In Context: AI-Enhanced Strategies for Social Sector Evolution

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Robb Smith is joined by Josh Leonard to explore together how IAM’s new AI-augmented mental model software, Context, can support Josh’s work as a social sector consultant, specifically in a project Josh is leading with the YMCA of San Francisco to revamp their leadership development program.

Robb and Josh explore multiple lenses in Context, including:

  • the Strategy Lens, allowing you to build strategies to tackle any goal, context, or issue in diverse ways,
  • the Value Proposition Canvas, helping you to quickly map the value propositions of any product (or product category) to different target markets based on their Goals, Pains (they feel) and Gains (they could achieve with the product),
  • the Integral Methodological Pluralism Lens, which allows you to analyze any topic through the 8 zones of a comprehensive academic pluralism,
  • The Perspective Taking Lens, which helps you take the perspectives of any person or entity within a topic,
  • the Theory of Change Map, which offers short, medium, and long-term outcome pathways and their associated interventions.
  • the Lines Lens, a custom template that shows how a topic is framed by the multiple intelligences available to human beings,
  • the Critical Realism Lens, which suggests how a given topic might be viewed through Critical Realism's commitment to provide foundational support to scientific and social processes.
Robb and Josh discuss how nonprofit organizations develop through stages, the benefits of taking first and second-person points of view when mapping a context, and how an integral perspective can expand the comprehensiveness of theories of change. Perhaps most importantly, they demonstrate how an integrative epistemology tool like Context can be a game changer in the field of organizational leadership and development.

Key Questions:

Here are some questions you can contemplate while listening to this discussion. We suggest you take some time to use these as journaling prompts.
  • Integrative Complexity & Polarities: How do I currently approach complex issues? Do I tend to lean towards one side of a polarity, or do I strive to integrate multiple perspectives?
  • Utilizing Technology for Insight:How do I currently use technology or tools to aid in my understanding of complex topics? Are there ways I might be underutilizing technology to deepen my insights?
  • Holistic Approaches: When faced with a problem, do I consider both the individual and systemic factors at play? How might I expand my view to incorporate both?
  • Emotional & Relational Factors: How do my emotions and relationships influence my understanding of issues? Am I open to the emotions and perspectives of others?
  • Value of Diversity & Inclusion: How do I incorporate values of diversity and inclusion in my decision-making? Do I truly value diverse perspectives, or do I merely pay lip service to them?
  • Decision-making Challenges: How do I navigate the challenges of decision-making, especially when striving for inclusivity? Do I prioritize speed or thoroughness?
  • Role of Theory & Practice: How do I balance theoretical knowledge with practical application in my work or studies? Do I lean more towards one over the other?
  • Impact of Organizational Capability: How does the capability of an organization influence its strategy and execution? Do I consider the broader organizational context when making decisions?
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One of my colleagues recently posted the article below on AI and product management. I’m including it here as a case study on the question of - when using AI, what exactly is the role of the human manager? Dinesh nicely illustrates that we humans still have a role to play in AI-assisted processes.

One more purely Integral thought. Good luck doing the job Dinesh describes at any developmental level less than (cognitive) teal!