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How networks using a Gestalt framework can be created to foster cultural and social equity and in understanding complex systems

Tools for the 21st century

11/3/2008

17921977

Introduction:

This paper began as the wish to provide two powerful agents, “the human mind” and “networks” to be

able to work together in a way that was creative and inclusive, some surprising insights were gleaned

along the way in particular the difference between complicated and complex systems. The importance

of this will be well established anon.

It must also have a social component thus it should have widespread participation and it should have a

new framework this I have called the Gestalt framework .New methods of social capital will be

measured by new standards, gone will be the days of a “cost- benefit” analysis.

Something is extremely wrong in a society which treats human beings as little more than commodities,

which depletes the earth’s resources unsustainably and potentially has the capacity to destroy the earth

altogether through global warming. It is an era of consumer gluttony (there is nothing creative about it),

the USA and most of the OECD (including Australia) has debt to GDP at the highest levels in history. In

addition these countries “luxury consumption” means that other countries must do with less. Such

“lifestyle” is not only immoral it is also irrational and unsustainable!

Instead of the supposed “trickle- down” effect, a World Bank idea, we find in the Australian economic -

system a dislocation of family values - in particular much less associative behaviors - as defined by

Putnam, poorer working conditions ( a “part time” workforce) ,economic disparity and massive

relationship break ups with the ratio of divorce to marriage now at 1:2 (ABS, 2001). Business input

towards social capital has become not only not pro – active but inactive, “firms under - invest in training

because they could not be sure of a return on their investment in individualized “flexible” employment

arrangements.

This essay aims to show that “knowledge groups” or what Verna Allee1 calls communities of practice can

fulfill an equity role both socially and financially. The principle working dynamic is the GESTALT

framework which fits in to the systems main feature a deep ecology (the ability to manage complex

systems).

This differs fundamentally from a majority of existing workplace practice which can be described as non

– ecological (Gr: “oikos” home). According to work by Robert Putnam in Bowling Alone:

"I know of no evidence that socialising in the workplace has actually increased

over the last several decades…my studies find that co-workers make up less

than 10% of our friends. The workplace is not an intimate or supportive

place.”

(Putnam, Robert, D, 2000)2

1 Allee, Verna. (2003) The Future of Knowledge: Increasing Prosperity through Value Networks, Elsevier science,

USA 2 Putnam, Robert (2000) Bowling Alone, Touchstone, USA, New York, p87

Part 1: Knowledge Groups Part 2: Meeting Matrix

The Beginning: Social Capital

Social capital has many levels but fundamentally can be divided into two groups those that have it and

those who don’t. Social exclusion is about disconnection from mainstream society in terms of distance,

experience and aspiration. It defines better than poverty a situation in which large sections of the

population are, in effect, cut off from qualifications, jobs and safe environments. Thus, social exclusion

highlights a lack of opportunities or prospects for the future.

The social capital- related goals of skill, resources and networks may boost confidence and thus help

address the problems of failure, inferiority, low self esteem and powerlessness in poor communities, as

manifest in apathy, withdrawal, depression and aggression (Steketee, M. 20053, Johnston and Taylor,

2000)4. In an urban setting social capital is linked to neighbourhood renewal, community empowerment

and cohesion.

We will look at ways to transform the present social structure to become vastly more inclusive and

vastly more equitable.

Such a turnaround is likely to require new institutions and most certainly new ways to use, manage and

support social capital. The application of this topic to urban development will be to instigate; new

institutions, creativity, and funding for goals, perhaps even an institute for creativity, and enlist

community support which can transform the planning process. These same processes can be promoted

as a common tool for the community at large (recommended).

A Better Way Forward: Using Gestalt Frameworks

The concept of Gestalt originated in Germany in about 1920 however there are poignant similarities to

the way ancient societies organized themselves. These societies, including the Aborigines in Australia,

the Egyptians at the time of the Pharos, in one way or another focused on the awareness and

understanding of one’s feelings especially that which captures the “whole” form, and which would be

measured by the group(s) involved and always as part of a community this would often take symbolic

form. In Egypt’s case the pyramids.

A great deal of these process involved “intangibles” the importance of the meeting was not the meeting

itself but the intangible benefits. These were often spiritual in nature it also involved the responsibility

of participants to work in a wider system. The representation of this today is the “town square” the

difference to the modern phenomena can be seen below.

3 Stekeete, M (2005), The Inequality Trap, The Australian, April 9

4 Johnstone, J and Taylor, J (2000), The Invisible Australians: Conceptions of Poverty in Australia, Paper presented at

the Australian Institute of Family Studies, Sydney 24-26 July

Public Square Shopping Mall

A cultural commons, an open space where people congregate, communicate, and engage in cultural exchanges including festivals, pageants, ceremonies, entertainment and civic involvement. Market has been a derivative activity

A new concept in human aggregation steeped in commercial relations. The “Mall of America” in Minneapolis attracts more tourists than the Grand Canyon or Disneyland.

(Rifkin, Jeremy 2000)5

To say more about the modern equivalent of the town square it should be stated that the shopping mall

is the modern dynamic it is notable that there is no involvement to a wider system a term that has

become known as individualism. It has little place in a post- modern future instead it will be replaced

with a new creed that of autonomy in a religious sense this can be equated to grace. This modern

dynamic has been contrasted with my own creative institute and indeed is a fore runner to what

follows.

A Shopping Centre The Creative Institute

Impersonal, sensation seeking, self -reinforcing materialism. Stupefaction by consumerism

Spark= Potential + Opportunity, Our motto is “ That’s quite possible” Where your enthusiasm can be “ refilled”

Short term contact, passive mindset Long term social networks that are expected to maintain contact, face to face interaction. Guest speakers from national and international regions. Wide variety of topics. Changing people structure , people lead growth of institute,

Closes at 5.30, has rigid rules The spark can happen any time so what you need is time and people, we’re open every day. Sundays can be used for social events. Flexible.

No Follow Up Follow up embedded in the process, community and social contact the basis of the Gestalt. Once a “dynamic” similar issues or problems is identified this can be presented as a “challenge” for a meeting matrix. A level of expertise will be built up which makes the institute more valuable as a social tool.

It is to the cultural commons, these forms and functions, that we must again return but with a modern

twist! In working with modern goals we are shifting from “hard” (infrastructure) to “soft” goals in urban

and social regeneration.

5 Rifkin, Jeremy (2001), The Age of Access: The New Culture of Hyper-capitalism where all of Life is a Paid for

Experience, Penguin Putnam Inc, NY, USA p153

The “evolution” of managing can be described in the following table it is apparent that the “human

dimension” is increasingly the focus alongside an increasing emphasis on value enhancement.

Figure 1

A Better Way Forward: Developing Groups

Groups are the fundamental for developing contextual awareness, we develop a deep ecology when

we take part – participate – in a Gestalt value framework. This form of group - meeting is not of the do -

-as –little- as- possible -and -leave variety but, as we will soon see, participants essentially become part

of a living - network. The goal is “wholeness of thought” and “wholeness of processes” ideally it would

contain all the attributes shown below.

Local and non local

From a wide range of cultural backgrounds

From a wide range of age - groups

Some expert in the field , some armature

Timely

Fast to develop given initial impetus

The system is begun by advertising” expression s of interest” in newspapers for participants. Other

methods include advertising via talent shows, recycling drives, flea markets, gardening projects, field

trips, fundraising or environmental issues. It is important that these groups do not become “skill sets”;

the ideal would be a typical cinema audience. Although ones circle of friends appears an ideal this

introduces certain hegemony and make things less free flowing.

These groups would be between 25- 70 people (it needs a certain “critical mass”) and to begin with

anywhere from 10 – 20 of these groups would be would be used as a pilot scheme.

Despite what is said businesses and government - instrumentalities today are essentially a process they

work at “what they do” businesses often competing against like businesses. The main workplace

feature is hierarchy which is only negotiated through “a process”. Arrow left to right indicates

information value and “processing” done on it (negligible).

Example if a PROCESS

Work function is defined by a job title, problems/ issues are said to be ‘solved’, uses linear tools (with

“already expected” outcomes), anonymity in the workplace (do your job), many issues “hidden”,

associative behaviors low or non – existent.

A

B

C

D

E

Example of a Gestalt framework

The difference between a Gestalt Network and a process can be described as follows: *(straight arrows

indicate a ratio of input to output (smaller) indicating a quality sorting mechanism.

Work function is defined by what you can do AND learn (directly or indirectly~ intangible

benefit), an ever increasing knowledge base (intangibles) of the group which will have profound

and widespread relevance.

the arrows for each participant are a vital feature and indicate one own “internal interrogation”,

sloganeering and “quick fixes” are seldom accepted as positive outcomes

attempt to capture the essence or” whole form” of the problem which are not solved in the

traditional sense but comfortably reexamined for greater wholeness even across generations

outcomes are unknown due to a complex relationship of participants (the Gestalt) but can be

highly creative often involving “ Ahh!” experiences and great originality

anonymity is impossible

a generalized transparency is inherent in the process ( i.e. little or no hierarchy in the group or

outside it between participants).

An excellent expression of deep ecology, an internal awareness, involved 6 men who lived in a

monastery for forty days in a bid to find “themselves” in an ABC program in October 2008.

Participant: “It’s easy to verbalize things, or verbalize anything, for the sake of wrapping it up into

words.”

(Pause)

Priest: “I wouldn’t bother… I wouldn’t bother. I think it’s a big mystery and it would be a big mistake to

explain it away.”

The purpose of these groups is initially to “train the mind and spirit” and to start working in a manner

that is seldom attempted. The challenges are training, some of life’s problems have no determinate

end result or measurable economic outcome it is however no less important. Social competence and

A

B

C

D

E

increased ability as well as increased knowledge are all worthwhile outcomes. See for example

Professor Hayes article, Social Mobility as the Engine of Inclusion.6

Networking outside the group is actively encouraged however all ideas will be brought back into the

group. People will then “think about the issue” and start a new series of value frame - working. It is an

iterative process until a “whole” solution is generated (agreed on by members of the group). Value

enhancement is generated by many people looking at the same problem. Very good challenge topics

are “dilemmas, other topics include inventing or helping one member with a particular issue. Challenges

are to work the group into contextual awareness. This iterative process builds trust and respect for

future working practices; it brings sincerity to the process and can broaden horizons and raise

expectations.

Groups who wish to remain challenge groups, to exert social or political influence will likely become

members of some capacity in government circles and seek more access and direct involvement in

influencing or running core public services. Given the commitment to change by many participants will

follow the adage of Mahatma Gandhi “Be the change you want to see in the world”.

In an initial framework the nodes are not yet well defined and the network is not well established.

Governments and urban planners can provide funding, infrastructure or means of communication

especially for the digitally – disadvantaged. Figure 2 below shows the framework to deal with complex

problems.

Figure 2

Figure 1: consider however that each group has ≈ 50 members (Allee, Verna. 2003)

6 Hayes, Allen. (Director of Family Studies), Social Mobility as the Engine of Social Inclusion, Australian Institute of

Family Studies, September 24th

2008 http://www.aifs.gov.au/institute/seminars/2008/ahayes.pdf

Dealing with complexity

We start with a quote, which could be regarded as the Mission Statement for Gestalt groups and the

way it operates - its “workability”.

“When something is truly complex there are simply too many variables than

can ever be truly known, fully understood or managed. However, we have

tended to treat companies and organisations as if they are merely complicated

not complex. .. We try to manage complexity by breaking things down into

parts, that might be useful for understanding something complicated but it

simply doesn’t work with system that are complex such as organisations (and

people)”. (Italics mine)

Allee, Verna (2003) 7

Before moving ahead with communities of practice let us look at the thinking of urban planners and

government institutions, for example Kins and Peddis (1996)8 state:

“[of cultural planning as] A strategic process for deciding how best to use a communities cultural

resource, to promote social and economic development and consequently enhance quality of life.”

In the above it is unclear how such deciding can be accomplished and it is completely unclear how social

and economic benefit can be achieved particularly for the disadvantaged within any existing framework.

It is a common example of verbal “twaddle”. The only thing cultural planners can do is provide an

interpretive framework for a complex system. Whole system thinking helps us understand dynamic

relationships and systems.

The above is an example of an engineered process it completely ignores the individual(s), the “Focus is

on physical systems and processes and not on the individual. One can engineer processes one can’t

engineer people”. 9

The result is that:

“Much chaos that results from organisational change arises not from doing

something new but from careless disregard of the complex systems that will be

changed or affected in the process.” 10

7 Allee, Verna (2003), The Future of Knowledge: Increasing Prosperity through Value Networks, Elsevier Science,

USA, p 61

8 Kins, A. and Peddis, B ( 1996), A Cultural Planning Guide for Local Government, Community Arts Network, Perth

,(p 15-31) 9 Allee, Verna (2003), The Future of Knowledge: Increasing Prosperity through Value Networks, Elsevier Science,

USA, p 109

We are now going to look at an extension on the idea of challenges to the economic component called

projects; this is the distributive component of value network systems, called communities of practice

(for a full explanation see Appendix 1). Part 2, will articulate how urban planners, private business and

government can set up the infrastructure to achieve it, from less complex to more complex systems.

Communities of Practice

Shifting Worldview of Organisational and Management Thinking

Assumption Old Management Thinking New Management Thinking

Knowledge creation is Individually focused Distributive focus which changes its dynamic

Inner life is Not relevant Very important

Feelings are Interference Feedback, sighs of insights

We understand by Dissecting into parts Seeing whole and dynamic relationships, contributing

Growth is Linear, manageable, directed, dragged down by officialdom

Distributed, democratic, asymmetric ( initiation time potentially much shorter)

Laws of success based on Competition, dominance Co operation, Relationships

Time use Limited or no time - scaling features. Just in time regarded as success

Asymmetric, 1000 hours can go into a 24 hour period if 1000 people work for 1 hour.

The basis for using knowledge networks us that the information age has increased the demand for

human intelligence; information is not knowledge until it is applied in meaningful ways.

According to a leading and world renowned management consultant, Gary Hamel, this is an economic

model that can only have positive flow since the modern economic model of “downsizing” does not

apply. In his book “Competing for the Future” he stated that you can improve your results in two ways,

“by cutting your costs or increasing your output”. The next sentence is the most interesting:

“But too many companies focus on the cost cutting. So why don’t more people

concentrate on the output than the costs? Because their strategic vision is too

narrow. It is defined by what the competition is doing. It is important to think

about what is NOT there and to have strategy to do something about it. A

strategic intent forces one to think beyond the present and to contemplate new

worlds.” (Hamel, Gary, no date)

Businesses fostered by this model should have the following 5 properties.

10

Ibid

“

1. Have unreasonable expectations 2. Make your business definition elastic, don’t get fixated on one vision 3. Have a cause not a business 4. Keep an open market for ideas, don’t shut anyone up 5. Successful ideas should make money”

(Hamel, Gary, no date) 11

From the same series a Japanese management specialist states:

“Successful business strategies do not come from rigorous analysis but from a thought process that is basically creative and intuitive rather than rational.”

(Ohamae, Kenichi, no date)12

Therefore Communities of Purpose have a strategic focus. At this point groups organize effectively,

group projects involve some monetary or career – training component such as project set up’s. With

pervious help – via a challenge - to an agency, for example a printing company an employment outcome

may occur. Or a particular printing company may be sourced to this particular project.

11

BBC Learning English, The Handy Guide to the Guru’s of Management, Program 8, Garry Hamel 12

BBC Learning English, The Handy Guide to the Guru’s of Management, Program 7, Kenichi Ohame

(Allee, Verna 2003, p42)

The strategic component is when groups seek other group assistance in a specific area and the term for

these places or persons are called nodes. Such entities occur in a defined knowledge area it is unique in

that:

“[The node] receives a diverse combination of information and knowledge that is

not available to anyone else in the network. This is one of those in between places

where innovation can emerge. Just the addition of a single node and the

appropriate connections can dramatically improve network benefits”

(Allee, Verna 2003, p119)

However this information is shared with the group and it will usually dramatically improve a projects

outcome.

In keeping with the Gestalt framework the way knowledge is presented, utilized and stored also needs

to have non linear arrangements. One successful devise is to use “mind maps”, we are seeking visual

and heuristic tools where we can adjust to “patterns that are always shifting” we would also like it to

encourage exploration. I have seen these used from primary children to scientists in the UK and USA.

(See http://members.optusnet.com.au/charles57/Creative/Mindmap/, http://www.mindjet.com,

http://www.12manage.com/methods_mind_mapping.html).

As stated above linear arrangements work, though very ineffectively, if we are paying attention to the

same things we use to. We are looking for a device where we do not pay attention to the centre but

look for associations and relationships at the edges.

The example below shows what we are talking about.

The reason this is effective is it mirrors the “pattern making” mechanism of the human brain. Linear

note making is far too slow and makes it almost impossible to see any associations. It is common that

people make notes about notes in an ever increasing attempt to get at the “heart of the matter”.

The depository of this knowledge will be in the connectivity of the group and this will take place via a

“workbook” which will be an on line real time input/ solution centre. This will be accessible only by

members of the group. Microsoft already has such software in its Office 2007 suite. Just recently

(November 3rd 2008) Microsoft has stated that hard drives will now be “virtual” called Microsoft Clouds

where developers, workgroups or citizens can post data in servers or on other words physical hard

drives are becoming less necessary. This is certainly the extension of network collaboration. However

what is important is not the data base but the very human process that supports it.

Therefore there are new roles to be defined for community champions, facilitators, members, experts,

organisers, co coordinators, facilitators and support staff. Coaching for such positions is also expected.

In a special study from the IBM Institute of knowledge management identified 5 ways that networking

facilitates creation and use of knowledge.

1. People get answers to their questions; both know what and know how.

2. They receive meta knowledge: pointers to domains of knowledge, databases and people.

3. They find ways to reformulate their problems

4. They receive affirmation or validation of their plans or solutions

5. They gain symbolism ( prestige) from contact with respected persons

(Allee, Verna 2003, p113)

In the knowledge network better patterns will develop these are likely to differ from project to project

part of the success of a project is in identifying these patterns. The network is the most powerful and

NATURAL vehicle for creating and sharing knowledge. People will then “think about the issue” and start

a new series of value frame - working. It is an iterative process until a “whole” solution is generated

(agreed on by members of the group.

Using Communities of Purpose we can say that we are using social leverage and “asymmetric time

scaling” (many brains make light work) in a similar way to competitive advantage in economics and that

by using cross – cultural exchange with a value frameworks we are participating in the social milieu and

by such functioning creating social capital. The beauty is not in the one application of this method but

that it will occur again and again as new projects are developed !

Part 2: Meeting Matrix

For the 21st century we are looking at meeting, creating and networking. It simply does not matter if we

are in a “global city”, defined by Florida, R, or some city that does not raise a blimp in his research.

Meeting matrix are a combination of connections that simply make contextual sense. In this final

section we look at ways of combining Gestalt frameworks to some associative infrastructure. These

locations make up various levels of “sorting houses” they are analogous to creative cities except they are

the physical representations of social capital.

The Creative Institutes: 5 levels of growth

The Creative Institute The Silicon Valley Approach

Large scale education and training, in deep ecology settings. Instead of competitive advantage uses social leverage

Includes WIDE RANGING community participation: particularly from differing ethnic, social and inter generational groups. Professional help sought when needed

Long term nature and a focus centre for the generation of new ideas interlinked with ongoing projects or more frequently generates new ones. Some ideas transitory others are permanent works in progress ( particularly entrenched barriers) Expected involvement by business, venture capitalists and universities

Professional, private and possible government assistance linked to social and or national problems (esp. job creation).

High infrastructure costs initially Knowledge based institute Hubs of knowledge, Grassroots approach to problem solving with high prospect of developing social capital

As the above except this would be smaller scale which would be more public and private funded. This would “harbor” ideas from a particular project undertaken. Emphasis is on new ideas but without the overheads of the above. Could act as a HQ for community involvement in future planning issues.

Social pathways Reinvention groups , likely to be well to highly educated and also able to help younger people establish career paths

Gestalt programs, counseling and possible fund raising activities

Bridging gaps

Career development and “testing” a new career, especially for mid- life career change. High business participation

Emphasis on “reinvention” of self and on diversity

National and international models actively sought to generate and build social capital

Community Assistance Programs One on one assistance programs via council, community or business involvement especially jobs for youth

Bridging gaps in knowledge

Citizen Advice Bureau / Book club / Rehabilitation Projects ( housing, landscaping, planting)

Specific and some technical advice on consumer goods

Meeting place for those with similar mental models

Transitory or short term nature, little social capital built up

Connectivity usually local

Local institutions ( meeting places) may be dispersed, little funding required

The table above represents a scaled knowledge based network and developing “meeting matrix”- the

infrastructure, what all these systems produce is contextual awareness based on the ability to cope with

complex systems.

In dealing with “hard” and “soft” infrastructure it is clear that the “knowledge economy” is going to have

to become a great deal more than just knowledge, who decides for example what the knowledge will be

used for? Who decides what will be produced and are market forces a skillful way to define the “fabric”

of the product (or decision) or its sustainability? Instead it is going to have to consider something

previously thought as unrelated, social capital.

The greatest change will not be a substitution of technical virtuosity of any particular form of

production (e.g. automation, genetic engineering), nor even of “clever goods” since these are available

to the few.

The greatest change is likely to be increased participation, the interactivity of informed decision

making, including communities of practice which will take place not as selfish driven individualism but as

a creative Gestalt which will assure a deeper understanding (and involvement) of complex systems not

only in suburbs, but between communities and business and amongst nations.

Prologue

While researching this essay many new inputs presented themselves, some items could not be completed; the financial and media side would have made an interesting and important contribution however failing the above I fortunately come across a fascinating insight into network science (program on the ABC 28th Oct 2008) which although of a high tech and medical setting nonetheless illustrates the power of network systems.

APPENDIX 1

Comminities of Practice

(Allee, Verna 2003)

References

1. Faux, Jeff and Mishel, Larry, Inequality and the Global Economy in Hutton, W and Giddens, A

(Eds), On the Edge Living with Global Capitalism, Jonathan Cape, London, 200

2. Megalogenis, George, Hollowing Out The Backbone, The Australian, 4 June, 2005

3. Allee, Verna (2003), The Future of Knowledge: Increasing Prosperity through Value Networks,

Elsevier Science, USA

4. Putnam, Robert (2000), Bowling Alone, Touchstone, USA, New York p87

5. Skekeete, M (2005), The Inequality Trap, The Australian, April 19

6. Johnston, J and Taylor, J (2000), The Invisible Australians: Conceptions of Poverty in Australia,

Paper presented at the Australian Institute of Family Studies, Sydney 24-26 July

7. Rifkin, Jeremy (2001), The Age of Access: The New Culture of Hyper- capitalism where all of Life

is a Paid for Experience, Penguin Putnam Inc, NY, USA

8. Hayes, Allen. (Director of Family Studies), Social Mobility as an Engine of Social Inclusion,

Australian Institute of Family Studies, September 24th, 2008

http://www.aifs.gov.au/institute/seminars/2008/ahayes.pdf

9. Allee, Verna (2003), The Future of Knowledge: Increasing Prosperity through Value Networks,

Elsevier Science, USA

10. Kins, A. and Pedris, B (1996), A Cultural Planning Guide for Local Government, Community Arts

Network, Perth, (p15-31)

11. Allee, Verna (2003), The Future of Knowledge: Increasing Prosperity through Value Networks,

Elsevier Science, USA

12. Ibid

13. BBC Learning English, The Handy Guide to the Gurus of Management, Program 8, Gary Hamel,

www.bbclearningenglish.com

14. Ibid

15. BBC Learning English, The Handy Guide to the Gurus of Management, Program 7, Kenichi

Ohmae, www.bbclearningenglish.com