1. The document discusses leading change in complex environments and creating shifts in mental models to focus on citizens, gifts, and possibility.
2. It provides strategies for gaining cultural support for change including addressing values, arousing need, and overcoming objections.
3. Successful efforts create a sense of urgency, empower stakeholders, produce short-term results, and anchor new behaviors in culture.
Change cannot be managed, only facilitated. We see ourselves as guide by the side, not a sage on the stage. Find out more about Propellor's view on change facilitation.
Change cannot be managed, only facilitated. We see ourselves as guide by the side, not a sage on the stage. Find out more about Propellor's view on change facilitation.
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
Journalists have a lot to learn from other disciplines about tracking what works. We're not used to gauging our success in ways more sophisticated than ratings or circulation numbers, and we're behind the measurement curve. But these days, it's hard to value what you can't measure. And as newsrooms grapple with how to make room in tight budgets for audience engagement, it's natural that they'd also wonder what the return on that investment might be.
1. Identify important problems that can be solved.
2. Look for connections among problems.
3. Experiment with innovative solutions.
4. Take decisive action to deal with crises.
IDP ROLES:
" The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world but if they don't play together, the club won't be worth a dime.............
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
SPL Strategic Plan Preparing Team Final ReportJim Loter
The Seattle Public Library’s Leadership Team chartered a Strategic Plan Preparing Team (SPPrT) with the broad goal of setting the stage for strategic plan implementation by developing recommendations to support an organizational culture of innovation.
Ideas & Images: The Power of Visual Learning in Today's World | MIT Sloan Exe...HalGregersen1
Today’s business environment requires continual learning, but in a world of information overload, is there a better way to facilitate learning? At MIT Sloan Executive Education, we’ve long recognized the value in visual learning as a powerful classroom tool. Collaborating with skilled graphic illustrators, our faculty frequently harness the power of real-time imagery to enhance the learning experience and help ground sometimes complex or complicated frameworks. Throughout the pandemic, we’ve found that using imagery in our online programs has helped our participants learn and make deeper connections to the material. However, it has to be done in the right way, truly integrated with the teaching, to be most effective. During this pre-recorded event with Marsha Dunn and Hal Gregersen, learn more about the power of images in learning, both for yourself and your organization.
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
Journalists have a lot to learn from other disciplines about tracking what works. We're not used to gauging our success in ways more sophisticated than ratings or circulation numbers, and we're behind the measurement curve. But these days, it's hard to value what you can't measure. And as newsrooms grapple with how to make room in tight budgets for audience engagement, it's natural that they'd also wonder what the return on that investment might be.
1. Identify important problems that can be solved.
2. Look for connections among problems.
3. Experiment with innovative solutions.
4. Take decisive action to deal with crises.
IDP ROLES:
" The way a team plays as a whole determines its success. You may have the greatest bunch of individual stars in the world but if they don't play together, the club won't be worth a dime.............
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
SPL Strategic Plan Preparing Team Final ReportJim Loter
The Seattle Public Library’s Leadership Team chartered a Strategic Plan Preparing Team (SPPrT) with the broad goal of setting the stage for strategic plan implementation by developing recommendations to support an organizational culture of innovation.
Ideas & Images: The Power of Visual Learning in Today's World | MIT Sloan Exe...HalGregersen1
Today’s business environment requires continual learning, but in a world of information overload, is there a better way to facilitate learning? At MIT Sloan Executive Education, we’ve long recognized the value in visual learning as a powerful classroom tool. Collaborating with skilled graphic illustrators, our faculty frequently harness the power of real-time imagery to enhance the learning experience and help ground sometimes complex or complicated frameworks. Throughout the pandemic, we’ve found that using imagery in our online programs has helped our participants learn and make deeper connections to the material. However, it has to be done in the right way, truly integrated with the teaching, to be most effective. During this pre-recorded event with Marsha Dunn and Hal Gregersen, learn more about the power of images in learning, both for yourself and your organization.
Leaders can sometimes communicate more without words than with them.
A leader doesn’t always need to use words to convey meaning; non-verbal cues often say more than words can ever do.
Unfortunately, too often non-verbal cues are displayed to the wrong effect, that is, to display distraction, disregard or even distaste.
We have prepared a presentation to introduce and discuss some important points about this interesting subject.
With little more than an idea, a microphone and a computer, your organisation can have its own radio station. Anyone with broadband can have their own radio channel and anyone online can hear your broadcast. In this seminar, creative content communications company Inner Ear's co-founding director Dougal Perman discusses the benefits and explains how to get started with live streaming, podcasting and distributing online content.
This presentation accompanies a seminar Dougal delivered at the Good, Better, Best event promoted by Third Sector Labs for charities.
http://thirdsectorlab.co.uk
http://www.innerear.co.uk
Collective Intelligence
- Introduction
- Collective Intelligence
- Creative Research Practices
- Why you should take the course
- Assignment 1
- Feedback
Presentation made at the annual Central Canada Broadcast Engineers (CCBE) convention in Barrie, Ontario, Canada.
It introduces the concepts of hybrid radio and RadioDNS and provides the basic knowledge to start a RadioVIS service
I created this presentation for the OpenTech 2009 conference at the University of London on 4 July 2009. The talk shows how to create radio drama in instances where the participants are separated geographically, by using VoIP (Skype in this case). The content is based on experience working with the Radio Riel Players in the virtual world of Second Life.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Change management and Managing Change as a ProcessRajlaxmi Bhosale
The process of causing a function , practice, or thing to become different somehow compared to what it is at present or what it was in the past.Types of Changes Understanding Change Management.Understanding,Planning and Implementing Change
New approach to change in the education sector focuses on Adaptation as the new skill. The three imperatives: Leadership, Collaboration and Communication to address the networked environment.
2013 OVCN INNOVATION & ACTION! Conference
'If Demonstrating Impact Seems Boring, You're Doing it Wrong' facilitated by Andrew Taylor of Taylor Newberry Consulting Inc.
http://taylornewberry.ca/
#OVCNaction
Stringing Lessons from leading change in personal life and in business. Identifying the unique characteristics to make you the right person to lead that CHANGE
Architecting the Information of Society: From Projects to PursuitDan Cooney
Here's a talk I gave at WIAD Ann Arbor 2014. I was wondering how information architects might get involved with addressing the wicked problems of our shared global society.
Video of the talk is here: http://www.youtube.com/watch?v=8qTdvqFuj7s
The Jacobs & Cushman San Diego Food Bank is the largest hunger-relief organization in San Diego County. Last year, the Food Bank distributed 22 million pounds of food, and the Food Bank serves, on average, 400,000 people per month in San Diego County.
AHF started their ACA Workshop with opening remarks from Alliance Healthcare Foundation's Executive Director Nancy Sasaki. Program Officer Sylvia Barron introduced the first presenter, Robin Hodgkin, Director of Imperial County Health Department.
About the Event:
To help those in Imperial County prepare for how the Affordable Care Act will impact work the community, Alliance Healthcare Foundation hosted a workshop on Sept. 11, 2013 at the San Diego Gas & Electric Renewable Energy Resource Center in Imperial County. In this workshop, we explored Covered California enrollment with an overview of multiple health plans and eligibility, discussed the community clinic perspective, and considered its potential impact on the underserved in Imperial County. This workshop was free and included a healthy lunch for all attendees.
Watch the complete event here: http://www.youtube.com/playlist?list=PL-CwI2rkvFSV1_XYs45kGqdJj_R-jfXHP
Caroline Wessel, Program Director for Catholic Charities presents "Covered California - Imperial County Outreach Strategy" at the AHF ACA Workshop.
About the Event:
To help those in Imperial County prepare for how the Affordable Care Act will impact work the community, Alliance Healthcare Foundation hosted a workshop on Sept. 11, 2013 at the San Diego Gas & Electric Renewable Energy Resource Center in Imperial County. In this workshop, we explored Covered California enrollment with an overview of multiple health plans and eligibility, discussed the community clinic perspective, and considered its potential impact on the underserved in Imperial County. This workshop was free and included a healthy lunch for all attendees.
Dr. Afshan Nuri Baig, Chief Medical Officer of Clinicas de Salud del Pueblo, presents “Affordable Care Act from the Clinical Perspective” at the AHF ACA Workshop.
About the Event:
To help those in Imperial County prepare for how the Affordable Care Act will impact work the community, Alliance Healthcare Foundation hosted a workshop on Sept. 11, 2013 at the San Diego Gas & Electric Renewable Energy Resource Center in Imperial County. In this workshop, we explored Covered California enrollment with an overview of multiple health plans and eligibility, discussed the community clinic perspective, and considered its potential impact on the underserved in Imperial County. This workshop was free and included a healthy lunch for all attendees.
Watch the complete event here: http://www.youtube.com/playlist?list=PL-CwI2rkvFSV1_XYs45kGqdJj_R-jfXHP
AHF Executive Director Nancy Sasaki, and Ideahaus Founder Kevin Popovic, present a case study on the rebranding of Alliance Healthcare Foundation and the use of social media to "Advance health and wellness for those in need."
"Journey to the Common Good: The Art of Building Community-Based Collaboration" was presented by Dr. Gary Mangiofico during the 2012 Innovation in Healthcare Conference.
Opening remarks by Rob McCray, AHF Board Chair, and President and CEO, Wireless-Life Sciences Alliance,
Presentation by Nancy Sasaki, Executive Director for Alliance Healthcare Foundation.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
Being a Catalyst for Community-Based Collaboration
1.
2. The Compassion of Hospitality
The Presence of Association
The Giving of Gifts
3. Why is it so
difficult to
build
collaborations
and lead
change in
complex
environments?
4.
5.
6. Through our mental models, in
other words, we use our past to
make sense of our present in an
effort to predict and control the
future…..
7. ◦ Bounded Rationality:
The Penchant to find Best-Fit vs. Optimal
Solution
◦ Sense-Making:
The maps we construct to make sense
◦ Social Construction:
Collective effort to reduce to level of
manageable understanding
9. Creating a shift in our mental models:
◦ To People are unfinished works of
progress, not problems to be fixed
◦ To a belief in the social fabric
◦ To associational life as central
◦ To a focus on citizens
◦ To a focus on Gifts and Possibility
10.
11. Think about when you’re at your best, what
are the unique skills and knowledge you
have?
What is the gift you’re here to bring in to the
world? (Clue: It surprises you when others
tell you about it).
13. Take Stock of the Situation
Force Field Analysis:
Forces for Maintaining
Forces for Change The Status Quo
Transitional Period
Desired
Present
Situation
Situation
(goal)
Strategies to
achieve change Resistance
Time
14. Cultural Change for a
Community-based Collaboration
The culture of the group can be defined as:
A pattern of shared basic assumptions that the
group has learned as it solved problems of
external adaptation and internal integration, that
has worked well enough to be considered valid
and, therefore, to be taught to new members as
the correct way to perceive, and feel in relation to
those problems.
Organization Culture and Leadership, Edgar H. Schein, 1992
15. Gaining Support for Creating a Community
Collaborative: The Underlying Change Process
Address stakeholders’ cultural support for change
(values, attitudes, beliefs, norms)
Arouse attention, need, support for change (induce
anxiety)
Develop desire for change (acknowledge benefits,
negatives)
Use group members / composition of group to elicit
support
Use informal community network (constructive
gossip)
Overcome objections to change
Resolve problems and difficulties as they arise
16. In the most successful efforts, people move through
complicated stages in which they:
Create a sense of urgency and call to action
Put together a strong enough team to direct the
process
Create an appropriate vision
Communicate that new vision broadly
Empower stakeholders to act on the vision
Produce sufficient short-term results to give their
efforts credibility and to disempower the cynics
Build momentum and use that momentum to tackle
the tougher change problems
Anchor the new behavior in the collaborative’s culture
17. Planning for Collaborative:
Have a well-defined goal that is clearly understood and
communicated
Pay attention to its impact on stakeholders at all levels,
Develop an integrated process and content change plan
Recognize how much and what type of training is required
Recognize that there may be additional workload during
the transition, and new responsibilities after
implementation
Determine the impact on resources, financial and
otherwise
Avoid underestimating the impact of your plan
18. People need: Purpose, Picture, Plan, and Part
Provide a clear vision and objectives that enable
responsiveness at the local level
Focus on disadvantages of the present situation
(if applicable)
Provide a plan with milestones
Be consistent in messages, actions, and rewards
for desired behaviors
Celebrate success
19. Understand the underlying issues
Build understanding, before seeking
commitment
Confront the reality: It Is What It Is!
What’s the information/ data that supports
your call to action?
Establish the “cost” of not changing!
20. Define “Dialogues/Conversations” as the
Plans of Action
Initiate and convene conversations that shift
people’s experience, which occurs through
the way people are brought together and the
nature of the questions/conversations that
engage them.
The Conversations will build The Plan
21.
22. What can this group create
together, that you cannot
create alone?
23. What are the possibilities that exist for you
and your agency by your being here?
What declaration of Possibility can you make
that has the power of to transform and
inspire you?
I am the possibility of _________________!
25. How valuable do we believe this approach to
be?
How much risk are we willing to take?
How participative do you plan to be?
To what extent are you invested in the well-
being of the whole?
What is the story we plan to create?
What is the payoff for creating this new story?
What is the attachment to creating this new
future?
Adapted from Block, 2008
26. What promises am I willing to make?
What measures have meaning for me?
What price am I willing to pay?
What is the cost to others for keeping or
failing my commitments?
What is the risk that is a major shift for me?
What is the promise I’m postponing?
27. Whatis your commitment in
being here, what is it you
will commit to while you’re
here?
28. What kind of sense are we making together?
What are we coming to talk about as we
converse?
How are we shifting our understanding of
what we are engaged in?
What kind of enterprise are we shaping?
29. What haven’t you discussed that if it were to
happen would be a game changer?
What probabilities occur around this?
What is the capacity for flexibility and
adaptability for emergent phenomenon?
What is/are the commitments people are
willing to act upon?
30. Change Management activities of respondents with
very good or excellent results
Educated others on the need for change and
how the new project will operate
Built executive/ political support and
sponsorship by giving presentations/holding
conversations and encouraging involvement
Developed and implemented a communication
plan to create awareness and commitment to
the new narrative/project
Performed pilot tests and simulations
31. Change Management Activities of Respondents With
Very Good or Excellent Results
Involved others and end users in project
planning and design
Reviewed the process periodically and
reinforced use of the new process
Implemented a formal change process
Clearly defined the process and process
boundaries
Addressed resistance to change
Communicated and Held
Ongoing Conversations!
32. The future is not a result of choices
among alternative paths offered
by the present, but a place that is
created--created first in the mind
and will, created next in activity.
The future is not some place we
are going to, but one we are
creating.”
unknown
33. Bridge the best of “what is” and “what might be”
Challenge the “status quo”
It should be desirable
State it in affirmative and bold terms
Fit within the architecture of possibility
Participative process
Balance the management of continuity, novelty and
transition
34. There are only two ways to live
your life. One is though
nothing is a miracle. The other
is as though everything is a
miracle.
Albert Einstein
35. What’s the next step
you need to take
that will empower
you to achieve your
collective dream?
36. 1. Create and ensure a shared vision and
philosophy which encompasses the
collective dreams, goals, and
expectations.
2. Create, ensure and maintain a
commitment to the “best” of what is
possible.
37. 3. Create and implement a comprehensive
strategy to achieve the collective dream,
incorporating accountability for all.
4. Continue to pursue self-reflection and
growth developing insights and the
requisite attitudes to achieve the
envisioned collective dream.
38. Do you see opportunity; a
future of possibilities?
Do you see a mystery?
Doyou see adventure in the
journey ahead?
39. Ah, but one’s reach should
exceed one’s grasp,
Or what’s a heaven for?
Robert Browning
40. Know your own mission and part in
achieving the dream
Make more informed decisions, go after the
information you need…don’t make your
knowing based on waiting for someone else
to get around to telling you
Prepare and act to make a difference every
day
Achieve your own highest level of
effectiveness and performance
41. Get others involved in a conversation to start
doing what is necessary to achieve the dream
Build toward long-term improvement, even
while doing short-term work
Lead your own individual and the
organization’s change; don’t wait for
someone else to do it
Communicate powerfully, especially your
commitment to the journey and the dream
42. Make the transition in to new ways of doing
your role
Get the most out of your own personal
commitment to growth
Always remember why you started this
collaborative and cue yourself each day
Know that ingenuity, plus courage, plus
work equals miracles!
43. Act as though everything you do
makes a difference….
If you worry that one person
cannot make that big a
difference, remember what
Margaret Mead said,
“It is surely the only thing
that ever has!”
44. Support a cause, don’t just do your job.
Trumpet an exhilarating story.
Be a generator of enthusiasm.
Embrace and promote optimism.
When you say, “I Will”, with conviction,
magic begins to happen.
Willy Amos
45. “Some people look at things the
way they are, and ask Why?
I dream of things that never
were, and ask,
“Why Not?”
Robert Kennedy
46. So, I would offer this:
Keep you feet on the ground…
And, keep reaching for the stars!
In complex organizations and environment we recognize that Interactive non-linear processes and relationships are difficult to define and defy meta-narrative understanding, since each of us potentially sees something different when we see organization(Mangiofico, 2003 based on adaptations of Clegg & Hardy, 1996)Thus, Sense making helps us to understand this…We are challenged then to reconcile meaning of what it is we’re addressing…ergo, what we are speaking of today is a difference in metaphors of how we frame our perception of organization and what that implies in terms of what we pay attention to as OD professionals and the possibilities we facilitate organizations being able to see.The future is recognizable when it arrives, but not predictable before it does. However, this paradoxical nature of organizational life is unacceptable to business that perceives it should be able to resolve any paradox in its efforts to find solutions for business planning. Systems theory tools, e.g. SWOT, environmental scanning, and so forth presume a predictability that complexity theory would challenge is possible in a context of complex dynamics. How do we reconcile divergent views?
And, this is our dominant business model…it’s based on the Systems Theory Model. And it works in slow environments, manufacturing environments, but begins to breakdown the more complex our environment or value proposition and the more complex the potential influences are….
Possible Layers of the issue:Top Layer: The presenting issue.Middle Layer: Other’s (beside the client) contributions to the problem/ issue.Ask: How others are contributing to the problem/ issue.Core Layer: The client’s contributions to the problem/ issue.Ask: How he/she is contributing to the problem/ issue.Resist the urge for complete data at this point;Avoid seeing this as the intervention.
Six Principles of Affirmative ChangeConstructionist Principle: The way we know is fateful.Principle of Simultaneity: Change begins at the moment you ask the question.Poetic Principle: Organizations are an open book.Anticipatory Principle: Deep change = change in active images of the future.Positive Principle: The more positive the question, the greater and longer-lasting the change.Principle of Wholeness: The whole system can have a voice in the future.