Interactivism proposes that the greatest transformative potential for any social initiative lies in creating feedback loops between OS1 and OS3.
The objective is for these feedback loops to spiral outward, gaining momentum and reach, virally increasing their impact and generating sustainable social transformations.
The greatest challenge in achieving this objective is one of reorientation.
For organizations, legacy strategies and resources must be reoriented away from OS2 trajectories that worked in the past but which today – in the emergent OS3 era – are growing stagnant and impotent.
Yet before this can happen, individuals must be willing to reorient their own values. Monological OS2 values must be shelved and dialogical values that are aligned with both OS1 and OS3 must be adopted and nurtured.
This is the most difficult challenge of all, because it requires that individuals sacrifice certainty, familiarity and security in favour of the unknown, unfamiliar and unproven.
For while it’s one thing to advocate organizational change, it’s quite another to stand up and say “I am willing to think and behave differently” and then to walk the talk.
Interactivism provides an ingenious framework for understanding the future and how to shape it. But it can’t provide the individual courage to embrace a bold new vision that breaks with the old, no matter how much strategic success it promises. Only you can do that.