We met this problem first in one person’s body of work

A body of work, scattered

Alan Hirsch’s thinking about movements runs across eleven books, along with talks, articles and courses in many places. Readers met it in pieces. No single place held the whole of it, and nothing could answer a question from all of it at once.

So we began rebuilding it: gathering what existed, repairing what had been lost in conversion, and organizing it so the work could answer for itself.

From one leader to many

Other movement leaders had the same problem. Their work was scattered too, and the platforms available to them took most of what it earned. We built shared infrastructure so that each could have a home for their own work. They keep all rights to it, they can take their readers with them, and they keep 90 percent of what it earns.

The same problem, inside organizations

When we turned to the churches, nonprofits and institutions these leaders serve, we found the same fragmentation. What an organization knows lives in drives, inboxes and people’s heads. And AI was already in the work, through individual staff and personal tools, long before any leadership team had decided how it should be used.¹

Resolve and respond

That is why the method begins with belief. Before any tool, people say what they believe their organization should do. Then the organization takes up the work together: a charter, the context AI should work from, formed people, only the tools that belong in the work, and a habit of reviewing what changes.

We are doing this in our own organizations first.

What do you believe your organization should do about AI? Write your Resolution. About four minutes.