We gather at the last minute accepting the constraints—four of our 10 consortium members will be half a continent away and on the phone (before zoom).

We nail it!

Within 90 minutes we achieve much more than a 16% expenditure reduction. We have multiple happy people regardless of our different organisational aspirations and radically diverse accountabilities. Our budget meeting has co-created even more agency: we are all leaving the room to advocate intensely for the bid, to talk to the organisational CEOs and city managers, to let those in positions of power and influence see this as the bid they want to choose, meeting the needs the decision makers will see as important.

Are you noticing it feels quite tribal? A group centric set of inner meaning making is quite prevalent?

Safety, service and hope for better lives are prominent(2). Regardless of how important or otherwise you think climate and solar solutions are you know your government representatives are going to prioritise those types of views.

Fortuitously and critically, as we’ve been consciously hosting this, the other consortium members privilege these inner perspectives for you too. They look for how the consortium budget can nurture such socialised worldview-needs simultaneously with other organisational and commercial-partner priorities.

Are you noticing that feels like quintessential modern day business? That you are a master of analysis taking apart the particulars of finance to minimise costs and maximise rewards?

Control, individual and organisational autonomy are prominently held as valued and ethical structures. You know your managers are going to prioritise this.

Fortuitously you can see the bigger picture, taking responsibility for the systemic redesigning that’s core to the Solar City finance packaging. You know you can make the case for it, to your managers, regardless of a budget allocation. The benefits are substantially more than the 1 million previously allocated to you. You trim radically and now no consortium cash will go directly to your bank.

Banking manager responsible to and for type 4 worldviews:
This is our modern day, self-authoring mindset. It includes valuing the exceptionalism of individual mastery, success and management. Somewhat longer term thinking is present and, between ourselves, we prioritise solutions within what we view as reasonable. We respect the current structures and acknowledge, somewhat consciously when asked, the great benefits these bring. Externalities such as climate change should be managed within such structures. Seeking balance: work and life, economy and environment, regulation and enterprise, is popularised.

The secret sauce is, of course, more complex than this as well as surprisingly simple. In our consortium worldviews are frames that let our group collectively design solutions, work with multiple needs and produce synergistic answers. Doing more delivers better results for the people our Solar City will touch, speaks to their purpose, is profitable and improves our planet’s bottom line too.

In our Sydney meeting it all came together. The four months of inner capacity building assists everyone in the room to see other perspectives. We redesign the pieces aware of our cross-organisational diversity—honouring the differences on what is important for people, purpose, profit and the planet. It lets us collaboratively design to meet our outer financial imperatives(3).

Our consortium bid is submitted a day early. We win.

And really? Passion wins, it’s what we all passionately care about.