A KINS Primer – 2013
KINS INNOVATION NETWORKS – A PRIMER
By Susan Davis Moora, president, CapitalMissions.com
Executive Summary of KINS Innovation Networks
KINS Innovation Networks are self-organizing networks of key, collaborative, high-integrity servant leaders in widely diverse fields who come together by invitation to achieve inspiring sustainability innovations while enjoying their kindred spirits.
KINS networks manifest a “whole system” design for sustainability and are based on the understanding that “we are all one,” as the name “KINS” connotes. They have proved particularly successful in finance, serving the shift to sustainability by greening the global economy and, now, by helping towns go green.
KINS Innovation Networks are now well-proven over 40 years to be faster, cheaper, higher impact and more fun than other innovation methods, both experientially and scientifically. In particular, research conducted at the Princeton Engineering Anomalies Research Lab (PEAR) has demonstrated that the following group characteristics can produce “anomalies.” (“Anomalies” refers to extremely unusual or, in human parlance, “miraculous” events.):
- high group emotional resonance,
- profound personal involvement,
- fully interactive communication,
- spiritually-engaging sites or situations,
- intensely creative activities,
- novelty and
In contrast to most groups seeking to ‘get work done,’ the PEAR data has shown “high ratios of subjective to objective and emotional to intellectual contents.” (See page 5).
(Please note that PEAR is now called ICRL and is described at the ICRL.org website.)
What measurable impact have KINS Innovation Networks had?
Measurable impacts from KINS Innovation Networks have a track record of extremely high results and now scientific validation has been given to KINS results by the PEAR/ICRL research, as described above.
Overall KINS results are described at http://capitalmissions.com/cmc-networks/ and a few of the most measurable examples are given below:
In 1990, The Investors’ Circle was created and successfully manifested the social venture capital industry, with the companies funded by the Circle achieving returns on a par with those of early-stage venture capital nationally. Members have invested more than $152.9 million in more than 250 companies, with follow-on capital to these companies of more than $4 billion. (See InvestorsCircle.net.)
In a version of KINS adapted to the developing world called Ayni Vilcabamba (“Reciprocity Vilcabamba”), 10 local residents of Vilcabamba, Ecuador manifested 26 important initiatives good for all over 3 years. They used $60,000 gifted them by FlowFunding.org, mostly for out-of-pocket expenses on the projects. In just one project, closing and mitigating a toxic local dump, it was achieved within a year for $6,500 by various work groups totaling 96 people working mostly pro bono, doing different aspects with their own land-moving machines and local plants. They executed a plan from a multi-national which had bid $1 million to achieve the same result.
The Solar Circle, with a mission to make solar happen for the world, achieved the following results in their first year, at a cost of $110,000:
- Six-months of research to identify the key servant leader in each of 35 sectors of solar
- Attendance of the 35 leaders at 3-day meetings at their own expense to develop deep bonds of trust and information exchange
- Creation of a picture of the future that worked for all their constituencies, resulting in the industry being on target for solar to provide half of the world energy needs by 2040, compared to the request from world leaders to meet that goal by 2050.
- An analysis of solar’s opportunities and obstacles, an identification of the top 20 of them and then members volunteering to serve as project managers for those 20.
- Full self-funding going forward at only $10,000/year with little administration
In stark contrast, the world’s leading energy consulting company, Navigant, set a goal of creating such a solar circle group of 30 leaders, also within a year but for a budget of $1 million. At the end of that year, no money had been raised, no meeting had been held and four solar leaders had agreed to a future meeting, but only if they were paid expenses and fees. These four joined Solar Circle at their own expense.
How to Self-Organize a KINS Innovation Network
Mission. Create a sustainability vision statement that is inspiring, daunting and measurable.
Constituencies. Identify some 30 diverse constituencies most important to achieving that vision and to creating a ‘whole systems design.’
Identify Members. Select no more than 30 “key innovators” to be members (one from each constituency). Design in diversity in race, age, sex, geography, wealth and social spheres.
Candidates should meet the criteria below:
- Have high credibility in their constituency;
- Give back strongly in that constituency;
- Have a reputation for integrity;
- Be known for advanced collaboration skills;
- Be conscious that we are all one;
- Be passionate about conscious sustainability;
KINS Operating Principles. Secure the agreement of attendees to operate on these KINS principles:
- Our strategy is generosity and our intention is wonder.
- A deal is a good deal when it is good for all concerned, including Earth.
- Members contribute what they love to do and do well and little else, in heart-based rather than mind-based behavior.
- Members sit at the table of unknowing and there co-create with each other their transformative mission for the highest good of all concerned.
- Given the KINS’ diversity, members understand that it will be normal to feel triggered. Thus members agree that, when they feel upset, they will go within and ask what within them is asking to be healed. They feel free to ask for help if needed and, after turning the upset into an opportunity, they may share the story of empowering themselves with the network.
- Everyone has equal time at the mike.
- All information is available to all the members all the time.
- Cutting-edge information from each constituency is shared confidentially, building trust among members.
Founders’ Weekend. Schedule a Founders’ Weekend on land stewarded by humans for the 30 to design the optimal network, serving organic food and including Earth meditations designed by those attending. This is important for members to reconnect with Mother Earth who gives us life and proves crucial to KINS innovations.
Each member honors the interests of the constituency they are devoted to, suggesting ways their constituency can help specific other constituencies and requesting help from different constituencies as needed. The goal is to design a picture of the future that works for all the constituencies by exercising members’ imaginations, truly co-creating with each other and at the table of unknowing. In this way, a whole systems design is manifested. The design itself tends to be highly inspired and members themselves contribute basically what they love to do and do well, so that members are NOT exhausted by the network, simply inspired. Once members can ‘see’ together the future they desire for all, they proceed to manifest it.
Implementation of Network Design. Members then implement the Founders’ design for the future that works for all the constituencies, with members self-funding the network, which may or may not need staff. Governance is managed by consensus with members rotating facilitation duties, unless otherwise agreed.
Meeting Agendas. Meetings give equal respect to the sharing of ‘inner work’ people are doing (spiritual inquiry of whatever kind) and related outer work that achieves the network’s mission. Members educate themselves and each other about ‘conscious sustainability,’ analyzing which initiatives most deserve their shared support to achieve the mission they have chosen. Members implement the initiatives with the highest possibilities for all.
Why is KINS so successful?
Over the past 35 years, KINS members have evolved operating principles which create an elevated energy field compared to usual business or organizational meetings. This energy field is best described by the scientifically replicable experiments of the Princeton Engineering Anomalies Research Lab (PEAR – now called ICRL, and described at the ICRL.org website).
PEAR/ICRL asked: “What are the subjective qualities characterizing the anomalous effects of group consciousness?” (“Anomalous” refers to extremely unusual or, in human parlance, “miraculous” events. KINS refers to our results as “creative or magical breakthroughs.”)
PEAR/ICRL demonstrated by replication that some of these qualities appear to be:
1. Group resonance, particularly in emotionally meaningful contexts;
2. High ratios of subjective to objective, or emotional to intellectual contents;
3. Relatively profound personal involvement, especially if shared in a group;
4. Deeply engrossing, fully interactive communication;
5. Situations or sites that are spiritually engaging;
6. Circumstances that evoke a sense of fun and humor ;
7. Activities t hat are intensely creative, and
8. Freshness or novelty for participants.
“FieldREG!!: Consciousness Field Effects: Replications and Explorations”, RD Nelson, RG Jahn, BJ Dunne, YH Dobyns, GJ Bradish. Journal of Scientific Exploration, Vol 12, No. 3, page 448. See also:
When networks teach their members to use the KINS operating principles, the resulting energy field above manifests…and with that, the magical breakthroughs for which KINS is well-known.
“ Only he who can see the invisible can do the impossible. ”- Frank L. Gaines
Where can I find out more about KINS Innovation Networks?
Descriptions of numerous KINS Innovation Networks can be found at
The story of how 26 KINS Networks were organized over time can be found in The Trojan Horse of Love, a book by Susan Davis. Also telling Davis’ personal story, the book raises the intriguing idea that many current leaders of the new paradigm are “Trojan Horses” within the old paradigm, now stepping out at the same time. The book is available for downloading at no cost at:
Susan Davis Moora can be contacted at firstname.lastname@example.org.
Continue reading to learn about an important KINS innovation……
A KINS Model that is New and Better in Certain Ways
A major KINS innovation called the Virtual KINS has now been successfully tested which can be done without expense, in less time and with very high impact.
A Virtual KINS is a phone group of 15 widely diverse people meeting regularly for 1.5 hours which recreates the energy field of a KINS Innovation Network using the Law of Intention to manifest magical breakthroughs for the members’ life missions.
Each member commits to exemplify KINS as described in A KINS Primer, using the KINS Operating Principles to create and maintain the energy field of “creative breakthroughs” described therein.
Qualities of Members
Each member tends to have done the inner work to conclude that “we are all one, living in abundance” rather than the traditional belief that all people are in competition for scarce resources. Research shows that, if members have not this inner work, they can present themselves as victims within the group, lessening the necessary energy field of joy.
What Does a “Virtual KINS” Call Feel Like?
Members create a field of wondrous possibilities for themselves and each other by focusing on their destiny paths of joy, doing what they love to do and do well. Members create a field of wondrous possibilities for themselves and each other by focusing on their destiny paths of joy, doing what they love to do and do well. By sitting at the Table of Unknowing in a co-creative process, they look for the fortuitous (or unusual) serendipities illuminated by intuition and the field of potentiality (or possibility)…and they find it!
What Are The Features of a Virtual KINS?
The features include:
- Using the Law of Intention with an affirmation to manifest your life destiny path
- Using meditation to create a high-vibration energy field
- Equal time at the mike with a regular go-around
- Creation of a slide show, with each slide representing the member’s mission
- Identifying and dispelling limiting beliefs
- Collaborative discussions and special offerings
- Rotating governance responsibilities