The Problem With Inclusion

Leaders used to hierarchy are most comfortable in exclusion, the few deciding for the many. It's a tidy, however costly, world of perceived certainty. The costs are mainly in disengagement. Excluded people feel disengaged. Disengaged people tend to be micromanaged, incentivized, policed into compliance because people naturally only honestly and sustainably support what they participate in creating.

We can't necessarily judge these leaders. They have never learned how to facilitate the organization of large, diverse and dynamic inputs. They keep their governance committees small and agenda controlled precisely to limit the inputs so chaos doesn't reign and ruin everything.

It takes great faith, or at least suspended disbelief, when we open up a Canvas and we invite dozens or hundreds of minds and hearts who dream in multiples out 20 years and into the present. The process seamlessly translates long term into short, many far out to the manageable prioritized few in the present that will drive progress toward the many far out. Leaders are always amazed at how great inclusion can lead to great order.