Gayle Dallaston

Author. Founder of The Shady Lanes Project.

Essential Skills: Resources

Discussion, Endnotes, Additional articles for

Chapter 1: The Promise

Chapter 2: A Networked World

Chapter 3: Agree on a Shared Place and Purpose

Chapter 4: Recognise Your Assets; Start with What You’ve Got

Chapter 5: Plan to Thrive in an Uncertain World

Chapter 6: Leverage and Communicate

Chapter 7: Maintain Discipline and Momentum

Conclusion

Index

(page numbers are for the print book)

A

Alignment of goals, 5, 88

Artificial Intelligence, 14, 16, 67, 73

Assets

…combine, 41

…determine what is doable, 43, 59

…given but can’t be demanded, 47, 56

…hidden, 41, 44–45, 48–49, 56

…media, 20, 70–74, 77–78, 94, 98

…reframing in different contexts, 45–46, 48

B

Blame, 6, 8, 20, 57, 92

Boundaries

…created by frames to limit options, 19

…permeable, 11

…to manage groups and projects, 88, 93

…to reduce risk, 30, 47–48

…see also guard rails

Bumping Spaces, 17, 69, 71

C

Collaboration

…across sectors and disciplines, x–xi, 4, 6, 30–33, 43, 47, 55, 61, 73, 86, 92, 103, 105

…conversations to nurture, 7–8, 19–20, 33, 80

…lifespan of projects, 20

Commitment, 32–33, 76, 85–86, 94

Commons,

…hyperlocal as microcosm, 7

…Internet as global virtual commons, 69

Communication

…and climate wars, 17

…developing communication skills, 74–75, 80–81

…for creating worldviews; both product and reinforcer of the status quo, ix–x

…online, 17, 69, 79–80

…role in planning, 70

…skills as an intangible outcome, 98

…systems, 88, 95

…see also Frames and Framing

Conversation

…effects of different technologies, 18

…for planning, managing and uniting groups, 55, 63, 101

…how to engage in online storytelling and conversations, 68–69, 76–78

…positioning of participants in a shared place, x, 7–8, 46, 71

…scale by publishing, 70

…to build trust and relationships, 9, 11

…to create cultural shifts, 53

…using curiosity to change focus of conversations to looking outward and learning,

…see also Bumping Spaces

Core group

…choosing members, 56, 93

…governance by reflective conversation, 58, 92

…manage with conversation, 63–64, 87–89, 95

Courage

…to stand out, 75–76, 80

…see also crazy dancing guy

Crazy dancing guy, 76, 102

Critical literacy

…and the Internet, 16–17, 74–75

…as vaccination against misinformation, 74

Culture and culture change, 19, 53, 55, 98

Curiosity

…learning to engage with opposing views, 8–10, 69, 75

…to increase trust and strengthen relationships, 57, 92

D

Disciplinary lens, 90

Doughnut Economics, 5

 

F

Failure, reframing into experience and learning, 10, 20, 49, 62

Frames and framing

…examples of framing, 7, 18–19, 29, 31, 33, 47, 53–54, 90

…reframing, 49, 53, 57, 81

Funding, unintended consequences, 41, 45, 47, 54, 62, 88, 94, 97

G

Garden on the Verge (book), xii, 5, 88

Goals, see Outcomes and Shared purpose

Group structure, see core group

Guard rails, 56

…see also boundaries

H

Hope, as a source of energy, 9-10, 20

I

Internet

…and business models, 4, 13–14, 79

…as a public space and communication battleground, 13, 17, 69–70, 72–73

…creating and interpreting frames, 18, 74

…links as invisible connectors, 15, 72, 78

…privacy, fake personas, influencers, and scams, 16

…see also artificial intelligence

L

Leadership, shared, 61, 85, 89

Leverage, 59, 63, 70–72, 81–82, 97

…see also planning

M

Momentum, maintaining, 90–91, 94, 96

Morrison, Ed, 87

…see also Strategic Doing

Motivation

…diverse, 28, 31–32, 73, 103

…maintaining 9, 58

N

Networks

…as assets, 41, 46–47, 49, 55, 63, 78

…as outcomes, 20, 97

…diverse, 4, 20, 33, 49, 73

…for change, 89–90

…network of interlinked networks, 5, 11, 49, 73, 81, 92, 104

O

Opportunity

…prepare for, 94

…wasting or missing, 71, 97

Optimism, 10, 48

…see also hope

Outcomes

…intangible, 6, 59, 63–64, 97–98

…mutually beneficial, 4, 33, 92

…tangible, 45, 54, 97

P

Patience, 91, 94, 97

Planning

…adaptive and reflective, 55–58, 61–63, 94–95

…steppingstones, 58–59

…traditional or linear, 53–54

R

 

Relationships, 5, 8, 11, 17, 20, 30, 33, 56–57, 62, 91, 94, 98

Rhizome theory, 15

Risk, 4, 7, 42, 47, 54, 57–58, 62, 80, 88–89, 90–91, 98

Relationships, 5, 8, 11, 17, 20, 30, 33, 56–57, 62, 91, 94, 98

Rhizome theory, 15

Risk, 4, 7, 42, 47, 54, 57–58, 62, 80, 88–89, 90–91, 98

S

Satell, Greg, 87

Scale, 10–11, 63, 70, 81, 97–98

Scripts, habitual communication, 7, 101

Serendipity, 20, 63

Shady Lanes Project, 18–19, 33–34, 43, 86, 98

Shared Purpose

…finding and maintaining, 32–35, 58–59, 63, 88, 91–94

…see also guard rails

Signposts, 78

Strategic Doing, 35, 87, 95

Substack

…business model, 14

…distributed model of publishing, 78–79

…public and private platform, 95

Sustainable Development Goals (SDGs), 5, 69

T

Trust

…as outcome, 44, 48, 62, 91

…building, 11, 17, 56–57, 58–59, 69, 103

…lost, 4, 30, 69, 88, 93

…necessary for innovation, 41, 56, 94, 98

U

Unlike Minds, 4–6, 8, 92

W

Wins, small, 57, 63, 76, 80, 94, 96

Writing and Storytelling, 53, 74–75, 80”

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