Ecosynomics and Harmonic Vibrancy John Schmidt interviewed ISC President Jim Ritchie-Dunham on March 14, 2011 about the emergence in business and communities of ecosynomics, harmonic vibrancy, and presence-centered evolutionary leadership on this radio show. Click here to listen to that 57-minute show (http://www.voiceamerica.com/episode/52588/harmonic-vibrancy).
Abundance-based practices found in the field.
This is a story about a company whose idealistic and successful leader has long been engaged in re- inventing it as an American-based, community- rooted, profitable manufacturer and retailer. It is a case history of classic entrepreneurial skills at work, of a company that has excelled at reading changes emerging in the world and responding […]
This is a story about a company whose idealistic and successful leader has long been engaged in re-inventing it as an American-based, community-rooted, sustainable manufacturer and retailer. Entrepreneurial leaders, at their best, are valued for a capacity to read the changes taking place in the world and respond creatively to open up new value creating […]
Whether you are making quick resource-allocation decisions alone or collaborating with your executive team to set organizational strategy, what you see, what you advocate, and what you ultimately decide are influenced by the map of the world you carry around inside your head. In some ways, this map or mental model is unique to you, […]
People in Guatemala – smart people – were working harder, hiring brighter people, raising more money, doing better projects, and get- ting improved results. And yet, what they sought to eliminate—poverty— was getting worse. So, we asked what we thought was a relatively straightfor- ward question: “Do you understand the fundamental dynamics of poverty?” As […]
There is a growing realization that business development is the most effective weapon in fighting world poverty. How the for-profit model can be harnessed to provide the poor with a share in the world’s prosperity is discussed through actual cases, and nested in innovative theories of business, social sciences, and philosophy.
Some things seem impossible. For us in our work, it especially seemed impossible to get a variety of stakeholders – all with different perspectives, different goals, different constituencies, different measures of success – to come to shared understanding and agreement about how to work together to achieve something completely new – something that would advance […]
In this paper, we present a computer-based simulation exercise designed to help students understand the impact of an enterprise system on business performance in a service supply chain. The particular service supply chain simulated in the exercise is a wireless telecommunications firm. In this exercise, students perform simulations to experience managing the supply chain of […]
Managing from Clarity ISC President James Ritchie-Dunham reads chapters from the book he co-authored Managing from Clarity (Wiley, 2001). [mp3-jplayer tracks=”Introduction to the Book@http://www.archive.org/download/ManagingFromClarityAReadingByCo-authorJamesRitchie-dunham/MfcIntroductionToBook.mp3, Chapter 1: Introduction@http://www.archive.org/download/ManagingFromClarityAReadingByCo-authorJamesRitchie-dunham/MfcChapter1Introduction.mp3, Chapter 2: The GRASP Map@http://www.archive.org/download/ManagingFromClarityAReadingByCo-authorJamesRitchie-dunham/MfcChapter2TheGraspMap.mp3, Chapter 3: The Top to Bottom Gap@http://www.archive.org/download/ManagingFromClarityAReadingByCo-authorJamesRitchie-dunham/MfcChapter3TheTopToBottomGap.mp3, Chapter 4: Management’s Job@http://www.archive.org/download/ManagingFromClarityAReadingByCo-authorJamesRitchie-dunham/MfcChapter4ManagementsJob.mp3″]
Objectives of the document This is a learning document rather than an evaluation, although if used well it should also achieve evaluation objectives. It aims to: Provide a framework for the project participants’ identification of key Tentative Lessons Learned / Observations. Create a record of the project that will support adapting the approach by others […]