Society for Organizational Learning with Hal Rabbino

The project with the Council of the Society for Organizational Learning (SoL) began in the early fall of 2001, exploring how to engage SoL’s growing membership, across three constituencies: corporate members; researchers; and consultants.  The year-long Strategic Clarity process inquired into the systemic strategy, shifts in mental models and in processes that could support SoL evolving to the next level of engagement of its community.

Initial Project Description

In this 14-minute exploration, Hal provides an overview of this strategic process, initial insights, key experiences or shifts in the participants, and documented impacts.


ISC Live Lab Co-investment and Return on Co-investment

Context.  In 2001, we had just published the book Managing from Clarity. We had refined our understanding of strategic systems mapping, and we were actively developing the synthetic analysis method for identifying systemic leverage points.

Co-investment.  In this long-term project with the Council of the Society for Organizational Learning, we co-invested our intellectual property of strategic systems thinking and collaborative processes for designing and implementing systemic strategy, and our financial capital in writing up the case study for academic publications.

Return on Co-investment.  The return on this co-investment was taking the initial strategic clarity process deep into implementation, leading the process over multiple years.

Further References