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Chapter 11: Capacity for Change

The third infrastructure solution is actually a framework for individuals, families, and communities to take inventory of where they are and where they want to go. This tool, called Capacity for Change, is a method for analysis that prompts change for communities and shows them the path forward. 

We say we thrive on change. So many of us can’t wait to try the next great gadget or diet or exercise routine. We expect constant updates to our software and new models of cars. Every year, we set new goals to make new changes to become a whole new person. Our businesses and communities make five-year and ten-year and twenty-year plans to improve. Yet even though we seem to know what needs to change and even how to make it change, we never quite reach the mark. And no matter how much we say we want change, isn’t it easier to maintain the status quo and seek stability?

Have you ever thought that we should take a step back and measure our capacity to change first? Before you set goals, imagine if you asked yourself, what is keeping me from making meaningful changes? What factors are constraining me? What barriers are inherent in the system? What things need to change before I can really make a difference? If you can increase your capacity for change, you can increase the rate and improve the direction of change. 

For our purposes, we are going to talk about a community’s capacity for change, but the same principles apply to individuals and families. 

The first step of Capacity for Change will consist of a rubric that communities can use to rate themselves. This will likely be a software-driven survey that helps them gauge their vision, need, processes, level of innovation, habits, subliminal thinking, resources, and more. The survey will also give them three or more scenarios to consider. In these scenarios, people will have to ask themselves what their current capacity for change is, what they want it to be, and how they would react to different situations. 

Take, for example, the scenario that there is a large number of refugees that need a new home. As a community, would they be able to welcome and accommodate this group? As they consider the scenario, community members may ask themselves questions like these:

• Could we raise the necessary funds and complete the prep work necessary to get the refugees here?
• Could we get government permission to bring the refugees to our community?
• Could we mitigate community concerns and overcome distribution issues?
• How would our community change if we were generous, caring, and selfless enough to do it?
• What effect would this powerful expression of service and caring teach our youth?

Some communities may find that they are capable of making this change. They would be prepared to present the solution to the city and show how it would create real, powerful, positive change. In the process of making this change, they would also increase their capacity for further change by showing the community the positive effects of their actions.  Other communities may find that they are not prepared for such a scenario. They may set smaller goals to increase their capacity for change to prepare for future opportunities. 

The Archive Studio and a social entrepreneur will likely be involved in this process, chiefly to help community members break through assumptions of what is possible. They will help paint the vision for the community, who will then run with it. 

One of the benefits of using simulations as part of this process is that it is impossible to maintain a facade during a simulation. This means that individuals in the community will be able to present their full selves instead of the most acceptable pieces.

Once communities have participated in the Capacity for Change process, they can create a profile with their results for other community members to see. Together, they can set goals to improve their capacity for change and move forward. If they choose, they can publish their findings and the solutions they come up with to inspire other communities. 

This survey will help communities imagine the kinds of changes they could make if their capacity were higher. This is especially critical as changes come at an increasing rate. Are communities prepared to deal with the repercussions of bio- and nanotech, artificial intelligence, new toxins, implications of nuclear energy technology, natural disasters, culture shifts, and the increasing isolation that comes with our digital age? 

Capacity for Change is a key element of every part of the John and Abigail Center. Imagine the needs of the City Plat. Any family or group interested in living in the Plat will need to have a significant capacity for change. Participants in 3D Learning, SC-U, the Family Academy and Hearts to Children will need to be prepared to approach learning and relationships in a new way. Significant social change will require increased capacity from all of us. 

Once a community has evaluated their capacity for change and practiced increasing it, they will find that they can improve their infrastructure and forms at an accelerated rate. A major part of this is that instead of feeling helpless in the face of major problems, communities will take the steps necessary to address them. They will have increased faith in themselves and their communities.

Next up—Chapter 12: Million Dreams Conference

Comments, questions, suggestions? Let us know on the post.

If you’re interested in joining the mastermind group or launch team for the John and Abigail Center or any of the partner organizations, contact us.