* We "eat our own dogfood." The same VMCL model (Vision, Mission, Capacity, Learning) described in our book, Flock Not Clock and that we help others to develop for their organizations, we use everyday in our Lab. Like what you see? Let us help you develop your own "VMCL."
We do our Mission everyday to bring about our Vision.Our Mission logos (three E's pointing toward our Vision) symbolizes the everyday work we do to "Engage, Educate, and Empower" one Systems Thinker at a time. Engage means we tell the world what the research says: that thinking (cognition and metacognition) lead to all forms of success. Educate means we provide knowledge and tools to develop deep understanding. Empower means we ensure they can do it on their own.
We're committed to our audacious vision to create 7 Billion Systems Thinkers. Thinking is the foundation of future success (creativity & problem solving; new scientific discoveries, products & services; individual & organizational learning; education & business success; communications, even democracy itself). Research developed at Cornell University (into how we think and how to avoid errors) reveals insights that can be taught to anyone, at any age. #CountMeIn
We develop Mission-critical capacity by working everyday to ensure that we have the right energy in the right place to serve our Mission everyday. We've developed a system of systems that are hyperfocused on Mission and Mission Moments.
We are an agile, adaptive, learning organization. We build and evolve mental models. We know that thinking differently, is the crux of all individual and organizational learning and of insight, innovation, and invention.
Our Culture Code is a uniquely balanced blend of opposites that, along with VMCL, act as the simple rules that provide for the kind of emergent properties we want in an organization: Self-organizing, trusting, spontaneous, effective, responsible.
Systems Mapping (Visual Complexity)
More neurons connect your brain to your eyes and hands than the rest of your body combined. Researching and developing tactile and visual innovations that help us to better understand complexity and solve complex problems is therefore critical to being effective. We do theoretical, basic, translational, and applied research into Systems Mapping of all kinds.
Systems Leadership (Organizational Complexity)
Organizations today are typically thought of as nouns rather than verbs and as static and mechanical rather than dynamical and organic. Our research into Systems Leadership asks basic questions about how leaders can survive and thrive and design and build organizations that can operate as adapting, agile, learning systems. This research focuses on: systems thinking in organizations; managing and leading agile teams; culture change; organizational alignment; organizational design; human development and talent management.
Systems Thinking (Cognitive Complexity)
Our Lab has has been at the forefront in innovation in the field of Systems Thinking, breaking new ground and answering long-unanswered and fundamental questions such as: What is Systems Thinking? Why does it work? How to do it effectively? How to measure it? Is there a scientific and empirical basis for it? To this end, we do theoretical and basic research in: cognitive complexity, metacognition, and structural and embodied cognition.
Systems Science (Ontological Complexity)
Originally trained as systems scientists, we ask fundamental questions about how reality is structured and do theoretical and translational research in the systems sciences (complexity, networks, CAS, evolution, nonlinear dynamics, chaos, etc) as well as leading interdisciplinary scholarship to bring the traditional disciplines (physics, chemistry, biology, psychology, sociology, economics, etc) together.