Danielle Cadhit

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on the atlas — 12

highlights — 33

But I would generally suggest looking for a group of people that are as evenly balanced as possible in terms of their experience (or level of development in the practice at hand) and their level of commitment to the process.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
In the years that followed as I cycled through a number different podding constellations it became clearer and clearer that I was seeking a Small group Experience that was: More structured than most friendship groups. More fluid and values aligned than most genetic families. More egalitarian and informal than most group therapy sessions. More relationship focused than most project teams or business settings. More multidimensional than most Mastermind groups
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
The Podding process revealed to me that what I’d been longing for was to sit with people in my community in the shared recognition of our existential angst, our conflicted natures and our unique histories of developmental trauma. And from that place of compassionate honesty begin to get into new rhythms of relationship together that would continually encourage us to cultivate habits and practices that reinforced our sense of self love, self acceptance and self esteem.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
Crews and Squads tend to begin prioritising Co-Creation. Digital Gangs tend to start out prioritising Accountability. And Pods often start out prioritising Sharing and Shadow Work. But it's my hypothesis that if each of these types of Small Group were left to run long enough they would all likely converge upon some kind of synthesis of all of the Six Elements.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
Being (ie. Circling, Altered States) This is a quality of interaction that is often experienced without words although certain kinds of practices like Circling and various Authentic Relating exercises can help to guide a group into this state through the use of specific forms of highly conscious dialogue. It might also involve just peacefully relaxing together and often arises in the wake of group experiences intended to elicit altered states of consciousness like sauna, ice baths, meditation, breath work, drumming and psychedelics. Cuddling is another pathway towards Being. As is sitting arou…
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
Going psychologically deeper than the bounds and informalities of modern friendship tend to allow for. Exchanging and sharing in therapy and coaching that is outside the confines and structures of a paid professional setting (not to suggest this would replace more traditional therapeutic contexts but instead augment and supplement them). Forging friendships in the communal fire of directed focus as we leverage our shared camaraderie towards personal growth. Creating co-working livelihood groups that are as much about resonant relationship as they are about productivity and profit. Cultivating …
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
I propose that many of us are drawn to these novel kinds of Small Group experience because we long for new kinds of friendship that transcend the categories of relationship currently on offer to us
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
I believe that what makes the current wave of Small Groups (Pods, Squads, Crews and Gangs) unique is that they’ve emerged within the context of late stage capitalism after forty years of Neoliberal narrative dominance.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
They can take the form of peer to peer mentoring groups, co-therapy groups, accountability groups, masterminds, project teams, co-op’s, study groups or just good old fashioned hang outs. Often they are a unique blend of all of these different formats.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
And while each one has it’s own distinct DNA I’d suggest they’re all similar enough be considered a part of what I’ve come to think of as The Small Group Movement. It’s a nascent subculture that is experimenting with news ways of relating, working, friend-ing and creating culture together.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
The reason I’m so sure of this is that I’ve seen first hand what happens to people when they are consistently watered with the nourishment of true belonging. They come alive like flowers in the spring and often realise for the first time just how much they were lacking the full spectrum of communal nourishment that we all long for as social animals.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
In other words this kind of loneliness arises from feeling not fully seen, held, celebrated or understood by the people in the our life.
Of Pods, Squads, Crews & Gangs: Small Group Experiments In Radical Belonging
A community is a robust web of bonds that form from the rituals and memories that members experience. If done well, you enable fruitful discussions between community members, create value, and understand the second-order impacts of those activities on your business. You should build relationships and environments that encourage people to pull from you what they need when they need it. Building and nurturing community relationships takes time. Create a clear, valuable incentive for your users to keep coming back, delight those who do, and work with them to send a clear, authentic message to the…
Community-Led Growth Nirvana - by Sarah Nöckel - Femstreet
At scale, growing your community becomes less about hands-on relationship building and more about community operations. Communities are forever evolving, and you need to adapt or risk dying. Approach community building as progressive acts of collaboration, and review your activities based on members' feedback accordingly. As you grow, it's all about creating repeatable processes that will enable you to onboard hundreds of chapter leaders and collect data from hundreds of events being hosted every month.
Community-Led Growth Nirvana - by Sarah Nöckel - Femstreet
With more creators, more content, and more choice than ever before, consumers are now being consumed by a state of analysis paralysis. The real scarcity isn’t content anymore. It’s attention.
Curators Are the New Creators. The Business Model of Good Taste | by Gaby Goldberg | Medium
As SQUAD VIBES grow, so does the possibility of interdependence and resource sharing—social, emotional, financial. Trust brought by consistent socialization and self-recognition is a foundation for exploring what the squad is capable of together. SQUAD CULTURE has only just begun.
Squad Wealth
Squad culture is the antithesis of neoliberal individualism. Millennials are healing from decades of irony poisoning, rediscovering what it's like to have generative, exploratory relationships with one another.
Squad Wealth
In their announcement of optional tipping, Public cited a desire to align the business values of their company with those of their user base. Ultimately, a genuine community, whether spread far apart across millions of smartphones or huddled close together in the wilderness, relies on alignment of values and incentives for its continued existence.
Reciprocity as a Business Model - by Richard Pickering
Nothing new under the sun As is often the case with tech companies, new business models, like tipping in this case, play on ancient ideas and practices, but make them many orders of magnitude more accessible and scalable through software
Reciprocity as a Business Model - by Richard Pickering
Similarly, after a user has received their cash they get a message that another user’s tip has contributed to covering the cost of their transaction, along with the encouragement that they ‘pay it forward for someone else’. These not-so-subtle hints along the customer journey project the notion that the user is not in a transactional relationship with a business and its product, but rather is a member of a community whose continued existence depends on reciprocity and mutual solidarity. Reportedly, roughly 40% of users tip regularly.
Reciprocity as a Business Model - by Richard Pickering
The principle here is reciprocity, but notice that it is not simultaneous. Unlike the notion of barter, time is allowed to elapse before one deed is repaid by another. Trust is required to bridge that gap. Unlike barter, the exchange is not mechanistic in that it does not place a concrete value on one deed versus another. Rather it is inherently personal. As Graeber argued, if you’re trading with someone you care about, you’ll “inevitably also care about her enough to take her individual needs, desires, and situation into account. Even if you do swap one thing for another, you are likely to fr…
Reciprocity as a Business Model - by Richard Pickering
As the economy grows in size and complexity, layers of abstraction pile up between you and whoever is responsible for an outcome that affects you. They become all but impossible to penetrate and degrade not only your agency, but also that of the unseen person beyond the abstraction.
Reciprocity as a Business Model - by Richard Pickering
Most people who participate in our economy today have encountered this idea of depersonalization in one way or another. Maybe your credit card application was denied despite a good credit score, maybe you received an absurd medical bill for rushing your sick child to an out-of-network hospital, or maybe you got a cell phone bill that just makes no sense.
Reciprocity as a Business Model - by Richard Pickering
“no example of a barter economy, pure and simple, has ever been described, let alone the emergence from it of money; all available ethnography suggests there has never been such a thing.”
Reciprocity as a Business Model - by Richard Pickering
Graeber, who was a professor of anthropology at the London School of Economics, called the idea of the invention of money as a replacement of barter the “founding myth of our system of economic relations.” A myth because, as much as the account makes sense, there is “no evidence that it ever happened, and an enormous amount of evidence suggesting that it did not.” Despite their best attempts, no anthropologist or economist has managed to locate an example of a society that conducts trade via the barter system described above.
Reciprocity as a Business Model - by Richard Pickering
“Sometimes, when we're terrified of embracing our true calling, we'll pursue a shadow calling instead. That shadow career is a metaphor for our real career. Its shape is similar, its contours feel tantalizingly the same. But a shadow career entails no real risk. If we fail at a shadow career, the consequences are meaningless to us.”
When the Money's Just Too Damn Good - by Nat Eliason
Our intuition seems to prefer the immediate and the easy. The urgent but maybe not important. So we should ask ourselves: what if our intuition has it backwards. What if the problem is the solution? And what if we need more chaos to create order? It might provide the clarity we need.
What if You Have it Backwards? - by Nat Eliason
This confusion of the micro for the macro, the short for long, the now for future, is wrapped up in many of the problems of intuition. We don't want to take one step back to take two steps forward. Three steps forward sounds much better. Yet all meaningful progress seems to require some element of sacrifice. If we're unwilling to give up some of what we have, we're unlikely to reach more of what we want.
What if You Have it Backwards? - by Nat Eliason
The intuition is that we need to create some degree of order before we add chaos. But perhaps adding chaos is what generates the motivation we need to create order. Each of us has a baseline level of chaos we're willing to tolerate, and we're only driven to make a change once that level of chaos is exceeded. Efforts to reduce the chaos below that level are often procrastinated because we aren't truly motivated by them.
What if You Have it Backwards? - by Nat Eliason
Our intuition is that we should listen to our bodies and vary our activity levels accordingly, but it's really the opposite. We should do the level of activity we want our bodies to support, and the body will adapt to support it. Our intuition has it completely backwards
What if You Have it Backwards? - by Nat Eliason
But for the question to change, we need a reckoning from the CFO and CEO (for starters, then from board members and so on), and as an industry, we also need to adopt a macro view. We’re busy rewriting brand purpose when we need to look at the whole economic and environmental impact of brands. We’re busy building sustainability programmes when supply chain teams are negotiating contracts with sweatshops in developing countries. We’re busy creating social media posts in support of social causes when in the boardroom the question is always about getting higher returns, quicker.
#32 Building businesses for permanence, not performance
Growing businesses in the 21st century can’t be done at the expense of destroying wellbeing and the planet. The way we do business needs to be aligned with the social and ecological impact of the next 100 years.
#32 Building businesses for permanence, not performance
The current system requires annual growth of roughly 3% to avoid the shock of recession. This means doubling the size of the economy every 23 years. The economy of 2000 must be 20 times larger in the year 2100, and 370 times larger in the year 2200. Yet 2000 was the first year that humanity used more energy and materials than the safe limit.
#32 Building businesses for permanence, not performance