complex change.