ABSTRACT
The author focuses on the development of a complex web of interdependent hubs and practices that he call our Interdependence Model. Accessibility to our six central processes across spaces proved essential. The author adopts the metaphor of a rhizome to develop a Model of Interdependence through which he explore how various hubs were connected through these transformational pathways and how redundancy in processes across hubs created new developmental trajectories for community members. This Interdependence Model challenges the notion that learning and change occur in a one-way trajectory or at a single site. To responsibly consider learning, conversation, mediation, and change practices within the store and among the research team, he needed to recognize the varied histories of the individuals, the community, and the broader sociopolitical sphere that impacted store interactions. The last process he identified was becoming. Becoming implies the sense of change going on in the store and in the community.
