SECTION III: INTEGRATIVE IMPROVEMENT INSTITUTES PROJECT

“Perhaps the strongest theme to emerge from the sessions was the power of peer-to-peer relationships to build capacity through coaching, training, communities of practice, networks, peer reviews, benchmarking, and self-regulating schemes for professional education and certification. ”Report on World Bank Institute's “Focus on Rethinking Organizations: Capacity Day 2006”

52  This project directly addresses the challenges we face in a novel self-funding way. It is designed to improve the well-being of people and their physical, social and cultural environments through low-cost adaptive diffusion, refinement and implementation of a unique “development from below” Integrative Improvement (II) approach for achieving sustainable development.

53 As explained in Section II, Integrative Improvement emphasises dynamic connections, relationships and interactions in line with our current scientific understanding of the world as tending to be self-organising with human beings whose minds are naturally integrative. II improves in a balanced, integrative and sustainable way the lives people already have. II uses Integrative Governance enabled by human and machine-based technology in all organisations. II progress is measured by indicators of well-being such as those included in the Sustainable Society Index described at http://www.eoearth.org/article/Sustainable_Society_Index . II can be initiated by training all involved to apply NEW Integrative Thinking (NEW IT), Douglas Integrative Governance 247 (DIG 247) and their relevant complementary tools for  achieving sustainable development.

54 The project is at the stage of seeking people and institutions which would like to advance Integrative Improvement in the world. In line with the adaptive tendency inherent in the Integrative Improvement approach, the current draft plan is designed to adapt as other catalysts join as one of a maximum of seven founding members of the Federation Integrators Team of the first Integrative Federation (IF) or in other roles as the project evolves. Alternatively, start-up or existing business, government and civil society organisations may like to apply the Integrative Improvement approach in their own organisations now.

55 The current draft project plan is as follows:-

Aim:- Improve the well-being of people and their environments through low-cost diffusion, refinement and implementation of the Integrative Improvement (II) approach for achieving sustainable development.

Strategy:- Establish an adaptive networked Integrative Federation (IF) of largely virtual Integrative Improvement Institutes (IIIs)) in a number of countries using the training modules and templates at http://www.integrative-thinking.com and their complementary tools for achieving sustainable development.

Outline plan:- Have one IF website for teaching, research and consulting in Integrative Improvement with a page for each Institute, for each tool and for research related to Integrative Thinking, Integrative Governance, Integrative Improvement, Integrative Capitalism and Integrative Democracy. A catalyst in each of  7 countries would attract and train 7 people to be the IIIs Integrators Team (IIIsIT) in their country. Each Institute would attract, train and license 7 people with experience in 7 industries to provide personal contact in 7 local areas to further diffuse Integrative Improvement  and, for a fee, train successive groups of 7 people from government, business and civil society organisations based on material on the IF website. These trained people would implement Integrative Improvement  in start-up and existing organisations and help in the further diffusion, refinement and implementation of Integrative Improvement in line with the model outlined here.

Tactics:- Sense and respond adaptively to other catalysts and end-users/citizens as the Integrative Improvement Institutes “virus” spreads.