Liberating Structures
Liberating Structures [LS] are twenty-five (and growing) easy-to-learn, adaptable methods that make it quick and simple for groups of people of any size to radically change how they interact and work together, and thus how they address issues, solve problems and develop opportunities. These methods are easy to learn, spread quickly peer-to-peer, and require minimal coaching. Liberating Structures have received the same positive response in a wide range of cultural environments in Latin America, Europe and the US. Some of the methods will be very familiar to many practitioners - such as Open Space and Appreciative Interviews. Others, like Positive Deviance and TRIZ, may be new to you. View a Plexus Institute webinar by Henri Lipmanowicz and Keith McCandless hosted on ULiveandLearn.
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Cognition and Complexity in the Work of Nursing: Implications for Safety and Quality
Presentation made by Patricia Ebright, Associate Professor, Indiana University, at Plexus conference, On the Edge: Nursing in the Age of Complexity, July 2009.
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Healthcare and Open Space Technology
OST inspires creative self-organization and new solutions in healthcare organizations.
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How Improving Practice Relationships Among Clinicians and Nonclinicians Can Improve Quality in Primary Care
Quality is explored as an emergent property arising from relationships within healthcare organiztions.
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Letting Go, Gaining Control: Positive Deviance and MRSA Prevention
This article, from the December 2009 of the journal Clinical Leader, reports on the first significant application of positive deviance in healthcare, notably on the issue of MRSA prevention.
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Leveraging Collective Knowledge for Extraordinary Performance
In this thought provoking webcast, Rod Collins outlines the workings of another example of liberating structures: the Work-Thru.
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Power of Social Networks
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Two scholars, Nicholas Christakis and James Fowler, discuss new research and new insights in their book Connected.
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Small Steps, Local Help in Disasters and Redevelopment
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New York Times story by Henry Fountain tells how entrepreneurs, nonprofits and local people build and rebuild better from the bottom up.
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Leading Organizations to Health: Practical Applications of Complexity Theory and Positive Psychology for Leading Organizational Change
Event
Apr 1 2010 to Jan 1 2011
Now in its fifth year, next cohort of this 10-month leadership institute begins in April.
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Complexity and Management Conference 2010: Rethinking Leadership/Management in the Crisis of Investment Capitalism
Event
Jun 4 2010 to Jun 6 2010
Participants engage in a research method that involves iterative writing and rewriting and practice-based narratives that are engaged with and challenged by co-researchers. Read the new book by complexity and management scholar Ralph Stacey of the University of Hertfordshire in the United Kingdom.
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Save the Date - Plexus Nursing and Complexity Conference
Event
Jul 18 2010 to Jul 20 2010
4th Annual On the Edge: Nursing in the Age of Complexity Conference
July 18-20, 2010
Gonzaga University - Spokane, WA
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Call for Abstracts - Plexus Institute Nursing and Complexity Conference
Event
Jul 18 2010 to Jul 20 2010
Plexus Institute and its Complexity Science and Nursing Learning Network are calling for abstract submissions for papers, discussion roundtables, or posters for the 2010 Annual Plexus Institute Nursing Conference – On the Edge: Nursing in the Age of Complexity.
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On the Edge: Nursing in the Age of Complexity presents the first comprehensive examination of issues important to nursing from the perspective of Complexity Science.
Peter F. Norlin
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Much to his own surprise, Peter Norlin became the Executive Director of the Organization Development Network in December, 2007, after spending almost 30 satisfying years as an organization development practitioner, and assuming that he would practice until he fell over. The beginning of his career, however, should have eroded any assumption about a predictable career scenario. For instance, before he discovered organization development, he spent over a decade checking out several other options. After first almost signing up for a career in the theater, he wisely reconsidered that choice before any unsuspecting audiences were harmed. He then accumulated a lot of subsequently-useful information about very different human systems during a three-year stint in the U.S. Army, working as a speech/language pathologist on multidisciplinary diagnostic teams, and teaching in several universities and medical schools.
Fortunately, he finally realized that organization development was his life mission and his passion, and he initially worked as an internal consultant-leader, first at USF&G Insurance, and then at Blue Cross Blue Shield of Maryland. Then, after almost a decade spent learning about organizations from the inside, he became an external consultant, managing his own practice, GreenLeaf Associates.
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