Any purposeful social space will mostly not occur out of thin air. In many cases some kind of instituted organisational reality acts as a base that is to be amended and added to. Handling that going concern requires an inventive approach. The responsibility vacuum (see previous blogs) needs to be filled with
The essence and the workings of the intended purposeful social space will certainly and fundamentally differ from the base it is conceived from. Yet ignoring the existing structures will lead to wasting energy, feeding frustration and even calamities. An attitude that may seem counterproductive to the new benefits of the envisioned purposeful space is for that reason wise.
A desire based drive, a full appreciation of the whole man (to be discussed in the coming post) and a creative shifting along scales and abstractions (see previous blogs), create incentives and pointers to move position. That movement starts from a current position while avoiding obstructions along the way. That is the complex reality that needs to be explicitly and consciously included in any strategy and practice to create a new space.
That reality consists of existing power bases, channels of communication, business models, management practices, platforms of collaboration, brands, market positions, operational structures, to name a few. And that reality will in the end be unrecognisable when compared with its starting points.
Throwing every element overboard will cause havoc and distract from the goal, while a halfhearted change and false respect for the status quo will not create the momentum needed. Decisive helmsmanship is required.
With a very strong perspective and the inclusion of complex reality, a balance between revolutionism and conservatism can be found, not a compromise, like an evolution, but a colorful and spiked meandering between extremes of status quo and radical reshaping.