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Written by  Marilyn Hamilton and originally published in Integral City Meshworks: The Blog

Eleven organizations contributed to the research behind the book Reinventing Organizations by Frederic Laloux.  If so few organizations passed the filter of Tier 2 qualifications will we have to wait centuries for enough organizations to mature to this stage before we can reinvent our cities?

Upside Down CityThat is a sobering thought – and one that should motivate us to get on with the work of growing our capacities as individual leaders and redesigning our organizations so that we can expand the circles of care and thrivability from Tier 1 to Tier 2.

But the Integral City has three natural Strategic Intelligences that can accelerate the maturing processes of organizations and communities – the WE space of the city.

  1. Inquiry Intelligence opens us up to learning, discovery and innovation.
  2. Meshworking Intelligence creates the conditions where self-organizing capacities in the city combine with structuring capacities to create a scaffold that enables a hierarchy of complex organizations and individuals to co-create a resilient ecology.
  3. Navigating Intelligence gives us the systemic feedback that lets us know if we are proceeding in the right direction to achieve our Purpose (and correct our course of action in order to achieve our intended goals).

Reinvented Organizations can play special roles as actors, agents and catalysts of Strategic Intelligences within their cities of operation.

As Inquirers, they can take the lead in “calling the question” –How can we do this differently (e.g. redesign a mature neighbourhood). Who else should be here? How can we call the 4 Voices of the City into this conversation?

As Meshworkers, they can call together the 4 voices of the City (Citizens, Civic Managers, Civil Society, Business) and help other organizations, economic sectors and communities identify the Purpose that they serve in common. They can facilitate and/or call in facilitators who can help reveal the life conditions and align the values of the community for resilient outcomes.

As Navigators, they can co-create feedback loops that inform everyone of the city’s progress, through designing Vital Signs Monitors that track wellbeing and resilience for communities and the city.

If City Halls, as key organizations in the City Voices we call Civic Managers, choose to reinvent themselves, they can quicken the reinvention of the whole city. City Halls who reinvent how they conduct the business of the city, must draw on the Strategic Intelligences of an Integral City either implicitly or explicitly.  If you want to look at how one city has chosen to implement such a strategy to reinvent its mature neighbourhoods – look at how Strathcona has implemented Integral City Strategic Intelligences, engaging facilitators to engage the 4 Voices of the City to complete the groundwork that may incubate the reinvention of the city as a whole.

Pioneering projects like Strathcona Mature Neighbourhood Strategy, are necessary models, for us to learn the early stages of how applying Integral City Strategic Intelligences, in the service of reinventing organizational patterns can reinvent the city.

This blog continues an exploration of what we can learn if we applied some of Laloux’s ideas from Reinventing Organizations to recalibrating the complexity of the city.

Featured Image added by Enlivening Edge Magazine. Image by Free-Photos from Pixabay

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