Sosiaalisen median hyödyntäminen kansalaisten ja kansalaisjärjestöjen kanssa vuorovaikuttamisessa


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Ulkoasiainministeriön kehityspoliittisen osaston kansalaisjärjestöyksikön suunnittelupäivän alustus sosiaalisen median hyödyntämisestä kansalaisten ja kansalaisjärjestöjen kanssa vuorovaikuttamisessa.

Kirkkonummella 20.5.2010, Teknologiajohtaja Ville Tapio, Fountain Park Oy.

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  • The father of strategic planning Igor Ansoff has defined some filters preventing us from observing new thing from our operating environment. We passed the first filter by participating large amount of people to the planning. We were trying to open the second filter by asking you to think also from other peoples point of view and by allowing you to read other peoples thoughts. And finally we are trying to minimize the effect of the power filter by acting anonymously.
  • A weak signal is a phenomenon that is typically hard to detect and describe in its early phase. But it may get a clearer structure and develop to a strong trend in the future. We saw communality as a typical example of weak signal in its late phase that is passing or passed already the threshold of mainstream awareness. A few people were able to describe thoughts related to it, but there was already many people who saw those thoughts very important. That’s why we wanted to understand more about communality and decided to analyze it more closely.
  • Projects like this are not only about research. By participating people to the planning, you will get them interested, help them understand and accept new things and maybe even increase their commitment level or motivate them to act for you.
  • Sosiaalisen median hyödyntäminen kansalaisten ja kansalaisjärjestöjen kanssa vuorovaikuttamisessa

    1. 1. Kuntakorva, & Palvelusetelihanke Ulkoasiainministeriön kehityspoliittisen osaston kansalaisjärjestöyksikön suunnittelupäivä 20.5.2010 Kirkkonummi Ville Tapio +358 40 5909385 [email_address]
    2. 2. Kokoomus halusi löytää demokraattisen tavan osallistaa jäsenistö, kansalaisjärjestöt sekä suuri yleisö kunnallispoliittisen ohjelman valmisteluun sekä herättää kiinnostusta kunnallispolitiikkaa ja syksyn 2008 kunnallisvaaleja kohtaan.
    3. 3. Ideointi
    4. 4. Arviointi
    5. 5. Osallistujat <ul><li>34 130 osallistujaa </li></ul><ul><li>tuottivat 16 031 ideaa, joita arvioitiin 82 139 ja luettiin 368 440 kertaa. </li></ul>
    6. 6. Pääteemat
    7. 7. Alateemat Maahanmuuttajien kotouttaminen Syrjäytymisen estäminen Vanhusten sosiaalinen kanssakäyminen Lähiyhteisö- ja yhdistystoiminta Perhe ja kasvatus Tukiverkostojen toimivuus Koulujen rooli
    8. 8. Taustamuuttujittain
    9. 9. Lähdeaineisto
    10. 10. Medianäkyvyys
    11. 11. Initiative by the Centre for European Studies, funded by the European parliament and implemented by Fountain Park invited European citizens to participate in the political decision-formation process.
    12. 12. Verkkohaastattelu
    13. 13. Standi
    14. 14. Tulokset
    15. 15. Riippuvuudet
    16. 16. Maittain
    17. 17. Kielittäin
    18. 18. Luovutus
    19. 19. Keskustelu
    20. 20. tellBarroso 10
    21. 21. Sitran Kuntaohjelman Palvelusetelihankkeen tavoitteena on lisätä kuntalaisten valinnanvapautta ja vaikutusmahdollisuuksia. Palveluseteli voi parantaa myös palvelujen saatavuutta, purkaa jonoja, monipuolistaa palvelutuotantoa sekä edistää kuntien ja yksityisten palvelutuottajien yhteistyötä.
    22. 22. Facebook
    23. 23. Vimeo
    24. 24. SlideShare
    25. 25. Basecamp
    26. 26. Linkit
    27. 27. Wisdom of Crowds <ul><li>Large groups of people are smarter than an elite few, no matter how brilliant—better at solving problems, fostering innovation, coming to wise decisions, even predicting the future. </li></ul><ul><li>Four elements required to form a wise crowd: </li></ul><ul><ul><li>Diversity of opinion </li></ul></ul><ul><ul><li>Independence </li></ul></ul><ul><ul><li>Decentralization </li></ul></ul><ul><ul><li>Aggregation </li></ul></ul>Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economies, Societies and Nations James Surowiecki, 2004
    28. 28. Observation Filters &quot;Implanting Strategic Management” by Igor Ansoff. Prentice Hall 1984 ISBN 0-134-51808-X <ul><li>Surveillance filter defines the area that we observe, e.g. our current market and industry. The challenge is that discontinuities usually come from outside of our current industry. </li></ul><ul><li>Mentality filter is formed of previous (success) experiences and we have a tendency to filter novel issues off, because they have not been important to us before. </li></ul><ul><li>Power filter prohibits people to express their ideas to those who possess more organizational power or power based on expertise. </li></ul>
    29. 29. Weak Signals Michelle Codet (1994): “A weak signal is a factor for change hardly perceptible at present, but which will constitute a strong trend in the future.” Pierre Masse (1965): “A weak signal is a sign which is slight in present dimensions but huge in terms of its virtual consequences.” Trends Weak signals
    30. 30. &quot;Committing to change&quot; (146-160) in Conner Daryl R., Managing at the Speed of Change; How resilient managers succeed and prosper where others fail. John Wiley & Sons 1992, 1998 ISBN 0-471-97494-3 Conner, Darryl R. & Patterson, Robert W. “Building Commitment to Organizational Change.” (18-30) Training and Development Journal 36, 4 (April 1982). Awareness Interest Understanding Acceptance Commitment Internalization Action Requires personal reflection and sharing with others. Result Building Commitment to Change