Jim Ritchie-Dunham

Jim Ritchie-Dunham

Author

WHAT I ENVISION
Looking out thirty years, I believe a completely different set of agreements can exist among all peoples, agreements in which people can strive towards their own deeper potential. I believe that we will look back to 2015 as a time when the work of a few began to support the emergence of this new set of agreements, in critical, high-leverage ways, and that our work played a key role in that work. It will have been through the “naming” of the foundations of the new agreements, what we now call Ecosynomics, that people began to identify what they were learning and to connect with each other in support of the new agreements.

MY RECENT PROFESSIONAL WORK AND KEY ACCOMPLISHMENTS
I serve as president of Vibrancy Ins., which brings together the worlds of research, publishing, consulting, and conferencing to support people in exploring new agreements and higher levels of harmonic vibrancy in the ways that best suit them — whether they want to do it on their own, with process support, with others like them, or with researchers.

In the research part of this work, I am president of the Institute for Strategic Clarity. I have explored and documented the foundations of strategy, large-scale social change, and ecosynomics, as well as teaching graduate classes on strategic design and modeling.

For two decades I was a partner in a consultancy (SDSG then GEP), where I supported leaders in business, government, civil society, and global networks, in bringing greater strategic clarity to their large-scale social changes.

MY MAIN INTERESTS AND OTHER VOLUNTARY ACTIVITIES
When not hanging out with my wife Leslie and my children Jackie and Conor, I enjoy exercising daily, trying all kinds of food, and experiencing different cultures.

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Managing the Global to Local Paradox

TEAM TIP In a group, consider how the “global to local paradox” might play itself out in your organization. How do management’s goals and incentives …

Reconciling Local and Global Goals: A Systemic View of the Organizational Map

Connections among the main actors in any system are complex; they include factors such as whether the parties are suppliers or customers in the …

A Framework for Achieving Clarity for You and Your Organization

I am going to take things you already know and show you how to put that knowledge to work in your organization. One of …

The Promise of Systems Thinking for Shifting Fundamental Dynamics

People in Guatemala—smart people—were working harder, hiring brighter people, raising more money, doing better projects, and getting improved results. And yet, what they sought …

Breaking Down Functional Blinders: A Systemic View of the Organizational Map

Archetypes in systems thinking are commonly occurring, generic structures of multiple feedback loops. These widely studied models provide immediate insight into the potential pathologies …