Community through the lens of System Change

While "community" is a powerful concept, especially for grassroots movements and shared value systems, it might not be the most efficient model for all purposes, especially when scalability, adaptability, and clear accountability are required. Instead, thinking in terms of "networks" or "ecosystems" might offer a more flexible and scalable approach. These paradigms emphasize connectivity, collaboration, and co-evolution, which might be better suited for systemic innovation and decentralized movements

Doug Smith's notion of "change" primarily occurring within purpose-driven networks aligns with the understanding that networks can be more effective in driving change, especially when they are built around a shared purpose. Purpose-driven networks are agile and adaptive, which can be especially valuable in rapidly changing environments. By having a clear purpose, these networks can maintain focus and drive towards specific outcomes, even in the face of external challenges.On the other hand, "Strategic Doing (SD)" is an approach that provides a framework or an "operating system" for facilitating collaborative conversations. The emphasis here is on action-oriented collaboration. Instead of just strategizing or planning, the focus is on doing. By having a core group of individuals engaged in these conversations, SD ensures that there is a shared understanding, commitment, and alignment towards the desired outcomes.Both the Performance Driven Change (PDC) and Strategic Doing (SD) approaches recognize the importance of:Purpose and Clarity: A clear purpose or goal ensures that all members of a network or group are aligned and moving in the same direction.Collaboration: Both approaches emphasize the importance of collaboration and collective action. While PDC might focus on broader networks, SD emphasizes the role of a core group in driving these collaborations.Adaptability: Change is constant, and both approaches recognize the need for adaptability and agility. Purpose-driven networks, as proposed by PDC, can quickly adapt to new information or challenges. Similarly, the SD approach, with its emphasis on "doing," ensures that strategies and actions are continually refined based on real-world feedback.In essence, while PDC and SD might approach the challenge of change from slightly different angles, both emphasize the importance of purpose, collaboration, and adaptability. Whether it's through broader networks or a core group of collaborators, the key is to ensure that there's a shared understanding and commitment to driving positive change

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