Viewfinder: Avoid these roadblocks and detours to regenerative adoption

Too much drama?

Oops we forgot about?Yacana !

Yacana Llama (AI Generated Art - MaRi Eagar)

It's the age old lesson:?Just because it's the right solution - even much better than current ones - does not mean people will automatically flock to it.

To accelerate planned adoption, utilization and performance of new solutions, experienced design thinking innovators think strategically about differentiation in the marketplace (including for budget allocations in organizations).

During times of constant crisis where people and organizations are change weary and many even pessimistic due to failures of past efforts, tactics matter.?

A compelling value proposition would be regenerative innovators, solutions and approaches that are easier and simpler for decision makers to embrace and get buy-in from.

Lessons Learnt from Digital Economy Transformations

Below is a summary of potential roadblocks and detours to adoption, solutions utilization and innovation performance. A conversation opener, it's based on research and analysis, lessons from failures and successes of organizational digital transformations as well as recent cultural, technology and digital economy innovations, such as digital asset value exchange (DAVEx) platforms (?model from DigitalFutures ).

Definitions:

Roadblocks?(natural or human made) often make it almost impossible to proceed along a particular route. They are difficult to overcome.

Detours: Most of us prefer to avoid detours when we travel. Detours increase cost, effort, energy, reduce our planned supplies and, if in unknown terrain, might increase our uncertainty and risks. Detours can get you to the end destination,

Potential roadblocks to adoption of and enthusiasm for?regenerative business innovations:

Roadblocks to the Future: (AI Generated Art - MaRi Eagar)

Under-estimating the importance of targeting awareness and adoption to important decision makers. Such as Chief Technology Officers, high-flying influential professionals, experienced entrepreneurs or even parents at a school who ask: what's in it for me?

Becoming too dogmatic, prescriptive or requiring too many new best practices, methodologies, tools and standards to get going.

Introducing complex concepts, frameworks, thinking and models. (Requiring significant cognitive energy, time and investment.)

Not accommodating for the loss of trust in traditional organizations and experts: For example, relying on past authority, thought leaders and brands to advocate for regenerative business innovations.

From politics to popular culture to economics, there has been a rebranding and values metamorphosis. Neglecting this new contemporary cultural transformation would possibly make your solutions seem outdated.

Blaming, shaming, talking disrespectfully about, and having no empathy nor insights/curiosity about and/or treating people who work in traditional industries, such as fossil fuels, as if they have no moral compass. Reminding incumbents about their "bad side" as part of an activist approach, is predictably going to ruffle feathers and of course people will dig in their heels in defensive response.?

Becoming toxic as a feature (and not a bug).

Telling others they are uneducated and?treating them as if they are "dumb" ?is not a sustainable tactic to persuade people to adopt your point of view, habits or lifestyle.

Becoming known for unpleasant and free-riders-on-trust culture and marketplace. (Allowing scams to run rampant, for example, means it's an extractive culture.)

Stringing too many new complex ideas and frameworks together in a big grand solution.?

Trying to boil the ocean.

Adding popular "blockchain" or "DAO", NFT or "Metaverse" or "Big AI" or platform engineering technologies onto solutions from the get-go.?

Staying in your own reality tunnel: Blind Spots and Group Think: Not stopping to check back with other realities and respond to changes to stay fit for context (what worked and was important yesterday might not be important tomorrow).

Activists voices dominate your social and cultural sphere.?

Leading with Doom Saying. People avoid new content when it cause more disheartedness, discouragement and other unpleasant,?high energy or even unpleasant, low energy feelings .

Incorporating religion/spirituality into the foundational work (being secular/ religion-neutral makes it more accommodating and transferable across different groups and cultures).

Political affiliation and sponsorship (before reaching future maturity and mass adoption). Recent case study:?Satonish Nakamoto 's warning to the bitcoin community one week before he left the project.

Exclusive and inaccessible to people who would benefit most from these new innovations.

Lack of credible working examples (instead of just opinions, podcasts and white papers).

Not having a regenerative community strategy and plan beyond marketing, branding, social media and community platform.

Too Idealistic and Futuristic: Difficult for people to see how it will generate real change for them on the ground (e g real new measurable economy with real new jobs and money). Without that people won't be interested. They might come and visit and some may invest, but they will eventually leave to find something more meaningful and valuable.

The biggest reasons organizations fail are because of bad governance systems and lack of moral or ethical behaviour in some key people.

Potential detours you might want to avoid in regenerative business design and implementation.

Slow as a Sloth (AI Generated Art - MaRi Eagar)

Not being passionate about community leadership teams and community vitality: Community vitality and leadership is left to community leaders - many often as unpaid volunteers without any training or tools to support them in their first leadership roles.?

Reinventing the wheel and repeating?failed changes from the past ) (humanity has been around for thousands of years).

Not planning ahead for potentially facing relentless critique and scepticism from incumbent organizations and experts, especially people who think they might be excluded from participating in the future.

Not thinking about important ecosystems and networks, such as insurance companies and their requirements, incumbents who have more influence with policy makers, monopoly industries, political priorities, and more.

Not taking into consideration the levels of social stress-fractures in your ecosystem (from within as well as outside your organization)?and potential impacts starting up and growing regenerative solutions.

The mercurial nature and outsized influence of popular celebrities and their fan-followers: Association with popular celebrity icons, hype project and entrepreneurs's worldviews and fan-cultures and behaviours might harm your brand and reputation (not today, but maybe tomorrow).

Trying a One Size Fits All.?

Designing without also applying contemporary understanding of?group psychology ?and network effects.?

Defaulting to leadership and people development philosophies and models from the industrial age or not updating models with new research, behavioral science or popular self help leadership books (often penned and promoted by influencer networks).

Not having a robust and agreed upon consensus process that is found in local socio-economic culture, nor reviewing historic community consensus assets and knowledge. Also assuming everyone thinks the same way everywhere on the planet.?

Not investing nor valuing conflict mediation methods, skills and capacity: Not considering the benefits of working with and learning from professional mediators on how to host and facilitate tricky conversations or relationships conflicts (can cause many years of lost opportunities for entire ecosystems).

"Hard problems" of Complexifying: For example: Advocate to Just Decentralize Everything. Results in much slower pace due to the level of?participative conversation, cooperation and democratic decision making ?effort and resources required by decentralized and democratic models. On the other hand robust, regenerative decentralized networks are able to mobilize very rapidly once consensus is reached.

Speed of change: Change often happens quicker in a highly autocratic, centralized, top down cultures which might be implemented via highly structured and organized decentralized nodes via memes and lightning speed forms of communication and cultural adoption and social conformance, such as on social media.

Outsider challenges ?if you are not part of the many years of inner webs and networks of influence and status (for example, you are an immigrant and did not attend the same schools and college or universities than your peers).

Focusing effort on finding the right case studies, expert, tools and methodologies (instead of having a robust regenerative business innovation theoretical framework from which people can work from).

New concept and intellectual overload. Most of us have change fatigue due to increased complexity and needing to constantly adopt new and sometimes novel behavioural and mindset changes.

Scoffing at and Missing out on next generation culture trends. What will be the next meme-economy, TikTok phenomena and big entertainment ideas?

Realistically only when big and established corporations give the stamp of approval new trends become more common marketplace.

As soon as lots of money start flowing in, original purpose, participants and goals can rapidly change and the innovations become a new extractive economy.

The important role of incumbent organizations: They have highly talented people working for them, own efficient and integrated systems and networks of influence, are able to rapidly copy "one size fits all" technology innovations and concepts from the new regenerative economy visionaries, and use it to innovate for future market protection and competitive advantage.?

Founders' overemphasis on technical solutions development, neglecting to eventually having to deal with regulatory challenges, need for generating revenue on the ground, and healthy ecosystem development.

Despite the opportunities of the emerging market place, new players often start competing with each other, causing early fragmentation, silos, tribalism and duplication of effort and investment.?

Not considering blind spots when adopting game theory. Example: The age-old games of "first and only standard" (monopoly game) or "Prisoner's Dillema". All the ecosystem energy is then sunk into fighting for a small piece of the market space, while adoption is delayed. Eventually the market consolidates early, and only with regulatory and government approval.

Opensource challenges: In the case of content creators, open source means others copy and release years of deep research and craftsmanship. This reduces the appetite for experts to contribute to open source content.?

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Regenerative Leadership Facilitation and Coaching Activities

We live in a technology culture.?

Technology: Greek = Techne and Logos.

Techne =?art, or craft, skill and science.?

Logos =?reasoned discourse, knowledge, planning or even rational persuasion.

Watch this short video: Ancient Greek Technology - An Introduction

To solve problems leading to a systematic intellectual approach based on general principles and logic. If a is equal to b, and b is equal to c, then a is equal to c. It may seem simple to us now, but it took thousands of years to come up with.

Regenerative Leadership Coaching and Facilitation Questions

1. Can regenerative reason, knowledge and wisdom be rendered technical (techne)??

2. Or, adapting from Pluto, should regenerative wisdom rather be presented through the vehicles of dialogues instead of technical treatises?

3. How can AI Generated Art reveal the regenerative world of nature from inside the human being - or human nature???

4. What practical role does the philosophy of art and creativity play in the new regenerative economy? Review the example:?Dr Emily Fairfax tweeted? about using digital visual thinking to make an elevator pitch for the role of beavers in wildfire management.

Copyright MaRi Eagar

Mighty Networks

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