The ability to see systems and structure clearly also means we see the disfunction. The gaps and misfires stand out like flashing lights. The interconnectedness — or lack there of — can be a perpetual struggle for those at the bottom of the food chain.
In order to avoid the common mistake of ‘throwing out the baby with the bathwater’, it is important to see all that is valuable about H1 and understand the importance of the contributions it makes to co-creating regenerative cultures. Bill Sharpe compares the H1 perspective to the role of the manager responsible for keeping the lights on and the business operational without massive disruption to its basic functioning. The H2 perspective is that of the entrepreneur who sees the potential advantage of doing things differently, challenging the status quo in operational ways but often without questioning the cultural narrative that maintains the H1 culture. The perspective of the H3 visionary calls for profound transformation towards a better (more just, fair, equitable, thriving and sustainable) world.
… is then required is a different kind of logic, such as the approach of Hegel instead of Aristotle. In Hegel’s thinking, the word paradox means the natural, and necessary, presence of conflicting ideas at the same time. A paradox is then the essential requirement for creativity and transformation.
Knowledge-to-assumption ratio: The ultimate goal of a business venture that is searching for sustainable business model is reducing the amount of non-validated vs. validated assumptions in their business model. The closer to 1 this ratio is, the better. This because a ratio of 1 means that all assumptions within the business have been validated.