{"product_id":"engaging-emergence-isbn-9781605095219","title":"Engaging Emergence","description":"Change is everywhere these days—at times it seems like barely controlled chaos. Yet within this turmoil are the seeds of a higher order. When a new system arises from the ashes of the old, science calls the process “emergence.” By engaging it, you can help yourself and your organization or community to successfully face disruption and emerge stronger than ever.\u003cbr\u003e\u003cbr\u003e In this profound book, Peggy Holman offers principles, practices, and real-world stories to help you work with compassion, creativity, and wisdom through the entire arc of change—from disruption to coherence. You’ll learn what to notice, what to explore, what to try, and what mindset opens new possibilities.  \u003cbr\u003e\u003cbr\u003e This work can be challenging but also tremendously rewarding. It enables new and unlikely partnerships and develops breakthrough projects. You become part of a process that transforms the culture itself.Preface\u003cbr\u003e Introduction: From Chaos to Coherence\u003cbr\u003e\u003cbr\u003e Part I.  The Nature of Emergence\u003cbr\u003e 1.  What is Emergence?\u003cbr\u003e 2.  What’s the Catch?   \u003cbr\u003e\u003cbr\u003e Part II.  Practices for Engaging Emergence   \u003cbr\u003e 3.  Step Up: Take Responsibility For What You Love   \u003cbr\u003e 4.  Prepare to Engage Emergence   \u003cbr\u003e 5.  Practices for Hosting Emergence   \u003cbr\u003e 6.  Step In: Practice Engaging   \u003cbr\u003e 7.  Iterate: Do It Again…And Again   \u003cbr\u003e\u003cbr\u003e Part III.  Principles for Engaging Emergence   \u003cbr\u003e 8. Welcome Disturbance   \u003cbr\u003e 9. Pioneer!   \u003cbr\u003e 10. Encourage Random Encounters   \u003cbr\u003e 11. Seek Meaning   \u003cbr\u003e 12. Simplify\u003cbr\u003e\u003cbr\u003e Part IV.  Three Questions for Engaging Emergence   \u003cbr\u003e 13. How Do We Disrupt Coherence Compassionately?   \u003cbr\u003e 14. How Do We Engage Disruptions Creatively?   \u003cbr\u003e 15. How Do We Renew Coherence Wisely?   \u003cbr\u003e Concluding Reflections:  What’s Possible Now?   \u003cbr\u003e Summary of Key Ideas\u003cbr\u003e About Emergent Change Processes   \u003cbr\u003e Bibliography   \u003cbr\u003e Acknowledgments\u003cbr\u003e About the Author“In \u003ci\u003eEngaging Emergence\u003c\/i\u003e Peggy Holman does the best job yet of showing us how managers and change agents can use the insights of complexity theory for planned, transformational change.  Highly readable and practical, Holman provides useful, concrete illustrations that make it easy to understand a difficult topic.”\u003cbr\u003e \u003cb\u003e—Gervase Bushe, Professor of Leadership and Organization Development, Segal Graduate School of Business, Simon Fraser University, Vancouver, Canada and author of \u003ci\u003eClear Leadership\u003c\/i\u003e\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e Our times requite new levels of understanding. Courageous, creative, collaborative -- read emergent -- processes are key to getting there. Peggy Holman's new book helps us appreciate why such process are needed, how they work, and what it takes to get them to happen. It makes important contribution.\u003cbr\u003e \u003cb\u003e—Charles Johnston, MD,  author of \u003ci\u003eThe Creative Imperative\u003c\/i\u003e and \u003ci\u003eHope and the Future\u003c\/i\u003e\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e “Emergence and its associated chaos are happening at an accelerating pace.  Ms. Holman offers practical perspectives for working with Emergence creatively as a source of opportunity.”\u003cbr\u003e \u003cb\u003e—James B. Shaffer, Chief Operating Officer and Dean, School of Business, University of Southern Maine\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e For those who feel battered by change and chaos, Peggy Holman's book is a tonic. The intelligent, optimistic and caring voice with which she facilitates complex, even contentious groups in transition permeates the pages\u003ci\u003e. Engaging Emergence\u003c\/i\u003e is at once pragmatic and palliative -- good for the mind and heart.\u003cbr\u003e \u003cb\u003e—Jill Geisler, Group Leader, Leadership and Management Programs, The Poynter Institute\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e Russell Ackoff wrote: „The only thing harder than starting something new, is stopping something old.  Peggy Holman's \"Engaging Emergence\" gives us hope that we can step beyond the irrelevant entrainment of the past, bring forward what is useful and effectively operate into the uncertain and unknown future. Recognizing that not all of us thrive on uncertainty and ambiguity, Peggy helps ground is in useful ideas to embrace and thrive into our futures. By giving language to the practice of engaging emergence, she also lifts us beyond a theoretical idea to a place of useful practice.\u003cbr\u003e \u003cb\u003e—Nancy White, author of \u003ci\u003eDigital Habitats\u003c\/i\u003e\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e \u003ci\u003e“Engaging Emergence\u003c\/i\u003e is a crucial guide for navigating transitional moments in social systems — from group upsets and business challenges to global financial meltdowns.  Holman brilliantly applies a 14-billion-year historical perspective in ways that give us the eyes to see opportunity amid chaos, the heart to trust the process, and the mental toolkit to effectively nurture evolutionary breakthroughs.”\u003cbr\u003e \u003cb\u003e—Connie Barlow, author of \u003ci\u003eEvolution Extended\u003c\/i\u003e\u003cbr\u003e \u003c\/b\u003e\u003cbr\u003e “This book is most relevant and will be of great service to change agents attempting to bring about complex transformative change – the type of change needed to successfully reinvent our world and the major task of humanity at this moment in time.  Thank you for stepping up to the challenge of grounding this elusive concept into an actual change strategy.” \u003cbr\u003e \u003cb\u003e—David Gershon, president, Empowerment Institute and author of \u003ci\u003eSocial Change 2.0 \u003c\/i\u003e\u003cbr\u003e \u003c\/b\u003ePeggy Holman is founder of the Open Circle Company, a management consultancy for business, nonprofit, and governmental organizations; cofounder of Journalism That Matters, an initiative that supports pioneers in the emerging news and information ecosystem; and coauthor of The Change Handbook.INTRODUCTION\u003cbr\u003e FROM CHAOS TO COHERENCE\u003cbr\u003e\u003cbr\u003e Life is about not knowing, having to change, taking the moment and making the best of it without knowing what’s going to happen next.\u003cbr\u003e\u003cbr\u003e —Gilda Radner,It’s Always Something\u003cbr\u003e\u003cbr\u003e Change begins with disruption. Whether caused by something small—a broken promise—or large—a hurricane sweeping across a city—disturbance interrupts the status quo. We may find it positive: a promotion, losing weight, a new baby. We may experience it with dread: loss of a job, a contract, a life. No matter what the disruption, because it is disturbing, it can lead to change.\u003cbr\u003e\u003cbr\u003e Disruption, disturbance, tension, upheaval, dissonance, chaos. These conditions stress us. They often challenge our ability to work together toward common goals. Some disruptions, like upheaval and chaos, are more extreme, but they all stimulate change. And though we usually relate to such situations negatively, one key shift to engaging emergence is developing a positive relationship with these sorts of stressors. In fact, disrupting compassionately is a particularly effective approach.\u003cbr\u003e\u003cbr\u003e Most of us avoid tension and disturbances. We attempt to plan them away, control them, or destroy them. Perhaps we hold in our anger because we don’t want to cause a fuss. We feel a little more isolated as a result, but order is maintained. We learn to walk around these isolation zones, sometimes forgetting they exist. Yet they typically worsen with time. Alienation, rigidity, greed, intolerance, and inaction or violence grow. Such characteristics are present in many of our current crises.\u003cbr\u003e\u003cbr\u003e What if tensions inspired curiosity? What if we knew how to express our anger, fear, or grief so that it contributed to something better? This introduction describes a fundamental pattern of change as a guide for working with disruption. It examines how disturbances surface useful differences that generate coherent order. It puts emergence in context with other forms of change to clarify when engaging emergence makes sense. It speaks to why engaging emergence matters. The introduction ends by naming benefits of engaging emergence.\u003cbr\u003e\u003cbr\u003e A Pattern of Change\u003cbr\u003e\u003cbr\u003e How does change happen? Whether it is human, cosmological, geological, or biological, some aspects of change are predictable. By understanding them, we are better equipped to work with them. Every system contains the following:\u003cbr\u003e\u003cbr\u003e A DRIVE FOR COHERENCE—Relationship, unity, bonding, wholeness, coalescing—a coming together—convergence. Think of atoms forming molecules, people joining communities, or our longing to contribute to something larger than ourselves.\u003cbr\u003e\u003cbr\u003e OCCASIONAL DISRUPTIONS—Interruptions to the status quo, unexpected actions—disturbance. Think of natural disasters, angry protesters, changes in work policies or laws.\u003cbr\u003e\u003cbr\u003e A DRIVE FOR DIFFERENTIATION—Becoming separate, individual, distinct, unique—a breaking apart—divergence. Think of teenagers separating from parents to find their identity, a coworker striking off to freelance, or our longing to be accepted for who we are.\u003cbr\u003e\u003cbr\u003e These forces are constantly interacting, mutually influencing each other. Nature plays out this pattern over and over. For example, a new species appears, disrupts the existing ecosystem, sorts out who survives and who goes extinct, and ultimately arrives at a new coherent state. The same dynamics play out in human systems. A case in point: writing this book has been a constant ebb and flow of disruption, differentiation, and coherence.\u003cbr\u003e\u003cbr\u003e Image\u003cbr\u003e\u003cbr\u003e The seeds of this book have been with me for years. The size of the second edition of The Change Handbook disturbed me. We were cataloging methodologies that were being created faster than we could document them. Something deeper was happening. Understanding that something mobilized me to write, hoping to see the different notions that surfaced. Eventually, the outline for the book you now hold coalesced. I was on a roll. I wrote to a schedule because the content was clear. Sometimes, my musings surfaced a useful distinction that found its way into the outline. The work was “steady as she goes.”\u003cbr\u003e\u003cbr\u003e The first draft was flowing out of me when I tripped. I was starting to write Part 2. I had a headache. I couldn’t concentrate. Forcing my way through left me exhausted, the material uninspired. Then it hit me: I faced disruption! I remembered the pattern of change. Treating my frustration with compassion, I acknowledged the disturbance and experimented with differences until something cohered. I realized there was no Part 2. The book got simpler, and I got back to writing.\u003cbr\u003e\u003cbr\u003e The resulting manuscript went to readers. I posted it on a blog. Feedback came from a variety of people, and I looked for distinctions and similarities among their responses. Themes coalesced. I planned my revisions, including adding stories and how-to tips; made an outline; and got to work. And the chapters got longer. Too long. The manuscript asserted itself and I was stuck. Worse, my editor found the organization confusing. This time, I got the message before the headache: welcome disturbance. I experimented with different strategies. What could I delete? Would breaking the material into more chapters eliminate the confusion? Could I use different visual presentations? As options differentiated themselves, I kept tuning in to what the manuscript itself was telling me. I listened for what wanted to emerge. With great editorial coaching, a breakthrough occurred: tell a nonlinear story in a linear way. And so I have.\u003cbr\u003e\u003cbr\u003e Image\u003cbr\u003e\u003cbr\u003e Mostly, the experience was a steady state of writing, reviewing, editing, and writing. Sometimes, distinctions led to incremental shifts—adding or removing a chapter. Occasionally, I threw up my hands when the manuscript’s organization blew apart. Ultimately, it coalesced into a new, more coherent order. Steady state, incremental shifts, emergence. Understanding these different ways in which change happens equips us to work more effectively with disruption.\u003cbr\u003e\u003cbr\u003e Forms of Change\u003cbr\u003e\u003cbr\u003e Though all change begins with disruption, not all change is emergent. This book focuses on emergent change because it is least understood and we need more effective ways of working with it. Knowing how emergence fits with other forms of change provides perspective on why we are experiencing more and stronger disruptions. It also helps us to understand when engaging emergence makes sense. Emergence will happen whether or not we choose to engage with it. We increase the likelihood of less destructive experiences and more desirable outcomes by working with it. I characterize change in three forms:\u003cbr\u003e\u003cbr\u003e STEADY STATE—Disturbance is handled within the existing situation. A minor fix is made, or the disruption is ignored or suppressed. Business as usual continues. For example, a speeder gets a ticket for driving too fast.\u003cbr\u003e\u003cbr\u003e INCREMENTAL SHIFTS—Disruptions interrupt the status quo. We distinguish what the disturbance brings to the system and integrate changes. For example, a constitution is amended.\u003cbr\u003e\u003cbr\u003e EMERGENCE—Occasional upheaval results when principles that keep a system orderly break down. Chaos sparks experiments. Current assumptions are clarified, and new possibilities surface. Ultimately, something dies and a new coherence arises that contains aspects of the old and the new but isn’t either. For example, a revolution leads to a new form of governance.\u003cbr\u003e\u003cbr\u003e Much of today’s angst comes from treating all disruptions as if they fit a steady state scenario or, at worst, could be managed through incremental shifts. Economic upheaval, failing schools, increasing terrorism—all indicate larger forces in play.\u003cbr\u003e\u003cbr\u003e The Consequences of Not Engaging Emergence\u003cbr\u003e\u003cbr\u003e Most of our current strategies for handling disruptions work well to maintain a stable system or to manage incremental shifts. They are great for moving from where we are to a predetermined outcome. When the root causes of disturbance are more complex, often more emotionally charged, approaching them as if we were fixing a broken car can make the situation worse.\u003cbr\u003e\u003cbr\u003e We maintain our sense of coherence by drawing boundaries, physical or psychological. We protect those inside our neighborhoods or organizations and keep “the other”—people we view as different from us—out. Fenced communities and security systems are growing around the world. Airplane travel and immigration are vastly more difficult because of the security we use to keep us safe.\u003cbr\u003e\u003cbr\u003e Such methods are natural responses when our way of life seems threatened. They also isolate us. If someone holds a different view, we better not let him or her in. Bill Bishop’s The Big Sort chronicles how people in the United States have sorted themselves into homogeneous communities over the past three decades. We choose neighborhoods, churches, and news shows most compatible with our beliefs.1\u003cbr\u003e\u003cbr\u003e Even if we doubt our “tribe’s” stand on an issue, many of us don’t voice it for fear of being ostracized. We hold it in and feel more alone as a result. The outcome: we isolate ourselves based on differences and retreat into a posture of defensive rigidity. In contrast, engaging emergence uses our differences to bring us together, opening us to creative involvement.\u003cbr\u003e\u003cbr\u003e So, increasing numbers of us face complex challenges and don’t know how to solve them. Some of us feel stuck or overwhelmed by the accelerating urgency of the conflicts and challenges facing our organizations, communities, families, or even ourselves. Some of us have too many choices and neither the time nor the expertise to discern among them. Others of us see no choices at all. Familiar strategies lead to dead ends, leaving many seeking alternatives. Until we engage emergence, disruptions will continue erupting more and more destructively.\u003cbr\u003e\u003cbr\u003e Consider an industry in upheaval: newspapers. Readership has been falling for decades. Even as newspaper executives acknowledge the radical shifts they need to make, they continue approaching change using the same old strategies. A 2008 article in Editor and Publisher, a time-honored industry journal, makes visible the tragic irony: while we may know we need to change, we don’t always know how to do it.\u003cbr\u003e\u003cbr\u003e Image\u003cbr\u003e\u003cbr\u003e “Turn and Face the Change—With Newspaper Industry in Crisis, ‘Everything’s on the Table,’ ” exhorted the article.2 It ends, “If this is a seminal crisis, then we have to do some seminal thinking. And it really does have to be radical.”\u003cbr\u003e\u003cbr\u003e Yet the most innovative idea in the article was distinctly small bore: print less frequently. When the world economy faltered in 2009, the decline turned conundrum into catastrophe. About 15,000 newspaper people lost their jobs.3 More than 100 papers closed their doors, including the 150-year-old Rocky Mountain News.4 The decline was predictable, yet virtually every newspaper is choosing extinction over experimentation. In perhaps the ultimate irony, Editor and Publisher closed its doors in December 2009.\u003cbr\u003e\u003cbr\u003e Image\u003cbr\u003e\u003cbr\u003e Newspaper executives are not alone in struggling with how to approach change. In Change or Die: The Three Keys to Change at Work and in Life, Alan Deutschman quotes experts saying that the root cause of the health crisis hasn’t changed for decades.5 Yet the medical establishment can’t figure out what to do about it. Individuals also resist change when facing disruption. Deutschman cites research into change-or-die scenarios for patients facing bypass surgery and other diseases that can be mitigated by lifestyle changes. Even when we know we must change, 90 percent of us won’t alter our behavior to fit the new situation. We choose death over adaptation.6\u003cbr\u003e\u003cbr\u003e The Other 10 Percent\u003cbr\u003e\u003cbr\u003e In the spirit of turning upheaval into opportunity, what goes on in that 10 percent of cases where we choose adaptation? According to the researchers in Deutschman’s book, people find fellowship that inspires, reframe disaster as possibility, and keep practicing. Rather than making incremental shifts, changing a habit here and there, they engage emergence. They redefine the fundamental assumptions that guide their image of themselves and their actions. And they don’t do it alone.\u003cbr\u003e\u003cbr\u003e In no particular order, the following table compares traditional thinking about change with ideas that support emergence. This list grew out of my work with emergent change processes. Understanding the differences can help us to make more informed choices about how we approach change.\u003cbr\u003e\u003cbr\u003e Image\u003cbr\u003e\u003cbr\u003e Image\u003cbr\u003e\u003cbr\u003e Changing Notions of Change\u003cbr\u003e\u003cbr\u003e The next time you face disruption and don’t know how to approach it, look at the left side of the table. If it reminds you of what you would ordinarily do, look at the right-hand counterpart. Perhaps you will find some new insights for handling your situation. If taking the approach on the right seems like a lot of effort, consider the reasons for doing so.\u003cbr\u003e\u003cbr\u003e Why Does Engaging Emergence Matter?\u003cbr\u003e\u003cbr\u003e Emergence—increasingly complex order self-organizing out of disorder—isn’t just a metaphor for what we are experiencing. Complexity increases as more diversity, connectivity, interdependence, or interactions become part of a system. The disruptive shifts occurring in our current systems are signs that these characteristics are on the rise.\u003cbr\u003e\u003cbr\u003e Today’s unprecedented conditions could lead to chaos and collapse, but they also contain the seeds of renewal. We can choose to coalesce into a vibrant, inclusive society through creative interactions among diverse people facing seemingly intractable challenges. In many ways, this path is counterintuitive. It breaks with traditional thinking about change, including the ideas that it occurs top-down and that it follows an orderly plan, one step at a time.\u003cbr\u003e\u003cbr\u003e We don’t control emergence. Nor can we fully predict how it arises. It can be violent, overwhelming. Yet we can engage it confident that unexpected and valuable breakthroughs can occur. Working with emergence involves some unfamiliar notions:\u003cbr\u003e\u003cbr\u003e EMBRACING MYSTERY—Asking questions in addition to stating answers.\u003cbr\u003e\u003cbr\u003e FOLLOWING LIFE ENERGY—Using our intuition in addition to making plans.\u003cbr\u003e\u003cbr\u003e CHOOSING POSSIBILITY—Attending to our dreams and aspirations, not just our goals and objectives.\u003cbr\u003e\u003cbr\u003e Change is always happening. When it is emergent change, it seriously disrupts what’s familiar. It behooves us to learn how to work with it creatively. Our survival in an increasingly unpredictable world is at stake. When change is treated as an opportunity, prospects for positive outcomes are all around us.\u003cbr\u003e\u003cbr\u003e Emergent change processes have uncovered creative and productive ways to engage emergence. These methods have also surfaced some dependable outcomes from doing so.\u003cbr\u003e\u003cbr\u003e Benefits of Engaging Emergence\u003cbr\u003e\u003cbr\u003e Just because specific outcomes from emergence are unpredictable doesn’t make working with emergence impossible. We benefit from engaging emergence in these ways:\u003cbr\u003e\u003cbr\u003e INDIVIDUALLY, WE ARE STRETCHED AND REFRESHED—We feel more courageous and inspired to pursue what matters to us. With a myriad of new ideas, and confident of mentors, supporters, and fans, we act.\u003cbr\u003e\u003cbr\u003e At an early Journalism That Matters gathering, a young woman, recently out of college, arrived with the seed of an idea: putting a human face on international reporting for U.S. audiences. At the meeting, she found support for the idea. Deeply experienced people coached her and gave her entrée to their contacts. Today, the Common Language Project is thriving, with multiple awards (www.clpmag.org).\u003cbr\u003e\u003cbr\u003e NEW AND UNLIKELY PARTNERSHIPS FORM—When we connect with people whom we don’t normally meet, sparks may fly. Creative conditions make room for our differences, fostering lively and productive interactions.\u003cbr\u003e\u003cbr\u003e A reluctant veteran investigative reporter was teamed with a young digital journalist. They created a multimedia Web site for a story from a two-year investigation. Not only did the community embrace the story, but the veteran is pursuing more interactive projects. And the digital journalist is learning how to do investigative reporting.\u003cbr\u003e\u003cbr\u003e BREAKTHROUGH PROJECTS SURFACE—Experiments are inspired by interactions among diverse people.\u003cbr\u003e\u003cbr\u003e The Poynter Institute, an educational institution serving mainstream media, was seeking new directions because its traditional constituency was shrinking. As a cohost for a JTM gathering, Poynter had a number of staff participating. They listened broadly and deeply to the diverse people present. An idea emerged that builds on who they are and takes them into new territory: supporting the training needs of entrepreneurial journalists.\u003cbr\u003e\u003cbr\u003e COMMUNITY IS STRENGTHENED—We discover kindred spirits among a diverse mix of strangers. Lasting connections form, and a sense of kinship grows. We realize that we share an intention—a purpose or calling guided by some deeper source of wisdom. Knowing that our work serves not just ourselves but a larger whole increases our confidence to act.\u003cbr\u003e\u003cbr\u003e As a community blogger who attended a JTM conference put it, “I’m no longer alone. I’ve discovered people asking similar questions, aspiring to a similar future for journalism. Now I have friends I can bounce ideas off of, knowing we share a common cause.”\u003cbr\u003e\u003cbr\u003e THE CULTURE BEGINS TO CHANGE—With time and continued interaction, a new narrative of who we are takes shape.\u003cbr\u003e\u003cbr\u003e When Journalism That Matters began, we hoped to discover new possibilities for a struggling field so that it could better serve democracy. As mainstream media, particularly newspapers, began failing, the work became more vital. We see an old story of journalism dying and provide a place for it to be mourned. We also see the glimmers of a new and vital story being born. In it, journalism is a conversation rather than a lecture. Stories inspire rather than discourage their audience. Journalism That Matters has become a vibrant and open conversational space where innovations emerge. New language, such as news ecology—the information exchange among the public, government, and institutions that can inform, inspire, engage, and activate—makes it easier to understand what’s changing. People say, “I didn’t know I could be effective without a big organization behind me. Now I do.”\u003cbr\u003e\u003cbr\u003e These experiences show that working with emergence can create great initiatives, the energy to act, a sense of community, and a greater sense of the whole—a collectively intelligent system at work.\u003cbr\u003e\u003cbr\u003e As more people engage emergence, something fundamental changes about who we are, what we are doing, how we are with each other, and perhaps what it all means. In the process, we tear apart familiar and comfortable notions about how change works. We bring together unlikely bedfellows. For example, when Journalism That Matters hosted 44 mainstream journalists and media reformers in 2007, I watched them eye each other suspiciously as the gathering began. Once they realized that everyone cared about the role of journalism in a democracy, cooperation flourished.\u003cbr\u003e\u003cbr\u003e The old story of change and how to do it, generally called change management, like many stories of our times no longer functions well. A new story is arising that works creatively with complexity, conflict, and upheaval. That story involves understanding more about emergence and what it can teach us about turning upheaval into opportunity. Later, we’ll discuss practices, principles, questions, and what is possible as more and more of us engage emergence.\u003cbr\u003e\u003cbr\u003e The theory and practice of change is too important to leave solely in the hands of experts. It is time to broadly develop the capacity to reenvision our organizations, our communities, and the systems where we live and work—health care, education, politics, economics, and more. Together, we can make it happen.","brand":"Berrett-Koehler Publishers","offers":[{"title":"Default Title","offer_id":46303599919333,"sku":"NP9781605095219","price":28.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9781605095219.jpg?v=1767726279","url":"https:\/\/k12savings.com\/products\/engaging-emergence-isbn-9781605095219","provider":"K12savings","version":"1.0","type":"link"}