Difference between revisions of "Part 2 - Chapter 5"

Revision as of 05:17, 21 May 2020

The economy of the free

The authors take an idealist philosophical position - that we imagine realities, then seek to create them. They invite us to join in the process of imagining and growing a new reality based on 'solid data' from many companies that have constructed the building blocks.

[Editor's Note: some of the examples listed are not companies, and might object to being called one. The Mondragon network comprises hundreds of co-operatives, bound together in a sophisticated eco-system that includes welfare, education, insurance and research secondary co-operatives that support over 100 primary worker co-operatives and two multi-stakeholder co-operatives (in banking and retail). John Lewis is formally a company but regards itself as a partnership. The staff are referred to as 'partners' in the constitution and the governing bodies include 'Partner Voice' (in each store) and a 'Partnership Council' (elected from all stores).]

The authors set out the desire to build 'an economy of the free' (free from the fear of being bought and sold as property). The authors ask how much more Paul Polman (Unilever) might have done if a prototype eco-system economy of the free existed. [I would argue there are prototypes in Mondragon (Spain) and Emilia-Romagna (Italy)].

Overcoming obstacles

The authors set out how to change obstacles into supportive allies in the process of change.

1) Create a path to change that enables those in power to see something better than they currently experience

2) Create meaning-making stories from the experiences of many individuals over the course of a generation

3) Find people both willing, and powerful enough, to embed meaning-making stories in new institutions.

4) Re-create the money system to recognise currencies for all (six) capitals

5) Make governments a direct stakeholder in the Economy of the Free, to create a path for public sector reform

6) Help company owners jettison the 'illusion of control' to overcome 'loss aversion' (avoiding small loses, even if big gains are possible).

7) Build a new system that the old system can transfer resources into (do not try to tackle the inertia in the old system)

8) Value your imagination

9) Hone your capacity to deal with uncertainty

Using Ohm's law as a metaphor, the challenge is build changed relations faster than resistance can be organised. In this scenario, we can preserve wealth already created. If resistance is strong, capitals will be destroyed in the transition process.

Your economy, your job to change it

We can change ourselves to change the economy. The first step is changing the stories that drive our thoughts and behaviours. Start with accepting multiple perspectives as the new normal.

The authors nod to Darwin (incremental evolution) more than Marx (punctuated revolution) but recognise that context can bring about rapid changes in times of crisis.

Getting involved in the economy of the free (by participating in the book's development for example) is a step toward experiencing a new reality, and one way to control fear and challenge your own biases.

Disruptive Innovation

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