3 fundamental shifts in achieving stretch collaboration by Adam Kahane

Three fundamental shifts in achieving stretch collaboration (by Adam Kahane):

1) In how we relate with our fellow collaborators, we must stretch away from focusing narrowly on the collective goals and harmony of our team, and move toward embracing both conflict and connection within and beyond the team.

2) In how we advance our work, we must stretch away from insisting on clear agreements about the problem, the solution, and the plan, and move toward experimenting systematically with different perspectives and possibilities.

3) In how we participate in our situation—in the role we play—we must stretch away from trying to change what other people are doing, and move toward entering fully into the action, willing to change ourselves.

第一，在與合作者的關係上，我們必須捨棄狹窄的團隊目標與促進團隊和諧，改而擁抱團隊內外的衝突與建立內部成員連結。

第二，在工作的推進上，我們無須堅持要明確協議好問題、解答與計畫，應該有系統地實驗各種可能的解決方案。

第三，在參與和扮演的角色上，我們不應再企圖改變他人，應該試著改變自己。
(My translation for the 3rd point: Thirdly, in the course of fulfilling our duties in a collaboration setting, we should not attempt to change the others, instead, we should try to adapt ourselves.)

Reference: 
1) https://www.bkconnection.com/books/title/Collaborating-with-the-Enemy#more-book
2) http://books.cw.com.tw/blog/article/1009

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We need new stories for paradigm shift

Adam Kahane: I met Francisco Galán the (Columbian) ELN guerrilla who had been [...] released from prison was involved in various peace activities and he said the problem we have is that we keep telling the same stories and we keep producing the same actions.

We are addicted to our old stories. We need new stories.

[...] So my conclusion from this experience is that telling new stories can sometimes generate new realities.

[...] what we have built up through these experiences is a new methodology for getting unstuck and for moving forward. We call this transformative scenario planning.

It involves simply telling stories about what might happen, not stories about what will happen, not forecasts, not stories about what should happen, not proposals or visions or positions but stories about what might happen [...].

In this way, (we are) building new understandings and new relationships and new intentions and hence new actions.

Source: https://www.youtube.com/watch?v=XiGS9Vq0FGA