My daughter and son-in-law share a pair of season tickets to the Carolina Hurricanes with a friend.
Living near Raleigh, NC, they began following the Hurricanes several years ago, going to several games a season. Now I’ve been bitten, and follow the games online, and catch the occasional game that is not blacked out.
Last season Anita and I went to our first ever pro game. The arena was full of energy before, during and after the game.
Except for a few minutes at the end of each period...
That’s the time for the Zamboni to roll out.
There may be music blaring, the lights of the arena may be dancing, but if you look around, most eyes are on the slow, steady work of the Zamboni.
Here’s an observation by Seth Godin:
After each period, when the ice is chopped up by play, the Zamboni rolls out and leaves behind a sheet of perfect ice. Cold, smooth and untouched.
It’s useful to acknowledge that the same service is offered to each of us, every night. We wake up in the morning with a freshly smoothed-over day in front of us.
Our intentions determine our first few moves, the way we’ll engage with today’s ice. And those moves often lead to the next ones, and on and on, until the day is over.
Add up enough clear ice days and the pattern becomes set.
Like a masterfully executed relay race, the transition of leadership from Moses to Joshua stands as one of history’s most significant passings of the baton. Moses, having led God’s people through the wilderness for forty years, carefully prepared Joshua for the decisive moment when he would take the lead. The baton of leadership, weighted with the responsibilities of guiding over two million Israelites, was transferred with divine precision and purpose.
Joshua grabbed this baton with both faith and fortitude. Where many might have stumbled under the pressure of succeeding such a legendary leader as Moses, Joshua found his stride by keeping his eyes fixed on God’s promises. His leadership style demonstrated that the race wasn’t about filling Moses’ sandals, but about running his own God-ordained course with excellence.
The walls of Jericho became his first major hurdle, where Joshua proved that unconventional divine strategies trump human wisdom. His courage to follow God’s battle plan – marching around walls instead of attacking them – showed that true leadership means trusting God’s playbook over tactical human reasoning.
Just as a relay runner must maintain momentum, Joshua’s consistent obedience and dedication to God’s law inspired the Israelites to remain faithful for an entire generation. His timeless declaration, “As for me and my house, we will serve the Lord,” became the victory lap that defined his legacy.
This particular verse has long been a favorite of Anita and me; it’s depicted on our front door above. We brought it from GA almost 30 years ago, and should we ever leave this home, it will go with us.
Nationwide, more and more entrepreneurs are committing themselves to creating and running “third places,” also known as “great good places.”
In his landmark work, The Great Good Place, Ray Oldenburg identified, portrayed, and promoted those third places. Ten years after the original publication of that book, Oldenburg wanted to celebrate the many third places that dot the American landscape and foster civic life.
Celebrating the Third Place brings together fifteen firsthand accounts by proprietors of third places, as well as appreciations by fans who have made spending time at these hangouts a regular part of their lives. Among the establishments profiled are a shopping center in Seattle, a three-hundred-year-old tavern in Washington, D.C., a garden shop in Amherst, Massachusetts, a coffeehouse in Raleigh, North Carolina, a bookstore in Traverse City, Michigan, and a restaurant in San Francisco.
Ray Oldenburg’s Celebrating the Third Place (2000) builds upon the ideas introduced in his earlier work, The Great Good Place (1989), and refines the concept of third places. While The Great Good Place laid the theoretical groundwork for understanding the importance of informal gathering spaces in fostering community, Celebrating the Third Place offers a more practical examination of these spaces. Through real-world examples and case studies, Oldenburg highlights how third places function in various cultural contexts and emphasizes their potential to revitalize and strengthen communities. This article will explore how it refines the concept of third places, and discuss its continuing impact on urban planning, social sciences, and community development.
In the aftermath of World War II, a significant shift occurred in American urban landscapes, dramatically impacting the existence and survival of “third places” – those informal public gathering spaces essential for community building. These places, often locally owned, independent, and small-scale businesses, have faced increasing challenges due to changing urban planning paradigms, economic pressures, and evolving social habits.
The Rise of Chains and Unifunctional Zoning
One of the primary culprits in the decline of third places has been the emergence of chain establishments, coinciding with the implementation of unifunctional zoning policies. This zoning approach, which separates residential areas from commercial ones, has forced Americans to rely heavily on cars for even the most basic errands. As a result, people now drive to strips and malls where only large chains can afford to operate, effectively squeezing out smaller, local businesses.
Before the advent of unifunctional zoning, communities were designed with a mix of residential and commercial spaces. Small stores, taverns, offices, and eateries were within walking distance for most town and city dwellers, forming the backbone of community life. These businesses typically served customers within a two or three-block radius and thrived in this localized ecosystem. However, the introduction of negative zoning created an environment where impersonal chain operations could flourish at the expense of independent establishments.
The Human Element: Public Characters vs. Corporate Policies
The shift from local independents to chain establishments has had profound implications for community dynamics. Many operators of mom-and-pop stores were what Jane Jacobs called “public characters” – individuals who knew and cared about everyone in the neighborhood. These figures played crucial roles in maintaining community cohesion, keeping an eye on children, monitoring neighborhood safety, and facilitating the flow of important local information.
In stark contrast, chain establishments often prioritize efficiency and standardization over community engagement. High employee turnover rates and corporate policies discouraging casual interactions with customers have eroded the personal connections that once defined local businesses. This shift has resulted in a less personalized, less engaged community experience.
Urban Planning and the Retreat to Private Spaces
Decades of poor urban planning have further exacerbated the challenges faced by third places. The public sphere has become increasingly inhospitable and difficult to navigate, encouraging a trend towards “nesting” or “cocooning” – the tendency for people to retreat to the comfort of their private homes. As homes have become better equipped, more comfortable, and more entertaining, the appeal of venturing out into public spaces has diminished.
This domestic retreat presents a significant challenge to movements like Traditional Town Planning or the New Urbanism, which aim to restore community and public life through architectural and layout principles reminiscent of the 1920s. However, the effectiveness of these approaches in isolation is questionable. Examples of well-designed public spaces failing to attract people suggest that architectural solutions alone may not be sufficient to revitalize community life.
The Digital Age and Its Impact
The rise of personal computers and internet connectivity has further complicated efforts to promote public life. Many people now spend significant time online, whether for work, entertainment, or social interaction. This digital engagement often comes at the expense of face-to-face community interactions, presenting yet another obstacle to the revival of third places.
Hope for Revival: The Harrisburg Example
Despite these challenges, there are examples of successful efforts to revitalize public life and support third places. The city of Harrisburg, Pennsylvania, offers an inspiring case study. Following years of economic stagnation and natural disasters, Harrisburg embarked on a concerted effort to promote community spirit and street life.
Key to Harrisburg’s success was the city government’s supportive approach to new, independent businesses. By recognizing and rewarding establishments that contributed to the city’s betterment, Harrisburg created a welcoming environment for entrepreneurs and community builders. This approach, combined with the preservation of walkable, human-scale architecture and mixed land use, has resulted in a vibrant public life that larger cities might envy.
The Loss of Community Time
A final consideration in the struggle for third places is the loss of what could be called “community time.” The replacement of a post-work free hour with commuting time has had a significant impact on community cohesion. Where people once had time to engage with their community before returning home, they now often spend that time isolated in their cars, fostering frustration rather than connection.
The challenges facing third places in modern America are numerous and complex, ranging from urban planning decisions to economic pressures and changing social habits. However, the importance of these spaces for community building and social cohesion remains as vital as ever. Success stories like Harrisburg demonstrate that with intentional effort and supportive policies, it is possible to create and maintain vibrant third places.
As we move forward, it is crucial to recognize the value of these spaces and work towards creating environments that foster their development. This may require rethinking our approach to urban planning, supporting local businesses, and actively encouraging community engagement. By doing so, we can hope to preserve and revitalize the “stuff of community” that third places provide, enriching our social fabric and improving the quality of life in our towns and cities.
In a world where change is the only constant, leadership demands courage and clarity.
Every organization faces pivotal moments that can either blur their vision or strengthen their resolve. Through insightful storytelling, engaging illustrations, and practical exercises, Bolsinger helps you cut through the noise to hone in on what truly matters―your mission.
The Mission Always Wins isn’t just about theory; it’s packed with real-life case studies and actionable advice, so you can foster alignment and purpose within your team. The Mission Always Wins is your go-to guide for learning to navigate the choppy waters of organizational change with precision and purpose.
Are you ready to align your team with a mission that matters? The Mission Always Wins will help you to lead with clarity and conviction in times of change.
In today’s rapidly evolving business landscape, organizations face unprecedented challenges that demand more than traditional problem-solving approaches. These challenges require adaptive change, a transformational process that goes beyond surface-level solutions. As Tod Bolsinger, an expert in leadership and organizational change, emphasizes in his book The Mission Always Wins, adaptive leadership is crucial for guiding organizations through complex, evolving landscapes.
Understanding Adaptive Change
Adaptive change is not about a great leader solving a hard problem with resolve and a clear plan. Instead, it’s a process where a group takes responsibility for their own transformation, altering behaviors, attitudes, and sometimes even cherished values. As leadership experts Ronald Heifetz and Marty Linsky observe, “To meet adaptive challenges, people must change their hearts as well as their behaviors.”
The goal of an adaptive change leader is not to please stakeholders by solving their problems. Rather, it’s to guide the organization through personal and shared transformation to accomplish its mission in a changing and often disruptive world. The leader’s primary task is to help the organization make necessary adaptations that bring about transformation for the sake of the mission.
The Mission Always Wins
In the face of adaptive challenges, leaders often find themselves negotiating multiple, sometimes competing, values. One of the most painful realities is that they can no longer rely on win-win solutions. In fact, when facing adaptive challenges, win-win often becomes lose-lose.
So, how do we lead a team through this disappointing leadership challenge? The answer lies in a simple yet difficult-to-implement mantra: The mission always wins. Always. Every time. In every conflict. This means that the focused, shared, missional purpose of the organization takes precedence over every other competing value. It’s more important than personal preferences, leadership styles, or past successes.
Building a First Team
To ensure that the mission always wins, leaders must develop a “first team” as described by Patrick Lencioni in his book “The Advantage.” This concept refers to an executive leadership team that considers each other the most important team, sharing one common mission. For many executive team members, this requires a difficult shift in mindset. They may have to prioritize their loyalty to the mission over their loyalty to their departments or personal interests.
Crafting a Clear Mission Statement
A clear, concise mission statement is crucial for adaptive leadership. Drawing inspiration from the military concept of “commander’s intent,” a good mission statement should provide clarity on the purpose, goal, and desired end state of the organization. An effective approach is to craft an 8-word mission statement. This brevity forces leaders to distill the essence of their organization’s purpose, making it easily communicable and actionable for all team members.
Facing the Reality of Casualties
When organizations prioritize their mission in the face of adaptive challenges, there will inevitably be casualties. These can manifest as changes in roles, reworking of budgets and resources, or even people leaving the organization. As a leader, it’s crucial to acknowledge these losses and pay extra attention to those who will experience the changes most personally and dramatically.
Naming and Navigating Competing Values
Adaptive leadership requires the ability to name and navigate competing values with missional clarity. This process involves:
Putting all organizational values on the table
Naming them explicitly
Identifying which values are in competition
Prioritizing values based on the organization’s mission
By going through this process, leaders can make tough decisions that align with the organization’s core purpose, even when it means disappointing some stakeholders.
The Importance of Adaptation
While preserving core values is crucial, healthy adaptation of these values is equally important for organizational thriving in a changing environment. As Jerry Porras and Jim Collins suggest, “Once you have determined what will never change, then you must be prepared to change everything else.” This delicate balance between preservation and adaptation is at the heart of effective adaptive leadership.
Leading with Missional Clarity
Remember, in the face of adaptive challenges, the mission always wins. This principle should be the north star guiding all decisions and actions. It may lead to difficult choices and disappointments in the short term, but it ensures the long-term health and success of the organization.
As we navigate an increasingly complex and rapidly changing world, the ability to lead adaptive change will become ever more crucial. By embracing these principles and practices, leaders can transform their organizations, enabling them to not just survive, but thrive in the face of unprecedented challenges.
The path of adaptive leadership may be difficult, but for organizations committed to making a lasting impact, it’s the only way forward. In the end, it’s not about winning every battle or pleasing every stakeholder – it’s about fulfilling the mission that drives your organization’s very existence.
As Bolsinger reminds us, “There are always stakeholders who are deeply committed to keeping things the way they have always been. Every time, in every decision, the key question is: Does it further our missions? The mission always wins. Always. Every. Time.”
The Mission Always Wins isn’t just a catchy phrase; it’s a powerful guiding principle for leaders navigating the choppy waters of organizational change. By focusing on the mission, building a strong first team, crafting a clear mission statement, and courageously facing the challenges of adaptive change, leaders can guide their organizations toward a future of purpose, resilience, and lasting impact.
Seen from an airplane, much of the United States appears to be a gridded land of startling uniformity. Perpendicular streets and rectangular fields, all precisely measured and perfectly aligned, turn both urban and rural America into a checkerboard landscape that stretches from horizon to horizon. In evidence throughout the country, but especially the West, the pattern is a hallmark of American life. One might consider it an administrative convenience – an easy way to divide land and lay down streets – but it is not. The colossal grid carved into the North American continent, argues historian and writer Amir Alexander, is a plan redolent with philosophical and political meaning.
In 1784 Thomas Jefferson presented Congress with an audacious scheme to reshape the territory of the young United States. All western lands, he proposed, would be inscribed with a single rectilinear grid, transforming the natural landscape into a mathematical one. Following Isaac Newton and John Locke, he viewed mathematical space as a blank slate on which anything is possible and where new Americans, acting freely, could find liberty. And if the real America, with its diverse landscapes and rich human history, did not match his vision, then it must be made to match it.
From the halls of Congress to the open prairies, and from the fight against George III to the Trail of Tears, Liberty’s Grid tells the story of the battle between grid makers and their opponents. When Congress endorsed Jefferson’s plan, it set off a struggle over American space that has not subsided. Transcendentalists, urban reformers, and conservationists saw the grid not as a place of possibility but as an artificial imposition that crushed the human spirit. Today, the ideas Jefferson associated with the grid still echo through political rhetoric about the country’s founding, and competing visions for the nation are visible from Manhattan avenues and Kansan pastures to Yosemite’s cliffs and suburbia’s cul-de-sacs. An engrossing read, Liberty’s Grid offers a powerful look at the ideological conflict written on the landscape.
From the window of a commercial jetliner flying over the western United States, a striking pattern emerges: an endless succession of square fields, perfectly aligned with the compass points, stretching from horizon to horizon. This geometric tapestry covers two-thirds of the continental United States, imposing a uniform mathematical design upon the natural landscape. Mountains, valleys, rivers, and even cities bend to its will, creating a sight that is both awe-inspiring and perplexing.
This vast checkerboard is known as the Great American Grid, a unique feature of the American landscape that sets it apart from the rest of the world. While rectilinear patterns in agricultural land can be found in other parts of the globe, none match the scale, uniformity, and sheer ambition of the American grid. It is a single, unified network that redefines space itself, transforming a diverse continent into a uniform mathematical plane.
The origins of this grand design can be traced back to one of America’s founding fathers: Thomas Jefferson. The same man who penned the Declaration of Independence also conceived of and championed the idea of dividing the entire continent into regular squares. Far from being a mere practical convenience for land transactions, the grid was a bold ideological statement, embodying Jefferson’s vision of America as a land of unconstrained freedom and infinite opportunity.
Jefferson’s grid was not implemented without resistance. Even George Washington opposed the plan, arguing that it would hinder rather than facilitate settlement and expansion. The technical challenges of imposing a single Cartesian grid over such a vast landmass were immense, requiring a multigenerational effort by a dedicated government bureaucracy. This herculean task, conducted at the frontiers of technical feasibility, lasted nearly two centuries.
The grid’s implementation was driven by Jefferson’s belief in an “Empire of Liberty.” In his vision, the vacant and uniform mathematical terrain would provide a blank slate for enterprising settlers to build their fortunes and forge a nation, unconstrained by history, tradition, or geography. The grid became a physical manifestation of the American dream, promising limitless opportunity to all who ventured westward.
However, Jefferson’s vision was not universally embraced. As the grid spread across the western landscape, it faced opposition from those who viewed it with profound skepticism. Transcendentalists like Henry David Thoreau, urban reformers such as Frederick Law Olmsted, and conservationists like John Muir saw the rectilinear terrain not as a land of freedom, but as an oppressive artificial imposition.
These critics argued that the unchecked settlement of the West led not only to opportunities for settlers but also to the destruction of the natural environment and the displacement of indigenous peoples. They viewed the grid as a soulless mathematical construct that crushed the human spirit and set people on a path to social and moral degradation. Their solution was to check the spread of the Cartesian terrain by circumscribing it with naturalistic landscapes.
This ideological conflict between the grid and the “anti-grid” has shaped the American landscape into a terrain of contrasts. The rigid rectilinear cities give birth to naturalistic parks at their centers and curvilinear suburbs at their outskirts. The vast gridded expanse of the West is punctuated by protected natural wonders. The streets of Manhattan and the cornfields of Kansas stand in stark contrast to the winding paths of Central Park and the rugged cliffs of Yosemite Valley.
The battle between these competing visions continues to this day, with each side leaving its mark on the American landscape. The grid, with its promise of freedom and opportunity, remains a powerful symbol of the American dream. Yet the anti-grid, with its emphasis on harmony with nature and preservation of wilderness, serves as a constant reminder of the costs of unchecked expansion.
This ongoing conflict is more than just a matter of landscape design; it reflects fundamental tensions in the American psyche. The grid embodies the belief in progress, individualism, and the power of human ingenuity to shape the world. The anti-grid, on the other hand, represents a reverence for nature, a recognition of human limitations, and a desire for organic community.
As America continues to evolve, the interplay between these competing visions will undoubtedly shape its future. The great American grid, born from Jefferson’s mathematical mind and ideological convictions, remains a testament to the power of ideas to transform the physical world. It stands as a bold statement of what America aspires to be: a land of boundless opportunity where individuals can forge their own destinies.
Yet the presence of the anti-grid serves as a crucial counterbalance, reminding us of the importance of preserving natural beauty, respecting ecological limits, and maintaining a sense of humility in the face of nature’s grandeur. The tension between these two visions – the mathematical and the organic, the planned and the wild – continues to define the American landscape and the American character.
As we look to the future, the challenge lies in finding a balance between these competing ideals. Can we preserve the spirit of opportunity and innovation embodied by the grid while also respecting the natural world and the diverse communities that call this land home? The answer to this question will shape not only the American landscape but also the nation’s identity for generations to come.
Part of a regular series on 27gen, entitled Wednesday Weekly Reader.
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
From pandemics to populism, AI to ISIS, wealth inequity to climate change, humanity faces unprecedented challenges that threaten our very existence. The essential tool that will enable humanity to find the best way forward is defined in Framers by internationally renowned authors Kenneth Cukier, Viktor Mayer-Schönberger, and Francis de Véricourt.
To frame is to make a mental model that enables us to make sense of new situations. Frames guide the decisions we make and the results we attain. People have long focused on traits like memory and reasoning, leaving framing all but ignored. But with computers becoming better at some of those cognitive tasks, framing stands out as a critical function—and only humans can do it. This book is the first guide to mastering this human ability.
Illustrating their case with compelling examples and the latest research, authors Cukier, Mayer-Schönberger, and de Véricourt examine:
– Why advice to “think outside the box” is useless
– How Spotify beat Apple by reframing music as an experience
– How the #MeToo twitter hashtag reframed the perception of sexual assault
– The disaster of framing Covid-19 as equivalent to seasonal flu, and how framing it akin to SARS delivered New Zealand from the pandemic
Framers shows how framing is not just a way to improve how we make decisions in the era of algorithms—but why it will be a matter of survival for humanity in a time of societal upheaval and machine prosperity
KEY LEARNINGS
Concept 1: Framing Effects
Framing effects demonstrate how the way information is presented can significantly influence people’s decisions and perceptions. This concept teaches non-profits to strategically choose the language and context they use to frame their mission, projects, and messages. By emphasizing certain aspects and downplaying others, non-profits can shape how their audiences interpret and respond to their initiatives.
Application: Non-profits can tailor their communication to align with the values and emotions of their target audience. For instance, when discussing a social issue, the application suggests using positive and empathetic language to evoke support and engagement.
Concept 2: Cognitive Biases
Cognitive biases are inherent mental shortcuts that affect how individuals perceive and process information. Non-profits can leverage an understanding of these biases to optimize their messaging and campaigns. By recognizing biases such as confirmation bias and availability heuristic, organizations can craft messages that resonate with audiences more effectively.
Application: The application provides guidance on crafting messages that counteract common cognitive biases. For instance, non-profits can present balanced and evidence-based information to counter confirmation bias and employ vivid stories to overcome the availability heuristic.
Concept 3: Narrative Power
The power of narrative lies in its ability to connect emotionally with audiences and make information memorable. Non-profits can harness the impact of storytelling to convey complex issues in relatable ways, making their cause more compelling and accessible. Effective storytelling can create a sense of empathy and urgency, encouraging individuals to take action.
Application: Non-profits can learn to incorporate personal stories of individuals affected by their initiatives. The application offers strategies for weaving narratives into campaigns, emphasizing the human impact of their work to inspire empathy and drive support.
Concept 4: Perception Management
Perception management involves shaping how people perceive certain information, often by influencing the context in which it is presented. Non-profits can apply this concept to reframe challenges as opportunities and emphasize the progress made, fostering a positive outlook among supporters.
Application: The application suggests strategies for positioning setbacks as learning experiences and highlighting successes in measurable terms. By guiding non-profits to manage perceptions effectively, the application helps maintain stakeholder confidence and support.
Concept 5: Contextual Communication
Contextual communication recognizes the importance of adapting messages to different cultural, social, and economic contexts. Non-profits can enhance their impact by tailoring their communication strategies to resonate with diverse audiences. This approach demonstrates respect for the unique perspectives of various communities.
Application: To facilitate contextual communication, the application provides guidelines for researching and understanding the values and norms of different target audiences. By demonstrating cultural sensitivity, non-profits can establish deeper connections and foster inclusive engagement.
Kenneth Cukier, Viktor Mayer-Schönberger, and Francis de Véricourt’s Framers offers a thought-provoking exploration of the uniquely human ability to frame problems and solutions. The authors argue that in a world increasingly dominated by technology, this ability remains indispensable.
The Power of Framing
Framing, as the authors define it, is the process of creating mental models that allow us to see patterns, predict outcomes, and make sense of new situations. These mental models, or frames, guide our decisions, shape our perceptions, and ultimately determine our success.
The Human Edge
While machines excel at certain tasks, such as data analysis and pattern recognition, they lack the ability to frame problems in the same way that humans do. Humans possess a unique ability to synthesize information, draw connections, and create narratives that give meaning to complex situations. This ability, the authors argue, is essential for effective problem-solving, innovation, and leadership.
Examples of Framing in Action
The book is rich with examples that illustrate the power of framing. One particularly striking example is the story of the Wright brothers. The Wright brothers were not the first to experiment with flight, but they were the first to succeed. Their success can be attributed, in part, to their ability to frame the problem of flight in a new way. By focusing on the challenge of controlling an aircraft in flight, rather than simply building a heavier-than-air machine, the Wright brothers were able to develop a revolutionary new approach to aviation.
The Dangers of Poor Framing
The authors also explore the negative consequences of poor framing. For example, the initial framing of COVID-19 as equivalent to a seasonal flu contributed to the mishandling of the pandemic. By downplaying the seriousness of the virus, policymakers and the public were unprepared for the challenges that lay ahead.
Practical Implications
Framers offers practical advice on how individuals and organizations can improve their framing skills. The authors emphasize the importance of cultivating curiosity, seeking diverse perspectives, and practicing empathy. They also argue that it is essential to be aware of the biases that can influence our framing.
Limitations and Ethical Considerations
While Framers offers a compelling argument for the importance of human framing, it is not without its limitations. Some readers may find the book’s focus on individual agency somewhat narrow. While the authors acknowledge the role of societal factors and systemic biases in shaping our frames, they primarily emphasize the power of individual choice and action.
Additionally, the book could have benefited from a more in-depth discussion of the potential ethical implications of framing. In particular, the authors could have explored the ways in which framing can be used to manipulate public opinion and promote harmful ideologies.
Framers is a valuable contribution to our understanding of the human mind and its place in the technological age. By highlighting the unique ability of humans to frame problems and solutions, the authors offer a hopeful message about our potential to thrive in a world increasingly dominated by machines.
Framers explores the power of framing, perception, and communication in influencing decision-making. By integrating these concepts, leaders can enhance their messaging, outreach, and impact.
The COVID-19 pandemic, increasingly frequent climate disasters, a new war – events we might have called “unimaginable” or “unthinkable” in the past are now reality. Today it feels more challenging than ever to feel unafraid, hopeful, and equipped to face the future with optimism. How do we map out our lives when it seems impossible to predict what the world will be like next week, let alone next year or next decade? What we need now are strategies to help us recover our confidence and creativity in facing uncertain futures.
In Imaginable, Jane McGonigal draws on the latest scientific research in psychology and neuroscience to show us how to train our minds to think the unthinkable and imagine the unimaginable. She invites us to play with the provocative thought experiments and future simulations she’s designed exclusively for this book, with the goal to:
Build our collective imagination so that we can dive into the future and envision, in surprising detail, what our lives will look like ten years from now
Develop the courage and vision to solve problems creatively
Take actions and make decisions that will help shape the future we desire
Access “urgent optimism,” an unstoppable force within each of us that activates our sense of agency
Imaginable teaches us to be fearless, resilient, and bold in realizing a world with possibilities we cannot yet imagine—until reading this transformative, inspiring, and necessary book.
In Imaginable: How to See the Future Coming and Feel Ready for Anything―Even Things That Seem Impossible Today, futurist and game designer Jane McGonigal presents a compelling case for the power of imagination in preparing for and shaping the future. Published in 2022, the book draws on McGonigal’s extensive experience in future forecasting and game design to offer readers practical tools and strategies for envisioning and adapting to potential future scenarios.
McGonigal’s central argument is that by actively imagining various future possibilities, we can better prepare ourselves mentally and emotionally for change, increase our resilience, and even influence the direction of future events. She contends that many seemingly “unimaginable” events are actually quite predictable if we learn to look for the right signals and think more expansively about potential outcomes.
The book is divided into three main sections:
Why we need to imagine the unimaginable
How to imagine the unimaginable
What to do with our imagination
Throughout these sections, McGonigal introduces readers to various futuring techniques, including scenario planning, signal spotting, and her own “urgent optimism” approach. She also shares numerous examples of how these techniques have been applied in real-world situations, from pandemic preparedness to climate change adaptation.
Key Concepts and Takeaways
Urgent Optimism: McGonigal introduces this concept as a mindset that combines a sense of agency with hope for the future. By imagining potential challenges and opportunities, we can feel more motivated and capable of taking action in the present.
10-year Future Thinking: The author emphasizes the importance of thinking on a 10-year time scale, arguing that this timeframe is long enough to envision significant changes but short enough to feel personally relevant.
Scenario Planning: McGonigal details various methods for creating and exploring future scenarios, encouraging readers to consider both positive and negative possibilities.
Signal Spotting: The book teaches readers how to identify early indicators of future trends and potential disruptions, enhancing their ability to anticipate and prepare for change.
Collective Intelligence: McGonigal highlights the value of diverse perspectives and collaborative imagination in futuring exercises.
Simulations and Games: Drawing on her background in game design, the author illustrates how simulations and games can be powerful tools for exploring future scenarios and building adaptive skills.
Strengths of the Book
Accessibility: McGonigal’s writing style is engaging and accessible, making complex futuring concepts approachable for a general audience.
Practical Exercises: The book includes numerous exercises and thought experiments that readers can use to develop their own futuring skills.
Real-World Examples: McGonigal provides a wealth of case studies and examples that illustrate the practical applications of futuring techniques.
Interdisciplinary Approach: The author draws on insights from psychology, sociology, economics, and other fields to provide a well-rounded perspective on future thinking.
Optimistic Outlook: While acknowledging potential challenges and risks, the book maintains an overall optimistic tone that empowers readers to take an active role in shaping the future.
Potential Weaknesses
Bias Towards Technological Solutions: Some critics may argue that the book places too much emphasis on technological solutions to future challenges, potentially overlooking other important factors.
Western-Centric Perspective: While McGonigal does include some global examples, the book’s perspective is primarily rooted in Western, developed-world contexts.
Overwhelm Factor: The sheer number of potential future scenarios and techniques presented may be overwhelming for some readers, potentially leading to analysis paralysis rather than action.
Imaginable is a thought-provoking and empowering book that challenges readers to expand their thinking about the future. Jane McGonigal successfully demystifies the process of future forecasting and provides practical tools for individuals and organizations to enhance their adaptive capacity.
The book’s strengths lie in its accessible presentation of complex ideas, its wealth of practical exercises, and its optimistic yet grounded approach to future thinking. McGonigal’s expertise in game design and simulations adds a unique perspective to the field of futurism, offering innovative ways to engage with potential future scenarios.
While the book may at times feel overwhelmingly comprehensive or skew towards technological solutions, these minor drawbacks are outweighed by the valuable insights and actionable strategies it provides. “Imaginable” is particularly relevant in our rapidly changing world, where the ability to anticipate and adapt to new challenges is increasingly crucial.
For readers interested in personal development, organizational strategy, or simply expanding their cognitive horizons, Imaginable offers a compelling roadmap for navigating an uncertain future. By encouraging us to exercise our “imagination muscles,” McGonigal ultimately empowers us to become active participants in shaping the world of tomorrow.
Whether you’re a business leader, policy maker, educator, or simply an individual curious about what the future might hold, Imaginable provides valuable tools and perspectives for envisioning and preparing for the challenges and opportunities that lie ahead. In a world where change is the only constant, McGonigal’s work serves as a guide to not just surviving, but thriving in the face of uncertainty.
Part of a regular series on 27gen, entitled Wednesday Weekly Reader.
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
Embark on a journey that will change your perspective on community and individual well-being. In The Great Good Place, Ray Oldenburg gave the term “third places,” where people gather for the pleasure of good company and conversation, and explained just how important they are.
Discover the benefits of informal public and civic life and how it contributes to community health and individual well-being.
Explore how third places have been, and still are, vital to grassroots democracy.
Experience the power of third places and how they bring people together, fostering a sense of belonging and connection.
Allow this book to inspire you to create and revitalize your own third places, from coffee houses to community centers, and make a positive impact on your community.
Learn from real-life examples around the world, and see how third places have transformed and revitalized communities.
Gain a deeper understanding of the history and evolution of third places, from coffee houses to bookstores, and how they continue to play a vital role in our society.
Discover the power and potential of third places and how they can change your community and your life. Don’t miss out on this new edition of the original, groundbreaking The Great Good Place.
Ray Oldenburg’s The Great Good Place (1989) has had a profound influence on urban sociology and the study of social spaces. His work introduces the concept of the “third place,” referring to informal gathering places that are neither home (the first place) nor work (the second place). This idea has become crucial in understanding community dynamics, social interaction, and the structure of public life. Oldenburg’s book not only underscores the importance of these spaces in fostering a sense of community, but also highlights the negative consequences of their decline in contemporary society. This article will offer a brief summary of The Great Good Place, examine its impact on the concept of the third place, and discuss its lasting influence on urban planning, sociology, and community development.
Brief Summary of The Great Good Place
In The Great Good Place, Oldenburg argues that third places – such as cafes, bars, libraries, parks, and community centers – are essential for maintaining the social fabric of a community. These are places where people can meet informally, share experiences, and engage in discussions with others outside of their usual social circles. The essence of these spaces is that they are accessible, welcoming, and neutral, fostering a sense of inclusivity and belonging.
Oldenburg identifies several characteristics that define a third place:
1. Neutral Ground: Third places are not bound by the rules and formalities of home or work environments. People can come and go freely.
2. Leveling Spaces: Social hierarchies often dissipate in third places, allowing people from diverse backgrounds to interact on equal footing.
3. Conversation as the Main Activity: These spaces are conversation-centric, encouraging informal dialogue and exchanges.
4. Accessibility and Accommodation: Third places are easy to access, often with low or no cost, and open to all members of the community.
5. Regulars and Newcomers: While some people become regular patrons of third places, these spaces are also welcoming to newcomers, who can integrate into the social atmosphere.
6. Playfulness: Third places often have a relaxed, playful environment that contrasts with the seriousness of home or work life.
7. Home Away from Home: Many people develop a sense of comfort and belonging in third places, viewing them as extensions of their personal space.
Oldenburg’s analysis is a direct response to what he sees as the declining presence of third places in the United States, particularly in suburban areas where people are increasingly isolated in private homes and vehicles. He laments that modern urban planning and commercial interests have prioritized privatized, consumer-centric spaces over communal gathering points. The decline of such spaces, Oldenburg argues, contributes to a loss of community cohesion, weakening social bonds.
Impact on the Concept of the Third Place
Oldenburg’s work introduced the terminology of “third place” into the academic and popular lexicon, fundamentally reshaping how urban planners, sociologists, and community organizers think about public spaces. Before *The Great Good Place*, there was no widely accepted framework for understanding informal social gathering places as a distinct and critical part of human social life. Oldenburg synthesized a diverse range of examples, from European cafes to American bars, creating a theoretical framework that was broadly applicable across different cultures and contexts.
The concept of the third place has particular importance in understanding urban development and the social consequences of suburbanization. In the early 20th century, many cities around the world had thriving public spaces where people could gather and socialize informally. With the rise of suburban living and the growth of car-dependent societies, however, many of these spaces were either lost or commercialized, turning into malls or large chain establishments that lacked the organic, community-centered atmosphere of traditional third places. Oldenburg’s work illuminated this shift, highlighting how the decline of these spaces led to greater social isolation and a loss of community cohesion.
Characteristics and Evolution of Third Places
Oldenburg’s third places are dynamic spaces where conversation flows freely, hierarchies dissolve, and social interaction thrives. Historically, cafes in Europe, pubs in the UK, and diners in the US have all exemplified third places, where regular patrons and newcomers alike could engage in community life. Oldenburg’s book revitalized interest in these environments, but also called attention to their disappearance in the face of modernization and commercialization.
Not all third places are alike, however. While some may be primarily about fostering conversation, others serve as locations where cultural norms and behaviors can be challenged. For example, coffeehouses in 18th-century England were often sites of intellectual debate, while American taverns have historically been places of political organization and community activism.
In contemporary society, the proliferation of digital technologies and social media has created new potential third places online. However, these virtual spaces lack many of the characteristics Oldenburg celebrates, such as physical presence, unstructured interaction, and a sense of local community. While online spaces offer connection, the embodied experience of third places remains unique and irreplaceable, making their physical presence still vitally important in modern life.
Lasting Impact of The Great Good Place
Oldenburg’s The Great Good Place has had a lasting influence on several fields, including urban planning, sociology, community development, and even commercial architecture. Its impact is particularly notable in how it shifted the focus of urban planners and developers toward creating public spaces that encourage informal socialization.
1. Urban Planning and Design
Urban planners and designers now pay greater attention to the importance of fostering third places in communities. The book has inspired the development of mixed-use neighborhoods that prioritize walkability, communal spaces, and local businesses over the isolated, car-dependent structures typical of suburban sprawl. Public parks, community centers, and local businesses have increasingly become focal points in city planning efforts to encourage vibrant social interactions and stronger community ties.
In more recent years, efforts to develop “complete streets” and walkable urban centers have directly responded to Oldenburg’s concerns about suburban isolation. Municipalities have begun designing public spaces that promote a sense of community, integrating plazas, green spaces, and pedestrian-friendly infrastructure into neighborhoods.
2. Sociology and Community Studies
Oldenburg’s analysis has broadened the scope of sociological studies concerning social capital, community interaction, and public spaces. Sociologists now regularly refer to third places when discussing how communities bond and form social ties. The book has become a foundational text in community studies, sparking research on how different types of third places contribute to social cohesion and collective identity.
3. Business and Commercial Spaces
The rise of “third places” as a business concept has been particularly impactful, with companies like Starbucks explicitly positioning themselves as third places. By offering comfortable seating, free Wi-Fi, and a welcoming atmosphere, many coffee shops, cafes, and bookstores have adopted the third-place model to attract customers seeking informal gathering spaces. While some argue that this commercialization dilutes the true essence of the third place, the integration of Oldenburg’s ideas into business strategy has nonetheless expanded the role of social spaces in contemporary life.
4. Community Development and Revitalization
Community organizers have also drawn from The Great Good Place to advocate for the revitalization of social spaces, particularly in underserved or marginalized communities. The creation of accessible, welcoming third places has become a priority in community development initiatives aimed at reducing social isolation and fostering neighborhood engagement. In this sense, Oldenburg’s ideas have had a direct impact on social policy, particularly concerning public health and community well-being.
Ray Oldenburg’s The Great Good Place introduced a transformative concept that reshaped our understanding of informal gathering spaces. By emphasizing the importance of third places in fostering community ties and social capital, Oldenburg’s work challenged urban developers, sociologists, and community organizers to rethink how public spaces are structured and utilized. The lasting impact of The Great Good Place is evident in the renewed focus on creating vibrant, accessible, and inclusive spaces where people can come together, fostering a greater sense of community in an increasingly fragmented world.
Crises are inevitable, but your response to them can shape your legacy.
In a world where crises seem to be the new normal, leadership that adapts is more vital than ever. In his new book How Not to Waste a Crisis, bestselling author Tod Bolsinger offers a refreshing perspective on turning chaos into opportunity.
Unlike a typical leadership book, How Not to Waste a Crisis is an invitation to rethink and redefine your approach to leadership in times of upheaval. What sets the book apart is its vibrant storytelling, engaging illustrations, and practical exercises. Each chapter brings to life real-world examples and transforms complex concepts into digestible insights.
Whether you’re leading a church, nonprofit, or any mission-driven organization, How Not to Waste a Crisis provides:
Wisdom for Navigating Crises: Learn to lead with adaptability, not sheer effort.
Practical Advice: Enjoy insights from bestselling leadership author Tod Bolsinger.
Engaging and Digestible Chapters: Experience storytelling at its best.
Exercises and Case Studies: Apply what you learn immediately with team exercises and real-life examples.
Discover how to turn challenges into opportunities for growth. Don’t just read about leadership – experience transformation through the pages of How Not to Waste a Crisis.
In a world where predicting the future is increasingly difficult, adaptive leadership offers a powerful alternative: Don’t predict. Prototype. By embracing diverse perspectives, asking powerful questions, and engaging in thoughtful experimentation, leaders can guide their organizations through even the most turbulent times.
In today’s rapidly changing world, traditional leadership approaches often fall short when faced with complex, adaptive challenges. To thrive in this environment, leaders must embrace a new paradigm: adaptive leadership. This article explores the key components of adaptive leadership and how they can be applied to navigate uncertainty and drive meaningful change.
The Power of Diverse Interpretations
One of the cornerstones of adaptive leadership is the ability to gather and synthesize diverse interpretations of a situation. While it’s tempting for leaders to rely on their own perspectives or create echo chambers of like-minded individuals, true insight comes from embracing a variety of viewpoints.
Consider these examples:
A decline in donations to a non-profit organization could be seen as a failure in fundraising skills or an opportunity to explore new investment models.
Decreased church attendance might indicate a lack of commitment from members or a chance to reach a younger, digitally-savvy audience.
Students who seem “glad to be together” may actually be masking deeper issues of belonging and inclusivity.
By actively seeking out and listening to diverse interpretations, leaders can uncover hidden patterns and themes that might otherwise go unnoticed. This process allows for a deeper understanding of the challenges at hand and opens up new possibilities for action.
From Observation to Interpretation
The journey from observation to interpretation is a critical one in adaptive leadership. While the observation stage focuses on gathering as much data as possible, the interpretation stage is about making sense of that data through multiple lenses. This shift requires leaders to:
Look for recurring themes across different perspectives.
Consider whether certain voices are dominating the conversation or if important viewpoints are being overlooked.
Identify the underlying emotions and energy behind the words being spoken.
As leaders engage in this process, they often discover a “song beneath the words” – a unifying theme that ties together seemingly disparate interpretations. This might manifest as:
A tension between preserving cherished values and embracing necessary change.
A gap between stated organizational values and actual practices.
An underlying anxiety or enthusiasm that permeates the entire system.
By tuning into these deeper currents, adaptive leaders can gain invaluable insights into the true nature of the challenges they face.
The Art of Formulating Learning Questions
A key shift in adaptive leadership is moving away from the “expert expectation” – the assumption that leaders should have all the answers. Instead, adaptive leaders become expert questioners, focusing on formulating powerful questions that drive learning and exploration.
Effective learning questions are:
Open-ended (using “how,” “what,” and “why”)
Genuinely engaging (demonstrating care for both the people answering and the answers themselves)
Designed to dig deeper beneath surface-level responses
Some universally useful questions include:
“What do you think about this?”
“What else?” (Asked repeatedly until all ideas are exhausted)
“What life experience shaped you to think, believe, or see the world that way?”
By embracing curiosity and humility, leaders create an environment where complex challenges can be explored more fully, and new insights can emerge.
Playful Interventions: The Power of Prototypes
In a world of constant change, the ability to adapt quickly is crucial. Adaptive leaders embrace a “bias for action” – not by stubbornly repeating past behaviors, but by engaging in thoughtful experimentation. This is where the concept of prototypes comes into play.
Prototypes are safe, modest, and inexpensive experiments designed to test ideas and challenge assumptions. They allow organizations to:
Explore critical questions formulated in earlier stages of the adaptive process.
Challenge default behaviors and mental models.
Learn valuable insights with minimal risk and investment.
The key to effective prototyping is focusing on learning rather than immediate success. Instead of asking, “Does it work?” the primary question becomes, “What will we learn?” This shift in mindset encourages more frequent experimentation and reduces the fear of failure.
Interestingly, research from companies like Google has shown that significant insights can be gained from surprisingly small sample sizes. Their famous Design Sprint process revealed that 80% of necessary information could be gathered from just five respondents. This finding should embolden leaders to embrace prototyping as a low-risk, high-reward strategy for navigating uncertainty.
Principles for Healthy Interventions
As organizations engage in the adaptive process and experiment with prototypes, it’s crucial to keep three key principles in mind:
Solutions must align with the organization’s core values or “DNA.”
There must be clarity on what aspects of the organization will “never change” before initiating transformative efforts.
Leaders must be prepared to leave behind outdated practices, even if they were once effective.
These principles ensure that adaptive efforts strengthen the organization’s identity rather than diluting it. The goal is not to become something entirely new, but to evolve into the healthiest version of the organization in a changing environment.
Embracing the Iterative Nature of Adaptive Leadership
Adaptive leadership is not a linear process but an iterative one. Leaders must be prepared to cycle through observation, interpretation, questioning, and experimentation multiple times as they navigate complex challenges. Each iteration brings new insights and learnings, allowing the organization to continuously adapt and improve.
This ongoing process also serves to prepare the organization for inevitable changes and losses. By engaging in regular experimentation and learning, team members become more comfortable with uncertainty and more resilient in the face of change.
The new mindset of leading through a world of “permanent crisis” is not how to bring your expertise, education, and mastery to bear on the challenges before you, but training differently in how to learn to lead all over again – in real time – in the midst of the crisis.
Social connection is as essential for our health and happiness as a balanced diet and regular exercise. It reduces our risk of stroke, heart disease, and Alzheimer’s. It enhances our creativity and adds years to our life span. Yet many of us struggle to form strong and meaningful bonds – and the problem lies not with our personalities but with a series of cognitive biases that stop us from fulfilling our social potential.
In The Laws of Connection, award-winning science writer David Robson describes the psychological barriers that lead us to keep others at a distance and offers evidence-based strategies to overcome them.
Drawing on philosophy, neuroscience, and cutting-edge psychology, Robson introduces readers to new concepts such as the liking gap, the novelty penalty, the fast-friendship procedure, the beautiful mess effect, and the Japanese art of amae (a Japanese term used to describe acting like a spoiled child). Whether we are shy or confident, introvert or extrovert, we can all build deeper relationships. The Laws of Connection shows us how.
David Robson’s The Laws of Connection is a captivating exploration of the science behind human relationships. Drawing on a wealth of psychological research, Robson delves into the cognitive biases and social barriers that can hinder our ability to connect with others. The book offers a compelling argument that strong social connections are essential for our well-being, challenging the notion that our personality traits are fixed determinants of our social success.
At the heart of Robson’s argument is the idea that our thought processes and behaviors play a crucial role in shaping our relationships. He introduces various cognitive biases that can inadvertently sabotage our social interactions. For instance, the “liking gap” refers to our tendency to underestimate how much others like us, while the “novelty penalty” suggests that we may be less likely to form bonds with people who are too similar to us.
The book also explores the concept of the “beautiful mess effect,” which highlights the importance of embracing imperfections in our relationships. Rather than striving for idealized connections, Robson argues that it is often the messy, imperfect moments that strengthen our bonds.
In addition to cognitive biases, Robson discusses the social barriers that can hinder our ability to connect with others. These barriers include fear of rejection, lack of self-confidence, and cultural differences. The book provides practical strategies for overcoming these challenges and fostering deeper connections.
One of the key themes in The Laws of Connection is the power of intentional connection. Robson emphasizes that building strong relationships requires effort and conscious attention. He introduces techniques such as the “fast-friendship procedure” and the “disclosure reciprocity effect” to help readers forge deeper bonds with others.
The fast-friendship procedure involves asking a series of personal questions to create a sense of intimacy and connection. The disclosure reciprocity effect suggests that we are more likely to open up to others if they first share personal information with us.
Throughout the book, Robson provides compelling examples and anecdotes to illustrate his points. He draws on research from various fields, including psychology, sociology, and neuroscience, to support his arguments.
Here are Robson’s Laws of Connection:
Be consistent in your treatment of others. Avoid becoming a stressful frenemy.
Create a mural understanding with the people you met.
Ignore superficial similarities and instead focus on your internal world, and the peculiar ways that your thoughts and feelings coincide. Trust that others, on average, will like you as much as you like them, and be prepared to practice your social skills to build your social confidence.
Check your assumptions; engage in ‘perspective/getting rather than ‘perspective-taking’ to avoid egocentric thinking and misunderstandings.
In conversation, demonstrate active attention, engage in self-disclosure, and avoid the novelty penalty, to build mutual understanding and contribute to the merging of our minds.
Praise people generously, but be highly specific in your words of appreciation.
Be open about your vulnerabilities, and value honesty over kindness (but practice both, if possible).
Do not fear envy. Disclose your successes but be accurate in your statements and avoid comparing yourself to others. Enjoy ‘confelicity’.
Ask for help when you need it, in the expectation that your pleas for support can build a stronger long-term bond.
Offer emotional support to those in need, but do not force it upon them. Validate their feelings while providing an alternative perspective on their problems.
Be civil and curious in disagreements; show interest in the other side’s viewpoint; share personal experiences; and translate your opinions into their moral language.
For your wellbeing, choose forgiveness over spite. Look at the big picture in arguments. Ensure your apologies define the offense, take responsibility for your actions, and express regret. Have faith that people can change for the better.
Reach out to the people who are missing in your life. Let them know that they are still a part of your thoughts.
Overall, The Laws of Connection is a thought-provoking and informative book that provides valuable insights into the science of human connection. It is a must-read for anyone interested in improving their relationships and understanding the psychological factors that influence our social interactions.
Beyond its practical applications, the book also offers a deeper understanding of the human condition. Robson’s exploration of the science of connection sheds light on the fundamental need for social connection and the ways in which we can cultivate meaningful relationships.
The Laws of Connection is a valuable resource for anyone seeking to improve their social lives and build stronger relationships. It offers practical strategies, thought-provoking insights, and a deeper understanding of the science behind human connection
Part of a regular series on 27gen, entitled Wednesday Weekly Reader.
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
