Papers by Marty Jacobs, Ph.D.
International Journal of Presencing Leadership & Coaching, 2024
This article presents a leadership practice directed towards the cultivation of presencing master... more This article presents a leadership practice directed towards the cultivation of presencing mastery through the integration of Theory U, Dynamic Presencing, Systems Thinking management theories, and a Buddhist-based mindfulness practice as a method of leadership and organizational development. Each of these modalities are explored to gain insight into enhancing a leader's overall ability to lead viable organizational systems amidst current VUCA conditions. The article posits that capacities that cultivate presencing mastery are enhanced in particular ways through an overall integration of Theory U and Dynamic Presencing, as well as through a mindfulness and systems thinking and being practice, leading to more effective overall presencing leadership. As a whole, these progressive approaches reorient the pursuit of presencing mastery as an essential component of an integral organizational systems leadership framework.
Systems Research and Behavioral Science, 2022
In this age of isolation, exacerbated by an increased number of natural disasters and their assoc... more In this age of isolation, exacerbated by an increased number of natural disasters and their associated impact, we are faced with a deepening poverty of social connections and a high degree of polarisation on multiple counts. Designed for contexts ranging from workplaces to spiritual discourse, more and more instances of intentional conversations are surfacing across the world. It is only when we are able to appreciate the view of ‘another’, that we are truly able to step beyond the boundary of the self. In this paper, we explore a practitioner's perspective on three formats of gathering that are currently practiced at the International Society for the Systems Sciences. Using social and humanistic values, we outline how these three simple yet powerful techniques embody inclusivity, with the intention of inspiring its readers to consider hosting alternate forms of meetings in academic and organisational settings, thus creating grounds for compassionate understanding.
Proceedings of the 63rd Annual Meeting of the ISSS, 2019
Our ability to adapt to the relentless change of modern society and to transform how we see the w... more Our ability to adapt to the relentless change of modern society and to transform how we see the world are essential to our survival in these complex times. However, we are rapidly losing that race as increasing complexity overtakes our ability to build our adaptive and transformative capacity. Transformative learning and systems literacy are essential components to turning that tide. This paper gives an overview of transformative learning theory and applies a systems and complexity framework to that process to create a foundation for transformative change. It covers the concepts of the disorienting dilemma, critical reflection, dialogue, and meaning making at the edge of chaos.
Our ability to adapt to the relentless change of modern society and to transform how we see the w... more Our ability to adapt to the relentless change of modern society and to transform how we see the world are essential to our survival in these complex times. However, we are rapidly losing that race as increasing complexity overtakes our ability to build our adaptive and transformative capacity. Transformative learning and systems literacy are essential components to turning that tide. This paper gives an overview of transformative learning theory and applies a systems and complexity framework to that process to create a foundation for transformative change. It covers the concepts of the disorienting dilemma, critical reflection, dialogue, and meaning making at the edge of chaos.
The pressing social problems we have are demanding that we build our capacity for meaning making ... more The pressing social problems we have are demanding that we build our capacity for meaning making to address them effectively. Meaning making at the edge of chaos is the type of meaning making we engage in when our current worldview is profoundly challenged by new information and experiences and, when the world is complex and chaotic, we are continually challenged and disoriented. This paper introduces the concept of meaning making at the edge of chaos and its theoretical basis in transformative learning theory, logotherapy, constructive developmental theory, complexity theory, chaos theory, and complex adaptive systems. In particular, it focuses on the concepts of disorienting dilemma, critical reflection, and the components of a meaning system derived from transformative learning theory. From logotherapy, it draws on the notions of will-to-meaning, meaning of life, and freedom of will. This paper includes the theory of the socialized, self-authoring, and self-transforming minds from constructive developmental theory. Finally, the concepts of nonlinearity, self-organization, emergence, learning, adaption, the butterfly effect, dissipative structures, and far-from-equilibrium are some key aspects from the world of complexity. These theories are integrated and form the basis for a model of meaning making at the edge of chaos. In this increasingly complex world in which we live, meaning making has taken on heightened significance as we muddle through a myriad of confounding experiences ranging from global to personal. Because meaning making enables us to make sense of the world around us, it is therefore imperative that we continue to develop our capacity for meaning making on an ongoing basis. Meaning making1 is defined simply as " making sense of or giving coherence to our experiences. Meaning is an 1 The terms " meaning making " and " sensemaking " are often used interchangeably by several authors (Rutledge; Schwandt; Weick, Sutcliffe, and Obstfeld; Ziegler, Paulus, and Woodside). I will, for the most part, use the term " meaning making " in this paper with the intention that it includes " sensemaking, " however I will retain the original text in direct quotations.
Large-scale social change is becoming inevitable in the public and nonprofit sectors, yet the lit... more Large-scale social change is becoming inevitable in the public and nonprofit sectors, yet the literature and models addressing this need are lacking. To address this gap, the author introduced a model for multi-sector transformational change called the Emerging Systems Transformational Change Model (ESTCM) in 2016. This paper gives an overview of the model and then explores in detail the five critical processes that create the foundation for an effective multi-sector transformational change effort. These processes are developing readiness for change, relationship building, mapping the system, designing social systems, and establishing a reflective practice.
By Marty Jacobs ". .. nonprofits continue to operate as they have for decades with a singular foc... more By Marty Jacobs ". .. nonprofits continue to operate as they have for decades with a singular focus on their individual missions. The concept of multi-sector transformational change is still quite foreign to many, and although the number of examples of such inter-organizational endeavors is growing, the practice is still relatively new and without a significant history. "
The nonprofit and public sectors are in the midst of a paradigm shift from addressing community c... more The nonprofit and public sectors are in the midst of a paradigm shift from addressing community concerns individually and competing with each other for existing funding to working collaboratively and thinking collectively across sectors to solve some of society's most intractable social problems. This transition requires new approaches that challenge assumptions and generate new knowledge. Existing models for change, while theoretically sound, are difficult to adapt to multi-sector transformational change because they are mostly targeted mostly toward single organizations in the corporate world. Undertaking multi-sector transformational change, change efforts that cross the nonprofit, public, and/or for-profit sectors, is substantially different than the vast majority of change efforts that take place within a single organization, differing in scope, complexity, and leadership.
This paper describes a new model, the Emerging Systems Transformational Change Model (ESTCM), specifically designed to address the unique needs of multi-sector change efforts. It is built on the theoretical framework of complexity science and complex adaptive systems, organization development, transformative and organizational learning, and multi-sector transformational change. ESTCM consists of five phases: (a) discovery and dialogue; (b) deepening, refining, and assessing; (c) infrastructure, communication, and coordination; (d) ongoing implementation and progress reporting; and (e) learning, celebration, and sustainability. These five phases represent a cycle that is designed to be iterative, building on new knowledge gained from the previous cycle. Aside from providing a new approach to multi-sector transformational change, the significance of ESTCM is its adaptability and flexibility.
The nonprofit and public sectors are constantly challenged to create greater impact with fewer an... more The nonprofit and public sectors are constantly challenged to create greater impact with fewer and fewer resources. The recession of 2008 has resulted in less funding for both sectors and increased demand for their programs and services, pushing many organizations to the brink. With the likelihood of change in the current state slim, nonprofits and public agencies are eager for new approaches that will enable them to create greater value from existing resources in a socially responsible manner. This paper introduces one possible tool, which was adapted from Carol Sanford's stakeholder pentad introduced in her book, The Responsible Business: Reimagining Sustainability and Success. Sanford's pentad is intended to shift a business's focus away from measuring success based purely on financial returns to one of a quintuple bottom line centered on developing relationships with the following five sets of stakeholders: customers, co-creators, earth, community, and investors.
The pentad for the nonprofit and public sectors includes a slightly different set of stakeholders: beneficiaries, co-creators, earth/humanity, community, and investors/funders. Beneficiaries are those for whom programs and services are provided. Co-creators are those with whom non-profits and agencies partner and may include volunteers, staff, partnering organizations, and other stakeholders. Earth/humanity is the pentad point of the global, long-term perspective and is based in relationship to earth and to humanity. The community point in the pentad refers to how an organization's actions impact the community, and the local perspective and social context in which they operate. The investors and funders for nonprofits and public agencies are local, state, and federal funders, taxpayers, donors, foundations, and board members, without whom these organizations could not realize their visions. Attention to these five stakeholder groups creates a strong sense of resilience in the organization's community.
A case example of how to apply the nonprofit and public sectors pentad to an existing organization is outlined in this paper. It is described through Sanford's four phases for reconstructing an organization already steeped in its processes and culture. These four phases are (1) cultural evolution, (2) strategic direction, (3) capacity building, and (4)
The problems we have created in the world today will not be solved by the level of thinking that ... more The problems we have created in the world today will not be solved by the level of thinking that created them." --Albert Einstein Although the field of systems thinking had not yet hatched at the time of this quote, it is clear that Einstein already knew about systems thinking, even if he didn't call it that. He was able to recognize that if we continually approached problems in the same way, we would continue to get the same outcomes. We humans are creatures of habit, and we often find it difficult to recognize patterns of behavior that are counterproductive. Systems thinking offers tools and processes that enable organizations to see patterns and connections, leading to greater productivity. What is a system? According to Merriam Webster's Collegiate Dictionary, Tenth Edition, a system is "a regularly interacting or interdependent group of items forming a unified whole."
Capacity building is one of the latest buzzwords in the nonprofit sector. Most organizations intu... more Capacity building is one of the latest buzzwords in the nonprofit sector. Most organizations intuitively understand that in order to do more with less, they must build the organization's capacity to perform at higher levels in a variety of areas. To do so requires a board with the ability to envision a better future and the foresight to make it happen. So what if your board is barely able to make quorum at meetings, struggles to fill its own membership, or disagrees constantly about the direction of the organization? And what if these behaviors have been going on for a long time in a seemingly intractable pattern that only tends to perpetuate itself? How can an organization possibly break this cycle? Too many nonprofit organizations find themselves in this situation. A typical evolutionary board governance pattern is for the founding director to populate the board with friends and/or acquaintances that are passionate about the mission. Although a good start, to be certain, this approach is not entirely adequate. Many of these board members may not entirely understand their governance role. In the early stages of organizational life, when many board members are often wearing multiple hats (board member, volunteer staff person, fundraiser, community spokesperson, etc.), this lack of understanding may not surface as a problem.
• Building a new bandstand that is handicapped accessible • Locating a new homeless shelter • Dev... more • Building a new bandstand that is handicapped accessible • Locating a new homeless shelter • Developing plans for rural land use • Widening a street to allow for more bicycle traffic • Creating a new governance charter for a municipality • Constructing a new school and/or renovating an existing one • Determining whether or not a proposed construction project fits within the architectural character of the neighborhood What do all these community projects have in common? Each one is undertaken with the intent to create a better future and expanded opportunities for the given community, and each one will face challenges to moving forward successfully. Undoubtedly, there will be someone for each of these projects who will raise questions and concerns about the appropriateness and/or intent of the project. It is at this point that progress is typically stymied. We often hear that the whole is greater than the sum of the individual parts, so why is it that we struggle so hard in our communities to move forward? Shouldn't we be able to reap the benefit of so many creative minds coming together to solve a problem? What is it that prevents us from moving forward constructively? For starters, most of us are held hostage to a traditional, linear approach to problem solving -the idea that there is one right solution. Often a well--intentioned board or committee has toiled diligently to come up with such a solution. That "solution" is then presented to the public for feedback, and, more often than not, the public perceives it as a done deal. As a result, they fight back. The whole situation deteriorates into a win--lose debate or sometimes a lose--lose debate. As Meg Wheatley so succinctly put it in Leadership and the New Science, "People support what they create…. No one is successful if they merely present a plan in finished form to others. It doesn't matter how brilliant or correct the plan is. It simply doesn't work to ask people to sign on when they haven't been involved in the planning process." To be sure, involving community members in the planning process can be both frustrating and intimidating. Most of the people we want at the table often don't show up for a variety of reasons; those who do are often the same faces we see over and over again. I have heard many a board lament the fact that no one attends board
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Papers by Marty Jacobs, Ph.D.
This paper describes a new model, the Emerging Systems Transformational Change Model (ESTCM), specifically designed to address the unique needs of multi-sector change efforts. It is built on the theoretical framework of complexity science and complex adaptive systems, organization development, transformative and organizational learning, and multi-sector transformational change. ESTCM consists of five phases: (a) discovery and dialogue; (b) deepening, refining, and assessing; (c) infrastructure, communication, and coordination; (d) ongoing implementation and progress reporting; and (e) learning, celebration, and sustainability. These five phases represent a cycle that is designed to be iterative, building on new knowledge gained from the previous cycle. Aside from providing a new approach to multi-sector transformational change, the significance of ESTCM is its adaptability and flexibility.
The pentad for the nonprofit and public sectors includes a slightly different set of stakeholders: beneficiaries, co-creators, earth/humanity, community, and investors/funders. Beneficiaries are those for whom programs and services are provided. Co-creators are those with whom non-profits and agencies partner and may include volunteers, staff, partnering organizations, and other stakeholders. Earth/humanity is the pentad point of the global, long-term perspective and is based in relationship to earth and to humanity. The community point in the pentad refers to how an organization's actions impact the community, and the local perspective and social context in which they operate. The investors and funders for nonprofits and public agencies are local, state, and federal funders, taxpayers, donors, foundations, and board members, without whom these organizations could not realize their visions. Attention to these five stakeholder groups creates a strong sense of resilience in the organization's community.
A case example of how to apply the nonprofit and public sectors pentad to an existing organization is outlined in this paper. It is described through Sanford's four phases for reconstructing an organization already steeped in its processes and culture. These four phases are (1) cultural evolution, (2) strategic direction, (3) capacity building, and (4)
This paper describes a new model, the Emerging Systems Transformational Change Model (ESTCM), specifically designed to address the unique needs of multi-sector change efforts. It is built on the theoretical framework of complexity science and complex adaptive systems, organization development, transformative and organizational learning, and multi-sector transformational change. ESTCM consists of five phases: (a) discovery and dialogue; (b) deepening, refining, and assessing; (c) infrastructure, communication, and coordination; (d) ongoing implementation and progress reporting; and (e) learning, celebration, and sustainability. These five phases represent a cycle that is designed to be iterative, building on new knowledge gained from the previous cycle. Aside from providing a new approach to multi-sector transformational change, the significance of ESTCM is its adaptability and flexibility.
The pentad for the nonprofit and public sectors includes a slightly different set of stakeholders: beneficiaries, co-creators, earth/humanity, community, and investors/funders. Beneficiaries are those for whom programs and services are provided. Co-creators are those with whom non-profits and agencies partner and may include volunteers, staff, partnering organizations, and other stakeholders. Earth/humanity is the pentad point of the global, long-term perspective and is based in relationship to earth and to humanity. The community point in the pentad refers to how an organization's actions impact the community, and the local perspective and social context in which they operate. The investors and funders for nonprofits and public agencies are local, state, and federal funders, taxpayers, donors, foundations, and board members, without whom these organizations could not realize their visions. Attention to these five stakeholder groups creates a strong sense of resilience in the organization's community.
A case example of how to apply the nonprofit and public sectors pentad to an existing organization is outlined in this paper. It is described through Sanford's four phases for reconstructing an organization already steeped in its processes and culture. These four phases are (1) cultural evolution, (2) strategic direction, (3) capacity building, and (4)