Rhigt: It can be really valuable and important to create some boundaries. But then also the is creating a culture, reciprocity and way of being than people are often used to relating in. The best decision making in groups happens between five and seven. Research shows every person you add in a group above seven reduces the decision making effectiveness of the group by ten percent.
Social networks aren’t new. Humans have always gathered together and forged communities. But deliberately organizing those networks around shared principles, shared context, and a shared purpose is a powerful way we can help address some of the world’s most complex problems. A system that brings individuals and organizations together for learning and collaborative action is what David Ehrlichman calls an “impact network,” a scaled-out (rather than scaled-up) approach to creating greater change. In fact, David wrote the book on the subject—Impact Networks: Create Connection, Spark Collaboration, and Catalyze Systemic Change—which is why we invited him onto the podcast to talk about planning for emergence, unlearning command-and-control models, and the five activities all impact networks leverage to successfully co-create at scale.
Learn more about David's work and Converge here: https://www.converge.net/
Our book is available now at bravenewwork.com
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