Congregation Beth Israel, SD Retreat, 8/14

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Retreat for CBI, SD

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  • Read working definition. Draw attention to the highlighted words. Emphasize that this is not another “program”, this is a different way of BEING.
  • Congregation Beth Israel, SD Retreat, 8/14

    1. 1. Congregation Beth Israel “Connected” Retreat Presented by Lisa Colton August 17, 2014
    2. 2. Our Plan Today • Introductions – me, you & the day • Exploring what it means to be a “connected congregation” • Community, engagement & operationalizing It • LUNCH! • The process of change • Designing for social • Reflections & wrap up
    3. 3. A Little About Me Lisa Colton Chief Learning Officer, See3 Communications Founder and President, Darim Online lisa@see3.com @lisacolton @darimonline 434.260.0177
    4. 4. Now it’s about YOU BRIEFLY: •Share your name, •Your role at CBI, and •One of your earliest childhood memories about money.
    5. 5. Your Role • Think big • Take risks, push yourself • Challenge each other (and me!) • Be ACTIVE! • Question your assumptions • Yes, AND… (not yes, but…)
    6. 6. I ndividual Relationships Small Group I dentity Community Congregation Synagogue SYNAGOGUE STRENGTH & SUSTAI NABI LI TY To strengthen the synagogue, we must invest in individual relationships, support collective identity and responsibility, grounded in Jewish values and action. The foundation of this is designing for social engagement with each other. Congregation Beth Israel, San Diego Lisa Colton, August 2014
    7. 7. Traditional Mindset: Hub & Spokes
    8. 8. Connected Mindset: Social & Networked
    9. 9. What is a Connected Congregation? A connected congregation is one that deeply understands the meaning of community, and works explicitly to build a strong, meaningful and engaged Jewish community. Connected congregations prioritize relationships and shared values, and align all aspects of institutional management in service of the community. Those within connected congregations feel a sense of shared ownership and responsibility for each other and the collective, and are empowered to contribute their ideas, energy and resources.
    10. 10. Steps to Till Your Soil 1. Clarification of organizational values 2. Leadership alignment of vision 3. Deep understanding ‘community’ 4. Transparency and openness 5. Comfort with risk 6. Psychology of money 7. Meaningful spaces 8. Communications and social media 9. Designing for social 10. Staffing, job descriptions and expertise
    11. 11. VALUES ARE YOUR DNA MOVING FROM TRANSACTIONAL TO RELATIONAL Temple Beth Abraham, Tarrytown, NY: “Our board had to discuss our approach to financial relief. The question posed was this: When families ask for special relief are we having a conversation about the pain that family is in or the state of their finances? In other words, are we acting as agents of Acts of Loving Kindness or the IRS?” -From “Tilling the Soil”, a case study on the Darim Online blog By Allison Fine, Immediate Synagogue Past President
    12. 12. Where are you now, and where do you want to be? Complete on your own, then compare with others at your table. You can download the blank worksheet for your own use at http://connectedcongregations.org/organizational-values-worksheet/ Organizational Values Worksheet
    13. 13. DEEP UNDERSTANDING OF “COMMUNITY” A connected congregation is one that deeply understands the meaning of community, and works explicitly to build a strong, meaningful and engaged Jewish community.
    14. 14. MATTERNESS “Matterness” is the deep desire we all have to count, to be heard, to be considered important as individuals and not just donors or customers… “Matterness” means that someone is really listening to your interests and concerns, that you are being cared for not just cared about, and that you have opportunities to help strengthen the institution. In return, institutions get the best kind of participant, a “sticky” one who is a repeat donor or volunteer and ambassador who recommends the organization to other people.” - Allison Fine, past president, Temple Beth Abraham, Tarrytown, New York
    15. 15. WHAT IS COMMUNITY? Collectivity is not a binding, but a bundling together; individuals packed together… Community… is the being no longer side by side but with one another of a multitude of persons.… [While] collectivity is based on an organized atrophy of personal existence, community [is based] on its increase and confirmation in life lived toward one another The purpose of community is community. -- Martin Buber, 2002
    16. 16. WHAT IS COMMUNITY? Text Study Post Its Discussion
    17. 17. What does your Community Look Like?
    18. 18. “Engagement” is the Process of Evolving the Network Map • What IS engagement? • What’s the goal of engagement? • Who or what are we designing for? • What does it feel like to be engaged? • Who’s job is engagement? • What kinds of cultural, programmatic or other shifts are needed to enrich a culture of engagement?
    19. 19. “Engagement” is the Process of Evolving the Network Map Look back at your organizational values worksheet. What axes would you prioritize for attention in order to develop the culture of engagement you envision? What could that look like?
    20. 20. At each step of design and decision making, we can ask ourselves “is this in service of the community or the institution?”
    21. 21. OPERATIONALIZING CONNECTEDNESS
    22. 22. WALK THE WALK Culture Process Program Measurement Resource Allocation
    23. 23. Ask Questions!
    24. 24. • Values based • Nuanced protocols • Personal touch • Infused the DNA • Paying it forward CARING COMMUNITY
    25. 25. Mike Moxness with Debbie Echt-Moxness On Living On After a Diagnosis of Cancer
    26. 26. Informational -> Relational
    27. 27. SHUFFLE & LUNCH! Count off by 4’s and we’re going to shuffle for lunch and the afternoon activities. (Adjust as needed for well mixed groups)
    28. 28. DESIGN THINKING
    29. 29. EMPATHY • The ability to share someone else's feelings • The action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present
    30. 30. WITHOUT EMPATHY, YOU MAY MISS THE MARK “We had tried social programming in the past but never got the turnout we hoped for, which led us to conclude (wrongly) that people did not want to make social connections through the Religious School. Measuring Success helped us develop a targeted follow-up survey to probe deeper about social connections. That led to an “aha moment” when we learned that people do want to make social connections, they just do not want us to add new events to their calendars. When we realized that, we took steps to build socializing and community-building into existing events.” —Barri Waltcher Vice President and Chair of Religious School Committee Temple Shaaray Tefila From the 2012 SYNERGY paper Vision and Data: Essential Building Blocks for Successful Synagogue Change
    31. 31. IT’S ALL ABOUT THE PROCESS. WELCOME TO DESIGN THINKING.
    32. 32. DESIGN THINKING What did you notice?
    33. 33. CONSIDERATIONS WHEN DESIGNING FOR SOCIAL: 1.EMOTIONS a. Helping people feel safe/having a buddy b. Remove awkwardness/structure/ice-breaking c. Intimacy / transparency d. Inviting/modeling vulnerability
    34. 34. CONSIDERATIONS WHEN DESIGNING FOR SOCIAL: 2. WEAVING THE NETWORK a. Design with empathy – understand your audience b. Get to know interests/skills in the room; invite/empower others to lead/teach c. Scaffolding for shared interests/needs (get outside comfort zone)
    35. 35. CONSIDERATIONS WHEN DESIGNING FOR SOCIAL: 3. PRACTICAL CONSIDERATIONS a. Think on multiple social levels: 1:1; group; person to community b. Space design – where, what, how. Vibe and structure! c. How to continue connections after. How are you planning for the long term results?
    36. 36. DESIGNING FOR SOCIAL • 4 scenarios • Tight time constraints • EMPATHY EMPATHY EMPATHY • Be bold and outlandish! • Make up your own rules • All hypothetical!
    37. 37. DESIGNING FOR SOCIAL WHAT DID YOU COME UP WITH?
    38. 38. REFLECTION SHEETS
    39. 39. GROUP REFLECTION
    40. 40. WHAT’S NEXT?

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