One of my colleagues at the University of Canberra, Peter Copeman, has introduced me to the concept of Ganma from the Yolngu people of Arnhem Land.
describes a situation in which a river of water from the sea (western knowledge) and a river of water from the land (Aboriginal knowledge) mutually engulf each other upon flowing into a common lagoon and becoming one. (Timothy Pyrch & Maria Castillo, 2001:380)
As the waters mix, “foam is created at the surface so that lines of foam mark the process of Ganma … the foam represents a new kind of knowledge”. In this sense of the word, “Ganma is a place where knowledge is (re)created”. (Timothy Pyrch & Maria Castillo, 2001:380)
Dr Marika, a Yolngu leader has observed:
Water like knowledge has memory. When two different waters meet to create Ganma, they diffuse into each other, but they do not forget who they are or where they come from.
In October, I am participating in a Knowledge Exchange conference in Dublin (HPX 2017). To my delight Waterville is to the south west of the conference venue … and the National Acquatic Centre is not far away. The hosts, the Institute of Sport, have since 2013 sought to:
to create and stage compelling knowledge exchange events in order to create a debate on current concepts of world class practice while building relationships in order to enhance multi-disciplinary teamwork in the field.
Conference presenters in 2017 are coming from all over the world to exchange and share.
Two posts this week have connected Arnhem Land and Dublin for me.
The first is by Leigh Blackall. He discussed a decision to install a new content management system (CMS) in his university. His post starts with this observation:
the process for selecting that new CMS was appalling, and the process for implementing it has been just as disappointing. Through the now typical pseudo-consultation events of cafe-style workshops where people with varying levels of ability and experience gather around butchers’ paper, getting a “facilitated” 5 minutes in a noisy room to try to channel through a scribe any competing idea into coherent hand written sentences, that are then randomly selected to create single keywords to stick on a wall, all in some strange gesture toward crowd sourced, sticky-note wisdom.
He concludes with this summary:
What I’ve witnessed in the new CMS is a massive refocusing on a single point, at the expense of all other concerns to do with teaching and learning. Many new people have been employed centrally, overwhelmingly configured to develop that managerial dashboard. This redistribution of resources ultimately comes at the expense of teachers badly in need of employment certainty and more agency in what they do – the time to understand what they’re doing.
All of which brought me to reflect on how organisations can be like water with a sensitivity to difference and an understanding of what can be co- and re-created.
The second post was titled The New Class of Digital Leaders. In it Pierre Peladeau, Mathias Herzog, and Olaf Acker discuss how organisations are addressing digital transformation. They point out:
When it comes to implementing a digital strategy, the new class of chief digital officers (CDOs) often encounter several key obstacles upon assuming their role: ad hoc digital initiatives spread throughout a large organization, lacking central oversight; a traditional culture that resists change; a gap in the talent required; and legacy systems and structures that threaten to derail their ambitions.
The Ganma concept has a great deal to offer these organisations as an epistemological foundation for engaging with the meeting of different experiences. It provides a fascinating opportunity for an ecological balance in leading and following in organisations that can aspire to share, exchange and re-create.