The group identified threads running through the various approaches that were just presented. * Storytelling—makes things understandable, passes along wisdom, gives a hook for personal connection to the material. * Influential change agents are needed—people who are trusted in their communities, can carry much of the load. * Buildings can tell stories—regional demonstration buildings, best when buildings can be manipulated as a form of experience-based learning. * Knowledge vs. understanding vs. experience—understanding is a process, not a final state; understanding gained on one project contributes to future projects; appreciation for the experience, rather than being an expert. * Goals and indicators—don’t confuse indicators for goals. * Distinguish mental model from mental framework. Model is an internal paradigm that influences (often unconsciously) how we understand the world; Framework is intentionally applied to engage thinking. Changing the way we think is hard. Having a process map is useful. A process map is based on rules, which become part of the fabric of thinking; once the rules are internalized, they can be thrown away (as explicit rules).

The group then looked at LEED in light of the dialog: * Everyone acknowledged LEED’s contribution—in a way it’s what has made it possible for us all to be here. Now how do we enlarge the dialogue again. Can LEED help do this? How do we get more people looking at the next steps? * A key issue may be in how LEED is applied/used, not necessarily its content. * We must remember that LEED is not a goal, it’s an indicator. * An analogy to living systems is instructive: as organisms become more specialized (also organs within organisms, and communities/groups of organisms), they become less flexible/resilient. There is a trend to centralization, but also to distributed centers of energy/intelligence. Might this be a model for how LEED can become a living/learning organization? * Important gaps include bioclimatic regionalism, time and human vitality (buildings for change, for timeless beauty), community, and moving beyond the boundaries of the building, immediate neighborhood. * At the end of the day, what is important is how buildings actually perform – effectiveness. * Council is currently working on retooling how LEED works behind the scenes. * Everyone agrees that LEED’s intents are good, can it be used to enrich the engagement with place? To transform the user? * Mission of USGBC should be to lead and educate, LEED is one tool for doing that, board recognizes this. * A key question is: how can LEED become a learning and evolving system? How do we take what is learned in applying LEED on a project and feed it into the system, not just that team’s next building, so it enhances the knowledge embodied in the system, in the entire user community? How can the collection and application of information/knowledge/understanding turn LEED into a learning and evolving system?