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For nearly 12 years, EMV Global Solution  has remained a leading developer and provider of equipment for card personalization, EMV compliance/migration, smart card manufacturing and semiconductor handling equipment.

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Harnessing Disagreement

Decisions do not occur in the vacuum of one’s mind, but in the caldron of relationships. It is a process fraught with political and interpersonal conflict and tension, but which relies on collaboration and cooperation in spite of the emotional landscape on which it unfolds.

No single mind can behold the right solution at a glance, nor can any single mind even behold all the promising solutions.

As a result, disagreement needs to be harnessed rather than camouflaged in order to uncover all of the sources of value that each contributor brings to the table. The final requirement for solving complex problems in collaborative settings is a set of tools that turn disagreement into generative tension.

Mihnea Moldoveneau, Peter Pauly, Rotman School of Management, Rotman Magazine, Spring 2015

LEARN MORE LESS STUDYING

WHAT IF I TOLD YOU... 

  1. You could get better grades, with less studying than you are doing now. 
  2. Smart people aren’t just gifted – they have a different learning strategy (that you can copy). 
  3. Most people have no idea how they learn things. As a result, they can't train themselves to be smart. 

These things may seem unbelievable. However, using the tactics in Learn More, Study Less, I have:

• Aced university finals with little or no studying.
• Scored first in an advanced inter-province chemistry exam. Without even being aware I needed to take the test until five minutes before writing it. 
• Read over 70 books in a year.
• Scored in the top three percentile for a national exam. Despite never having taken the course being tested.
• Minimized course work to maintain an A average while running a business, taking frequent international trips and still having time to socialize and party. 

I say this not to brag, because my accomplishments are relatively modest. In researching extraordinary learners I've found people who have achieved A averages with triple the full-time course load, memorized entire books and breezed through degree programs designed to fail most people. http://www.hotels-scanner.us


I’m saying this because I believe you can do it too.

LEARN MORE, STUDY LESS: THE VIDEO COURSE

Here's what you'll be getting when you sign up for Learn More, Study Less: The Video Course:

1. The complete 228-page edition of Learn More, Study Less.
2. Six worksheets to take you from theory to practice in implementing the ideas.
3. The 38-page Case-Study Manual. In this manual, I take a step-by-step look at how six different learners successfully applied the ideas, including: 

• How one student went from failing in chemistry and mathematics to scoring 85% using just one technique in the guide.
• Another learner used the tactics to ace a professional designation exam while studying a month less than normally needed for the course.
• One student who experienced a 75% reduction in his studying time, while actually scoring better grades. 

  4. Three expert audio interviews with accompanying notes, which include advice from: 

• Benny, an octolingual polyglot, who recently became fluent in Germanin just three months. 
• Liam, a teacher and tutoring company owner who himself went from B's and C's to straight A+'s, sharing how any student can turn around their grades. 
• Kalid, founder BetterExplained.com, sharing how he's able to createintuitive, obvious explanations for advanced mathematics and science classes. 

  5. The full 12 class modules in the video course, showing you how to:

• Speed read
• Remember vocabulary words with amazing accuracy (and far less time) than by rote
• Set up a killer productivity system to nuke your procrastination
• Study for exams holistically (and how I've aced university finals with no studying)
• Use mental pictures to “get” hard math, physics or chemistry concepts the first time
• Dissect a course, to know exactly which tactics to use to ace the class
• Set goals you'll actually achieve
• Handle a crisis before an upcoming exam
• Create metaphors easily, to understand ideas faster
• Take flow-based notes, so you learn in less time 
• Learn more and study less with 6 hours of step-by-step instruction 
  
  

Networks For Impact: How To Tackle Complex Problems

Large-scale, complex social problems, including reducing poverty and homelessness, slowing climate change and environmental degradation, and providing widespread high quality health care and education cannot be solved by any one action or any one organization. These “wicked problems” involve many different groups of stakeholders each with their own perspectives, goals, and roles. They are constantly evolving and changing, and have no single solution.

Lasting change on these complex issues requires building impact networks of people and organizations that are aligned around a shared purpose and connected through deep trust and relationship. The most effective networks transcend silos, sectors, race, class, and any other artificial barriers to collaboration and progress. They find common ground, coordinate their strategies, and collaborate generously.

Rather than competing for limited funding resources, organizations in these “impact networks” often find that they can have greater impact and access larger pools of funding when they work together with a shared strategy that accentuates the strengths of each participating organization.

While there are many types of networks, including learning networks (communities of practice) and social networks (Facebook), impact networks seek lasting outcomes on complex, large-scale issues that could not be achieved by any single organization.

Building an effective impact network requires the following four steps:

1. Regularly convene the right leaders. Impact networks provide the space and structure for leaders of organizations that are aligned around a shared purpose to build relationships and find common ground.

The right leaders are stakeholders who collectively represent all parts of the system, 2) who have the ability to get things done, and 3) who are willing to cross boundaries and work with people who may have very different perspectives and priorities.

2. Identify shared values, find shared purpose, and build trust for impact throughout the system. Leaders must first find values they share in common with others, and define a shared purpose to work towards. Leaders must also build relationships with each other, assume positive intent, and develop “trust for impact”.

Building trust for impact doesn’t mean leaders have to like everyone in the network or agree on every issue – there may be significant beliefs that leaders do not share in common. Instead, building trust for impact means finding the sliver of ground that they do have in common, allowing them to work together in spite of their differences and even to see their differences as potential assets. Trust for impact means leaders agree to work together around the issues that they both care about and that they both know are important, despite what differences exist or personal disagreements arise.

Building trust for impact requires understanding each other’s external context (including what you do, what your priorities are, and what your assets and challenges are) as well as each other’s internal context (why you do what you do, your world views and perspectives).

3. Identify key leverage points. Looking at the problem with a broad view, collectively identify the outcomes or actions that would have a profoundly positive effect on the problem if achieved.

For example, ReAmp, an impact network of over 160 organizations in the United States collectively working to reduce carbon emissions across the Midwest region, identified stopping new coal plants from being built as one of six key leverage points that would significantly reduce carbon emissions in the region. Consequently a subset of the ReAmp network decided to collaborate together around this shared goal. In the past 5 years the network has been able to stop over 40 new coal plants from being built in the region.

4. Communicate and collaborate generously. Participating leaders of effective impact networks communicate authentically, developing a shared understanding of the problem and sharing critical information about opportunities and challenges with each other. Strengthening the relationships across a network often requires engaging in authentic, direct, and sometime unpleasant conversations about the things that divide and challenge leaders across the network.

Organizations also collaborate generously with each other, finding mutually beneficial ways to work together that supports existing work and opens new opportunities for innovative approaches. By collaborating generously, organizations across the network collectively make progress against the network’s shared values and shared purpose, while focusing particularly on the key leverage points identified.

It is critical to remember that the most important aspect in engaging wicked problems is always the human element. The single most important asset of any impact network is the quality of relationships between leaders and organizations across the network and across the region. Leaders must learn to “go slow to go fast”, taking the time up-front to develop trust for impact with each other so they can continue to work together even when disagreements or miscommunications arise. As Otto Scharmer writes, “The most important ingredient is always the same: a few fully committed people who would give everything to make it work.”

Network Evolution

Initially, networks often resemble Stage 1 above, borrowing a diagram from Building Smart Communities through Network Weaving, by Valdis Krebs and June Holley. Some network members know and interact with each other (forming clusters), but they are largely fragmented and isolated from one another. Then, in Stage 2, a person or an organization forms the hub that bridges connections between network members. The hub is an essential catalyst of network formation.

As leaders make new connections, build relationships and collaborate together around small or large projects, the network will evolve into Stage 3. Stage 3 networks are much stronger and more resilient than a Stage 2 network, because the connections across the network are not dependent on any single person or organization – the connections across a Stage 3 network will sustain even if the hub leaves. Over time, the strongest and most resilient networks continue to evolve and expand into a dense Stage 4 network. With alignment around a shared purpose and continued communication and coordination, Stage 3 and Stage 4 networks can have a profound impact against large-scale, complex problems.

It’s important to note that networks don’t just happen, and they will not live on or be successful without a dedicated coordinator. The coordinator’s job is to continue to organize network convenings, facilitate the meetings, help form connections, and track and share information about ongoing collaborations while providing support when barriers arise. Over time, if funding is available, a single on-the-ground person working directly for the network can perform the coordinator role.

Making Networks Work – A Primer On Networks for Systems Change

Why Networks?

We are starting to realize that individual organizations and the “super social-entrepreneur” are not enough to really move the needle on complex, wicked problems (like childhood obesity, early education, housing, decreasing carbon emissions, etc.). Instead, we are learning that for broad-scale change to occur, we need to build cross-sector networks of people and organizations that are engaged on at least one aspect of a central issue.

The most effective networks transcend silos, sectors, race, class, and any other artificial barriers to collaboration and progress. They find common ground, cross-boundaries, and collaborate generously. “Rather than coming together to achieve short-term goals and then disbanding,” our colleague Heather McLeod Grant writes in a recent case study, “the goal of 2.0 networks is to form relationships with other organizations that are more fluid, supportive, and lasting—and that create shared value for all of their participants.”

To work effectively with each other, network members must progress through 3 essential steps, all in the context of a trusting relationship:

• Develop a shared understanding of the problem
• Agree on common goals, agendas & metrics
• Work collectively to achieve those goals while maintaining constant, open communication

Another term for this type of work is “collective impact” or “collective action.” In the absence of an effective impact network, organizations and individual leaders continue to move independently toward their own, unique vision of success, which may differ drastically from other organizations or leaders working on the same issue. As a result, their actions don’t have the multiplier effect they should, and they’re often even counter-productive – to quote Katherine Fulton from Monitor Institute, “they add but they never sum.” Effective impact networks align stakeholders around a particular issue such that their actions are positively reinforcing and collectively progress towards shared goals.

Types of Networks

• Social or Connectivity Networks are built on the relationships and connections between network members (e.g., Facebook)
• Professional Networks are social networks with intentionality, where intended outcomes exist beyond simply connecting, such as finding a job or completing a task (e.g., LinkedIn)
• Learning Networks serve to increase the flow of information and best practices on a particular topic (e.g., Communities of Practice)
• Movement Networks seek to tie together a field, with elements of relationship-building, learning and action (e.g., The Civil Rights Movement)
• Impact Networks align people and organizations to create and spread a collective value proposition and foster joint action around a shared goal (e.g., The Strive Partnership) 

Additionally, networks can move through multiple stages over their lifetime. Impact networks, Peter Plastrik, Madeleine Taylor and John Cleveland write in their new book Connecting to Change the World, typically shift from a focus on “connecting” to “alignment” to “production.”

Network Evolution

Initially, networks often resemble Figure 1 above – some network members know and interact with each other (forming clusters), but they are largely fragmented and isolated from one another. Then, in Figure 2, a person or an organization forms the hub that bridges connections between network members. The hub is an essential catalyst of network formation.

As network members develop trust, form connections and organize around interest areas, healthy networks eventually evolve to a Multi-Hub Network as in Figure 3. This phase can be sustained as a strong “impact network” for a number of years with the design, governance and leadership, and backbone organization to provide on-going support and coordinate opportunities for network members to connect. Over time, the strongest and most resilient networks continue to evolve, bridge ties, and expand into a dense Core/Periphery Network as in Figure 4 with the resiliency to last for decades even after the initial hub in Figure 2 has left.

Making Networks Work

Effective collaboration requires authentic, trust-based relationships, and consequently networks must focus a significant amount of time up front on building genuine relationships, and providing the space for each leader to share their own personal story behind why they do what they do. This is where most Networks fail. Trust allows leaders to listen empathetically to differing viewpoints, collaborate generously and continue to work together even when personal disagreements arise. But as the authors of the original “Collective Impact” article published in the Stanford Social Innovation Review write, “Developing trust among nonprofits, corporations, and government agencies is a monumental challenge. Participants need several years of regular meetings to build up enough experience with each other to recognize and appreciate the common motivation behind their different efforts.”

To build trust, network leaders must create the “Dynamic Space” where leaders empathize with those they serve and with those they work alongside, understand & define the system (see the forest and not just the trees) and each person’s place in that system, ideate the potential leverage points in the system, prototype rapidly, test with users and iterate based on rapid feedback, and repeat, all in the context of psychological safety and trust.

Impact networks also typically require clarity around the mission and purposes of the network, alignment on core values and rules of engagement, both defined and porous boundaries regarding network membership, the right design with just enough structure, clear & facilitative leadership, a strong backbone organization, adequate resources and effective mechanisms for resource sharing, agreement on decision-making, and shared agreement on quantitative and qualitative metrics of success. To be clear, impact networks will not succeed if there isn’t a supporting infrastructure – a “backbone organization” – that will continue to coordinate the network, weave connections, evaluate outcomes and drive forward momentum.

The One Thing You Need To Collaborate Effectively

“The fundamental insight of 21st century physics has yet to penetrate the social world,” Peter Senge wrote. “Relationships are more important than things.”

Human systems are effective when the relationships between people are strong and authentic. Consequently, the most important currency in any collaborative effort is trust. But what actually is trust?

Fernando Flores and Robert Solomon, in their seminal book Building Trust: In Business, Politics, Relationships, and Life, make a distinction between simple trust, blind trust, and authentic trust. Simple trust is the untroubled, unthinking trust that young children have for their parents. Blind trust is the refusal even to consider any evidence or argument that one should not be trusting, the kind of trust demanded perhaps, by some religious cult leaders, or that we might feel in spite of mounting evidence that one’s spouse is cheating.

Authentic trust – what we call “trust for impact” – is concerned with the ongoing integrity of relationships, and is mature, prudent, measured. It is a choice, not a state. It is not dependent on mere familiarity. It is something one does – not something one has.

As they write, “authentic trust in business and politics provides ample opportunity for complex and cooperative projects that otherwise would have been unthinkable. Authentic trust, as opposed to simple and blind trust, does not exclude or deny distrust, but rather accepts it and goes on to transcend it in action.”

While there may be significant beliefs that we do not share in common, authentic trust is all about finding the sliver of ground that we do have in common. It means engaging in generative, constructive, and meaningful ways despite whatever differences exist, allowing us to work together even when personal disagreements arise, and even see our differences as potential assets.

For widespread change to occur we must find a way to choose trust, especially with those who are very different than ourselves. Effective collaboration, not to mention the future of democracy, depends on it.

Strengthen & Grow Your Network with Social Network Analysis

“Impact networks” – a group of people that are connected with enough trust, aligned around a shared strategy & vision, and enabled by a backbone organization – are proving to be powerful catalysts for aligning stakeholders and tackling wicked problems of all kinds.

But how can networks be evaluated and analyzed? And how can we strategically shape and navigate our networks to align with our goals?

Today, new techniques are emerging that allow us to map and analyze networks and systems in a clear, visually engaging layout. For instance, the powerful open-source network analysis software Gephi has the backing of a strong community of co-developers and an ever-expanding suite of features. In our work engaging with and analyzing many types of social, organizational, movement and collective impact networks, we have observed two particularly powerful and actionable applications of social network analysis.

Direct Network Engagement

“Who should we be connecting to who we aren’t already? How well are the various stakeholder groups within our network collaborating with each other?”

Network analysis is also a powerful tool for directing the engagement strategies of a network and answering the question “who else should we be connecting to?” Network maps filtered by characteristics such as sector, issue area, geography and language provide easily understandable “shared displays” that can help network leaders and members determine upon the best path forward.

Furthermore, community-finding algorithms can parse out groups of highly connected nodes within networks. This valuable data can help identify factions or cliques forming within networks, pinpoint the “hubs” of a network who exhibit a high degree of social capital, discern the degrees of separation between people and groups in a network, and highlight the shortest path to connect with a particular group or person of interest. For instance, network maps have helped the Irvine New Leadership Network visualize the leadership structure across Fresno County and direct program selection decisions by highlighting the essential community stakeholder groups that are not yet sufficiently integrated into the network.

Evaluate Network Growth

“How healthy is our network? How has our network grown and evolved over time?”

By graphing the strength and density of connections within a network while tracking the evolving connections over time, network analysis can evaluate the health and growth of networks far more effectively than raw numbers or first-hand accounts.

For example, analyzing the network of a large school district’s Parent University System over the three years since its inception provided compelling evidence to the district school board that the Parent University System was cultivating a strong, growing network of engaged parents. Simultaneously, the network analysis helped identify areas of structural weakness that could compromise the network’s vitality if not addressed. We found that the school district’s connection with a particular ethnic community of parents was heavily reliant on a single staff member – if that staff member were to leave, the school district would be at risk of losing ties to the entire community. Therefore, we recommended that the school district diversify their connections with that particular community, so their parent network would be robust enough to withstand inevitable staff departures.