Mobilizing action at a broad scale also requires varied ways of communicating complex topics so that they are relatable and actionable to the diverse residents that make up our community. Breaking from the traditional model of community engagement, we will invest in the creative talent of our visual artists, filmmakers, poets, theatre-makers, dancers and musicians to broaden our vision, discussion and experience of risk and resilience. By enhancing our collective thinking about resilience and exploring creative ways to communicate it, we will broaden the circle of community ownership, action and perspective. This effort will lead to creative insights and solutions from community members who might not otherwise participate.
Art and Culture for Resilience
This board curates all BBs and Solutions that look at art and culture to support strengthening of community resilience
New capabilities created by the integration of enhanced computational power, big data and visual representation systems provide the opportunity to bring many previously complex and abstract concepts into stunning visual relief for the first time. The city will convene some of the world’s great artists and media professionals to work with scientists, librarians and city officials to develop and refine some of these data visualization systems to create a compelling community education and communication approach. Boulder will work with partners to put the vast amount of collected scientific and citizen science data in the hands of artists and hackers, giving them the tools they need to interpret and represent the data in a clear, resonant message. An emphasis will be placed on creating a variety of pathways, tools and systems to enhance accessibility to a wide an array of prospective users. Through these creative partnerships, the city will unleash untapped knowledge to inform decisions and mobilize collective action.
During the dream phase the interview stories and insights get put to constructive use. are brought together to listen carefully to the innovations and moments of organization “alive”, sometimes in storytelling modes, sometimes in interpretive and analytic modes, a convergence zone is created where the future begins to be discerned in the form of visible patterns interwoven into the texture of the actual. The amplified interaction among innovators and innovations makes something important happen: very rapidly we start seeing outlines of the New World. Some organizations turn the data into a special commemorative report celebrating the successes and exceptional moment in the life of the organization (Liebler, 1997). Others have created a thematic analysis—careful to document rich stories and not succumb to “narrative thin” one line quotes (Ludema, 1996).
We will do this by launching Y-PLAN Resiliency Challenge to support engagement with Oakland youth, growing and supporting resilience internships through the Mayor’s Classrooms2Careers Program, and educating Oakland youth about resilience issues and the future of Oakland through arts and storytelling.
This solution addresses Tribal Sovereignty and Cultural Revitalization in US Middle Atlantic for Native Youth
This solution addresses Cultural Preservation in US Midwest for Tribal Governments and their Citizens
The infinite human resource we have for generating constructive organizational change is our collective imagination and discourse about the future. One of the basic theorems of the anticipatory view of organizational life is that it is the image of the future, which in fact guides what might be called the current behavior of any organism or organization. Much like a movie projector on a screen, human systems are forever projecting ahead of themselves a horizon of expectation (in their talk in the hallways, in the metaphors and language they use) that brings the future powerfully into the present as a mobilizing agent. To inquire in ways that serves to refashion anticipatory reality—especially the artful creation of positive imagery on a collective basis--may be the most prolific thing any inquiry can do.
The Poetic Principle: pasts, presents, or futures are endless sources of learning, inspiration, or interpretation
We Can Choose What We Study Teams and organizations which are endless sources of study and learning. What we choose to study makes a difference. It describes – even creates – the world as we know it. A metaphor here is that human organizations are a lot more like an open book than, say, a machine. An organization’s story is constantly being coauthored. Moreover, pasts, presents, or futures are endless sources of learning, inspiration, or interpretation—precisely like, for example, the endless interpretive possibilities in a good piece of poetry or a biblical text. The important implication is that we can study virtually any topic related to human experience in any human system or organization. We can inquire into the nature of alienation or joy, enthusiasm or low morale, efficiency or excess, in any human organization. There is not a single topic related to organization life that we could not study in any organization.