The pdf download of this edition is available to non-members for
Individual articles may be purchased for £3 each.
Welcome to our second experimental online edition of the AMED
journal. In case you hadn’t noticed, AMED is in a phase of rapid
transition. The process is fascinating. Our association, already in
its 6th decade, is striving to adapt and retain its relevance in
the midst of the explosive transformation presently unfolding all
across society. Like all organisations, we must adapt or die.
Our change is being accomplished with meagre resources: a handful
of volunteers, a loyal membership and the modest income from your
subscriptions. For over a year we have been considering how we can
make more of the internet: to extend our reach, reduce our
environmental impact and align with the revolution in publishing. A
dip in our cashflow prompted us to action and we published O&P
November 2008 online. We have decided to extend this experiment
with two further editions for August and November 2009. Please let
us know what you think [link to survey]
so we can develop an effective
approach to publications for 2010 and beyond.
The articles in this issue are all written by AMED Council Members.
They are grounded in their diverse experiences and perspectives of
the recent period and demonstrate a wide range of styles and points
Evolution at AMED
My own piece is a personal reflection on my experience of AMED. It
seems to me, our association has a sensational offer for the whole
community of organisation dwellers. Those who understand and grasp
the offer become passionate and loyal members. This loyalty has
been a vital resource, sustaining us through the recent, difficult
years. However, our open and inclusive culture demands time and is
not always conducive to swift and decisive leadership in critical
situations. As a case study in organisational change for the
organisational change specialists, we are fascinating!
How to Get a Great Logo using Social Networking
, our youthful new Co-Chair, has cleverly used
the new medium to explore and discuss the new medium. Her
co-author, Paul Z Jackson
, coined the word ‘Diablog’ to
describe their piece, which is a transcript of an online
conversation using ‘Skype chat’ to review the process by which our
new logo was created. I was one of the team of five on this project
and it was thrilling: a real team experience. All our work was
enabled by the web and none of us met in person at any stage.
A Complex of Connections
In a similar way, Ned Seabrook
and Deborah Ann Booth
share their experience of getting to know one another through the
new, interactive website. In a few short exchanges, they quickly
establish a rapport and start providing practical support for each
other in traditional AMED style. Deborah, by the way, has been a
long term member of AMED and recently emerged from the more
demanding phases of motherhood to reconnect with the Network. She
was elected to Council at the AGM in July 2009.
Where am I?
Stepping back a little to consider the change in progress, David
, retiring Chair, describes an insightful experience
where a chance reminder of an old piece of knowledge gave him a new
perspective on our situation. Rediscovering some systems thinking
tools, he plotted some of the components in the AMED environment
and speculated on the boundaries and influences between them. He
reminds us of the vast store of knowledge we can draw on when we
pause to remember it.
In two articles, Bob MacKenzie
addresses networking – one of
our core themes – how it is changing and how it is remaining the
same. The first, co-written with Belina, looks at the proliferation
of media, interactive tools and delivery channels. They come and go
so fast. How do we keep track?
In the second, Bob introduces some networking theory and takes a
long and thoughtful look at some of the human aspects: how the new
tools address the human need for connection, our diverse needs and
levels of competence and the challenge to avoid inadvertent
exclusion, how we can preserve and extend the AMED culture and
values in the emerging virtual world.
Management, Leadership and Finding the Trust in the Trustee
, retired from a long career in the Civil Service
and, alongside his leadership coaching practice, is making a
profession out of being a trustee. His article draws on his
experience of working as a governor of an NHS mental health
foundation trust and as a trustee for a mental health charity. He
offers a fascinating perspective on the patterns of interaction
which have also played out in the experience of AMED Council in
recent years and months.
I do hope you enjoy this edition of e~O&P. We are determined to
preserve the reputation of the journal, so successfully established
by the core editorial team over the past 15 years. Our sincere
thanks go to Tricia Lustig
and Geof Cox
enormous contribution and to Terry Gibson
who has steered
this practical and accessible journal through stormy waters and
calm. Sadly, for personal reasons, Terry has been unable to lead
the production of the August and November editions, We wish him and
his family well and are hoping he will soon be in a position to
take back the reins. Geof and Tricia are retiring from the core
editorial team. We plan to interview them both for a future
If you would like to get involved in helping the editorial team, do
let us know and do please feel free to make any comments and
suggestions, either by posting them on our O&P Dialogue
page or by sending them
directly to me at
Learning Consultant, Petrotechnics Ltd, Aberdeen
Guest Editor - 31 August 2009.