Literature Review: Creativity .............................................................................. 492 Alternative Lens: Creativity in Emergence....................................................... 494 Framework for Analyzing the SEED Program ....................................................................495 Disequilibrium State ............................................................................................................................496 Amplifying Actions State ..................................................................................................................497 Recombining and Self-Organizing State .................................................................................498 Stabilizing Feedback State ................................................................................................................499 Result Discussion ................................................................................................... 500 Conclusion ................................................................................................................ 501 Acknowledgements ................................................................................................ 502 References ................................................................................................................. 502
24. Evolution of an Organic Champion: Social Entrepreneurship, Complexity Theory and Leadership in Transition—A Croatian Case Tina Lee Odinsky-Zec & Paul Stubbs
Introduction .............................................................................................................. 507 The Croatian Context ............................................................................................. 509 Case Study of an Organic Champion: Željko Mavrović ............................... 511 Social Entrepreneurship and Leadership .......................................................... 515 A Complex Systems Approach ............................................................................ 517 Concluding Reflections: From Static To Dynamic Modelling? .................. 524 References ................................................................................................................. 525
25. Spiritual Resources for Change in Hard Places: A ValuesDriven Social Entrepreneurship Theory of Change David L. Haskell, Janice Hayashi Haskell & Jennifer W. Kwong
Introduction .............................................................................................................. 529 The Theory of Change............................................................................................ 530 The Context: Hard Places...................................................................................................................531 The People: Indigenous Servant Leaders ..................................................................................532 The Core Values: Stability at the Edge of Chaos ...................................................................534 The Case for Values ..............................................................................................................534 Values in a Pluralistic World ..............................................................................................536 Values for Promoting Development................................................................................538 The Visions: Dreams for the Poor ..................................................................................................540 Inspired and Inspiring: Does the Vision Inspire Sacrifice in the Face of Chaos? ....................................................................................................................................540 Good News to the Last and Least: Do the Last and Least in Hard Places Recognize the Vision as Relevant, Good News? .......................................................541 The Pursuit of Unity in Diversity: Does the Vision Invite All to Participate and Call All to Change?....................................................................................................... 542
The Operating Model: Fostering Adaptive Leadership ................................ 543 Recognize .....................................................................................................................................................544 Accompany ................................................................................................................................................544
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