"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.
Social Entrepreneurship: Mobilizing, Innovating, and Collaborating for Social...Illinois ResourceNet
Betsy Goulet, Adjunct Faculty and Doctoral Student, University of Illinois, Springfield, will discuss the importance of collabora-tion amid the new reality of shrinking budgets where agencies, nonprofits and social service programs are being forced to do more with less. She will share information about the role of social entrepreneurship as an innovative strategy for social change in the development of partnerships among nonprofits, government, universities and corporations.
Collaboration…what does it really mean? Good collaboration happens when people are working well together, and where creativity and innovation is fostered. Here, I share key principles for collaborative relationships and leading a collaborative organization, along with insights into the makeup of innovative teams.
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 HUB is a global network of collaborative spaces that bring together diverse people to develop innovative solutions for social issues. It provides resources and communities to help ideas grow and make an impact. There are over 25 HUB locations worldwide supporting over 6,000 members working on ventures related to sustainability, entrepreneurship, and social change. The HUB aims to connect these distributed communities and enable collaborative action to create a better world.
An excellent white paper outlining the importance of multi-partnerships to develop community & social innovation for complex human service & social issues.
Media Ecology Association, Toronto, June 20, 2014
“We shape our tools and thereafter our tools shape us” John Culkin, SJ
Technogenic cultures, such as ours, demonstrate tightly-coupled economic systems with cultural production. This has become a self-reinforcing societal process, where the production of technological efficiencies becomes an inviolable social good desirable as product of culture.
The document discusses the importance of community and shifting public conversations to focus on possibility rather than problems. It argues that true transformation begins with changing how we think and talk, emphasizing gifts, ownership and commitment over deficiencies and problems. Leadership requires building community through listening, convening and supporting others. Small group conversations among citizens that explore possibilities can shift culture and create an alternative future.
Social Entrepreneurship: Mobilizing, Innovating, and Collaborating for Social...Illinois ResourceNet
Betsy Goulet, Adjunct Faculty and Doctoral Student, University of Illinois, Springfield, will discuss the importance of collabora-tion amid the new reality of shrinking budgets where agencies, nonprofits and social service programs are being forced to do more with less. She will share information about the role of social entrepreneurship as an innovative strategy for social change in the development of partnerships among nonprofits, government, universities and corporations.
Collaboration…what does it really mean? Good collaboration happens when people are working well together, and where creativity and innovation is fostered. Here, I share key principles for collaborative relationships and leading a collaborative organization, along with insights into the makeup of innovative teams.
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 HUB is a global network of collaborative spaces that bring together diverse people to develop innovative solutions for social issues. It provides resources and communities to help ideas grow and make an impact. There are over 25 HUB locations worldwide supporting over 6,000 members working on ventures related to sustainability, entrepreneurship, and social change. The HUB aims to connect these distributed communities and enable collaborative action to create a better world.
An excellent white paper outlining the importance of multi-partnerships to develop community & social innovation for complex human service & social issues.
Media Ecology Association, Toronto, June 20, 2014
“We shape our tools and thereafter our tools shape us” John Culkin, SJ
Technogenic cultures, such as ours, demonstrate tightly-coupled economic systems with cultural production. This has become a self-reinforcing societal process, where the production of technological efficiencies becomes an inviolable social good desirable as product of culture.
The document discusses the importance of community and shifting public conversations to focus on possibility rather than problems. It argues that true transformation begins with changing how we think and talk, emphasizing gifts, ownership and commitment over deficiencies and problems. Leadership requires building community through listening, convening and supporting others. Small group conversations among citizens that explore possibilities can shift culture and create an alternative future.
Communication 2.0 tools were explored in this workshop. These tools challenged school board members and superintendents to think about how they could engage in dialogue with their communities.
Small Town, Sustainable Opportunities. Examining How the Transition Movement ...oregonslidesharer
The Transition Movement supports communities in transitioning to more sustainable systems in response to issues like peak oil and climate change. It takes a grassroots approach, encouraging communities to come together, share knowledge, and take practical local actions to increase resilience. Examples of Transition Town initiatives organize groups around areas like food, energy, transportation and build community through events like skill-sharing workshops and activities that showcase local sustainable options. The goal is for communities to determine their own paths to sustainability through open, inclusive and self-organized efforts.
The document discusses designing for communities from the bottom-up and inside out approaches. It explains that grassroots social change is powerful when communities engage people to work towards everyone's well-being rather than individual gain. The inside out approach means the designer facilitates co-creation by working with community members to find solutions, rather than having sole ownership. The outcome should be a service or process created for and by the community.
This document discusses inspiring community action and change through effective storytelling and measurement. It outlines the roles of various stakeholders - audiences & actors who are inspired to act, community leaders who guide change, and change enablers who help measure impact. By telling stories of current initiatives and successes, and providing opportunities for people to get involved, communities can be activated to continue progressing towards betterment. Continuous feedback allows for improvements to maximize positive outcomes.
The document discusses communities of practice and communities of inquiry. It notes that communities of practice are groups that share a passion for a topic and deepen their knowledge through ongoing interaction and discussion. Communities of inquiry are groups that collaboratively engage in critical discourse and reflection to construct meaning and understanding. The document questions how to cultivate communities of practice and evaluate the value of a community, using a photography forum as an example.
Duncan Nantucket ABCD Healthy Community Collaborative presentatiionhddabcd
This document summarizes an asset-based community development workshop held on April 24-25, 2012. It discusses key principles of asset-based community development including focusing on community assets and resources rather than needs, empowering community members, and engaging residents as co-producers of community well-being rather than just clients or recipients of services. The document provides examples of asset mapping and strategies for identifying and mobilizing community talents, skills, and passions to address local issues. It emphasizes that strong communities are built through resident engagement and that institutions should serve to support community action.
This document discusses the Design Assistance Team (DAT) program, which brings multidisciplinary teams of professionals to work intensively with communities over 3-5 days to develop implementation strategies. Case studies show DATs have helped catalyze over $100 million in investments in some communities through grassroots efforts focused on momentum building. DATs take a holistic, customized approach to empower communities rather than produce plans. They have helped revitalize downtown areas and spark economic growth in various cities across the U.S.
The document summarizes CCMT's unique "Eye of the Storm" approach to peacebuilding work, which focuses on working within existing community conflicts rather than importing conflicts into workshops. It explains that this helps ensure project ownership and sustainability by addressing issues the community already sees as important and producing tangible immediate benefits, unlike more typical workshop-based approaches. The "Eye" creates a safe space within the conflict where all relevant parties work directly on resolution, becoming transformed in the process and solving real issues facing the community.
Kiva is a micro-lending website that allows individuals to lend directly to entrepreneurs in developing countries. The Kiva Editing Program offers volunteers the opportunity to use their editing skills from home to help alleviate poverty by editing loan stories and profiles. Editors should have experience in editing, technical writing or journalism, an interest in international development, and be a native English speaker. The requirements are a minimum two-hour per week commitment over 6-12 months and comfort using new technology.
The document discusses challenges facing communities like peak oil, climate change, food and water security, and an aging population. It argues that effective responses require collaboration between diverse groups through honest dialogue. Communities need to cultivate skills like cooperation and shared responsibility. Building a strong community involves engaging in conversations to imagine possibilities and prototype the desired future. Personal ownership and small group work are keys to transformative change at a local level.
The future we_want_toolkit_and_summary_5058661a7b622Dr Lendy Spires
This document provides an overview and summaries of sessions from a conference called "The Future We Want: a new paradigm for a sustainable 2050". The conference brought together participants from different sectors to explore ways to create a more sustainable future through new ideas in areas like transportation, housing, and energy. Participants engaged in provocations, group work, and panels to discuss challenges and opportunities. The goal was to spark transformation by increasing consciousness of interconnected issues and developing collaboration across sectors and generations.
The future we_want_toolkit_and_summary_5058661a7b622Dr Lendy Spires
The conference aimed to discuss how to create a new culture that enables the transition to a sustainable future. Participants were encouraged to think about what really matters and has value, and how current ways of working divide people and deny our interconnectedness. The conference sought to foster new types of conversations to drive collaborative change across sectors. Developing insight would come from considering perspectives across the whole brain, rather than taking only a linear, left-brain approach. The goal was to generate new revelations about how to build a more restorative system where business puts more back than it takes out.
2018-Leading Change: Building our Collective Capacity - white paperAnamaria Aristizabal
This white paper describes my view of leadership and the competencies I prioritize to foster leaderful communities that maximize collective intelligence at this time of global transition
Twyfords collaborative governance pathway; when business as usual is never li...Max Hardy
So what is involved in approaching something wickedly complex and involves many stakeholders with deeply held differing perspectives? Check out this presentation and consider whether the time is right to do something quite different. It might seem risky, but in our experience it is the least risky approach you could take.
This document summarizes key points from three talks/writings on networked groups and social networks. The first discusses how social media has altered social interaction and information sharing. It notes properties like persistence, searchability and invisible audiences. The second discusses how technology now allows organizing without formal organizations through sharing, cooperation, collaboration and collective action. The third discusses how technology allows self-synchronizing groups to form without boundaries and how cognitive surplus can now be used for participation and creating good things. Questions posed ask about changes in public/private spaces for youth, differences between social networks and social networking sites, examples of collective action becoming more normal, if technology is now boring and the future, and the relationship between collaborative action and social change.
February 2011 Vol. 32 no. 1 www.learningforward.org JsD 57ChereCheek752
February 2011 | Vol. 32 no. 1 www.learningforward.org | JsD 57
g
eoffrey Canada said in a recent
presentation, “Education is the
only business I know of where
you can change anything you want, as
long as you change nothing” (2010).
After so much debate and so many
policies, why is our education system
still failing so many of our children?
What are we either missing or
pretending not to know?
Reforms only work when people
who implement them are on board,
engaged, and valued. What gets talked
about from the boardroom to the
classroom, how it gets talked about, and
who is invited to join the conversation
determines what will happen or won’t.
Are the driving conversations
dividing or connecting stakeholders?
Are they catalysts for change and
accountability, or are they further
entrenching people in fear and blame?
Is mandating accountability preventing
us from hearing and seeing the
competing truths that exist about our
students, classrooms, and schools?
Amid the spinning wheels of
education reform, an essential
component seems to be missing:
conversations that speak directly to the
heart of the issue, engage people’s
curiosity to uncover the truth, galvanize
people, and create collective
responsibility.
Leadership that attempts to create
accountability with top-down
mandates, rather than by engaging and
connecting people, leads to or
exacerbates a culture of blame and
excuses. Mandating accountability,
while it may sound effective, simply
doesn’t work. Why? Because most often
in practice this approach is fueled by
the same thing victimhood is fueled by
— blame. And as long as that’s the case,
there’s no time, energy, or vision left to
create real solutions.
A NeW VIeW OF AccOuNTABILITY
The long-term benefits of
accountability have enormous
implications for the quality of our lives
and of our education system. There is a
direct correlation between any
organization’s health and the degree of
accountability displayed by its
employees, top to bottom.
Accountability is an attitude, a
personal, private, and nonnegotiable
choice about how to live one’s life. It’s a
desire to take responsibility for results,
and for that reason, it cannot be
mandated. It requires a personal bias
toward solutions, toward action.
Rather than hold people
accountable, hold them
“able.” Rather than equate
the word accountability
with culpability, begin with
yourself and model the kind
of accountability that is
empowering. Accountability
has to come from within.
Model it and show people how
accountability benefits them. When it’s
clear how accountability benefits
someone, accountability becomes an
internal drive.
While we don’t always have a choice
about the situation in which we find
ourselves, we do have a choice about
how we view or judge it. Consider
shifting your perspective from ‘Since
this is a tough situation, I can’t do it,
I’m not willing to muster the courage,
will, skill, energy, focus, needed to do
or say what needs doing,’ to taking the
stance that ...
Block Civic Engagement And The Restoration Of CommunityBob Stilger
This document discusses civic engagement and restoring community through changing public conversations. It argues that communities cannot problem-solve their way into fundamental change, but must shift the context and language of conversations. New tools are presented to facilitate more restorative conversations that focus on communal accountability and commitment, rather than retribution. The goal is to empower citizens to create alternative futures for their communities by inverting common beliefs about where change originates.
Urban Hub17: Integral Program Design - Thriveable CitiesPaul van Schaık
This document provides an overview and introduction to resources from Integral UrbanHub on using integral theory and frameworks to design thriveable cities. It summarizes perspectives from experts on the importance of developing urban centers and discusses concepts like integral methodological pluralism and integral program design. The document advertises additional books and guides available on integralurbanhub.org that apply integral theory to understand challenges cities face and how to address them through collaboration across sectors and worldviews.
The document discusses the transformational power of dialogue in organizations. It argues that dialogue can create collective consciousness, overcome cultural differences, and enable organizations to engage stakeholders effectively to initiate positive internal change. Dialogue allows individuals to gain new perspectives and think more clearly by exposing their own thought processes. It fosters collective creativity and coordination without artificial decision making processes. When organizations engage in dialogue internally and externally through social media, it can transform the organization by building relationships and catering communication based on audience feedback. Different views exist on implementing dialogue effectively, but it is a powerful tool that can improve organizations through awareness of challenges and collaborative solutions.
The document discusses Catherine Carlin's community development assignment exploring various theories, concepts, legislation, values, principles, ethics and practice application regarding community development. It analyzes the differences between community, community work and community development, and how Northern Ireland has become a more diverse community. The assignment also covers analyzing community strengths, needs and assets as well as stakeholder participation.
Communication 2.0 tools were explored in this workshop. These tools challenged school board members and superintendents to think about how they could engage in dialogue with their communities.
Small Town, Sustainable Opportunities. Examining How the Transition Movement ...oregonslidesharer
The Transition Movement supports communities in transitioning to more sustainable systems in response to issues like peak oil and climate change. It takes a grassroots approach, encouraging communities to come together, share knowledge, and take practical local actions to increase resilience. Examples of Transition Town initiatives organize groups around areas like food, energy, transportation and build community through events like skill-sharing workshops and activities that showcase local sustainable options. The goal is for communities to determine their own paths to sustainability through open, inclusive and self-organized efforts.
The document discusses designing for communities from the bottom-up and inside out approaches. It explains that grassroots social change is powerful when communities engage people to work towards everyone's well-being rather than individual gain. The inside out approach means the designer facilitates co-creation by working with community members to find solutions, rather than having sole ownership. The outcome should be a service or process created for and by the community.
This document discusses inspiring community action and change through effective storytelling and measurement. It outlines the roles of various stakeholders - audiences & actors who are inspired to act, community leaders who guide change, and change enablers who help measure impact. By telling stories of current initiatives and successes, and providing opportunities for people to get involved, communities can be activated to continue progressing towards betterment. Continuous feedback allows for improvements to maximize positive outcomes.
The document discusses communities of practice and communities of inquiry. It notes that communities of practice are groups that share a passion for a topic and deepen their knowledge through ongoing interaction and discussion. Communities of inquiry are groups that collaboratively engage in critical discourse and reflection to construct meaning and understanding. The document questions how to cultivate communities of practice and evaluate the value of a community, using a photography forum as an example.
Duncan Nantucket ABCD Healthy Community Collaborative presentatiionhddabcd
This document summarizes an asset-based community development workshop held on April 24-25, 2012. It discusses key principles of asset-based community development including focusing on community assets and resources rather than needs, empowering community members, and engaging residents as co-producers of community well-being rather than just clients or recipients of services. The document provides examples of asset mapping and strategies for identifying and mobilizing community talents, skills, and passions to address local issues. It emphasizes that strong communities are built through resident engagement and that institutions should serve to support community action.
This document discusses the Design Assistance Team (DAT) program, which brings multidisciplinary teams of professionals to work intensively with communities over 3-5 days to develop implementation strategies. Case studies show DATs have helped catalyze over $100 million in investments in some communities through grassroots efforts focused on momentum building. DATs take a holistic, customized approach to empower communities rather than produce plans. They have helped revitalize downtown areas and spark economic growth in various cities across the U.S.
The document summarizes CCMT's unique "Eye of the Storm" approach to peacebuilding work, which focuses on working within existing community conflicts rather than importing conflicts into workshops. It explains that this helps ensure project ownership and sustainability by addressing issues the community already sees as important and producing tangible immediate benefits, unlike more typical workshop-based approaches. The "Eye" creates a safe space within the conflict where all relevant parties work directly on resolution, becoming transformed in the process and solving real issues facing the community.
Kiva is a micro-lending website that allows individuals to lend directly to entrepreneurs in developing countries. The Kiva Editing Program offers volunteers the opportunity to use their editing skills from home to help alleviate poverty by editing loan stories and profiles. Editors should have experience in editing, technical writing or journalism, an interest in international development, and be a native English speaker. The requirements are a minimum two-hour per week commitment over 6-12 months and comfort using new technology.
The document discusses challenges facing communities like peak oil, climate change, food and water security, and an aging population. It argues that effective responses require collaboration between diverse groups through honest dialogue. Communities need to cultivate skills like cooperation and shared responsibility. Building a strong community involves engaging in conversations to imagine possibilities and prototype the desired future. Personal ownership and small group work are keys to transformative change at a local level.
The future we_want_toolkit_and_summary_5058661a7b622Dr Lendy Spires
This document provides an overview and summaries of sessions from a conference called "The Future We Want: a new paradigm for a sustainable 2050". The conference brought together participants from different sectors to explore ways to create a more sustainable future through new ideas in areas like transportation, housing, and energy. Participants engaged in provocations, group work, and panels to discuss challenges and opportunities. The goal was to spark transformation by increasing consciousness of interconnected issues and developing collaboration across sectors and generations.
The future we_want_toolkit_and_summary_5058661a7b622Dr Lendy Spires
The conference aimed to discuss how to create a new culture that enables the transition to a sustainable future. Participants were encouraged to think about what really matters and has value, and how current ways of working divide people and deny our interconnectedness. The conference sought to foster new types of conversations to drive collaborative change across sectors. Developing insight would come from considering perspectives across the whole brain, rather than taking only a linear, left-brain approach. The goal was to generate new revelations about how to build a more restorative system where business puts more back than it takes out.
2018-Leading Change: Building our Collective Capacity - white paperAnamaria Aristizabal
This white paper describes my view of leadership and the competencies I prioritize to foster leaderful communities that maximize collective intelligence at this time of global transition
Twyfords collaborative governance pathway; when business as usual is never li...Max Hardy
So what is involved in approaching something wickedly complex and involves many stakeholders with deeply held differing perspectives? Check out this presentation and consider whether the time is right to do something quite different. It might seem risky, but in our experience it is the least risky approach you could take.
This document summarizes key points from three talks/writings on networked groups and social networks. The first discusses how social media has altered social interaction and information sharing. It notes properties like persistence, searchability and invisible audiences. The second discusses how technology now allows organizing without formal organizations through sharing, cooperation, collaboration and collective action. The third discusses how technology allows self-synchronizing groups to form without boundaries and how cognitive surplus can now be used for participation and creating good things. Questions posed ask about changes in public/private spaces for youth, differences between social networks and social networking sites, examples of collective action becoming more normal, if technology is now boring and the future, and the relationship between collaborative action and social change.
February 2011 Vol. 32 no. 1 www.learningforward.org JsD 57ChereCheek752
February 2011 | Vol. 32 no. 1 www.learningforward.org | JsD 57
g
eoffrey Canada said in a recent
presentation, “Education is the
only business I know of where
you can change anything you want, as
long as you change nothing” (2010).
After so much debate and so many
policies, why is our education system
still failing so many of our children?
What are we either missing or
pretending not to know?
Reforms only work when people
who implement them are on board,
engaged, and valued. What gets talked
about from the boardroom to the
classroom, how it gets talked about, and
who is invited to join the conversation
determines what will happen or won’t.
Are the driving conversations
dividing or connecting stakeholders?
Are they catalysts for change and
accountability, or are they further
entrenching people in fear and blame?
Is mandating accountability preventing
us from hearing and seeing the
competing truths that exist about our
students, classrooms, and schools?
Amid the spinning wheels of
education reform, an essential
component seems to be missing:
conversations that speak directly to the
heart of the issue, engage people’s
curiosity to uncover the truth, galvanize
people, and create collective
responsibility.
Leadership that attempts to create
accountability with top-down
mandates, rather than by engaging and
connecting people, leads to or
exacerbates a culture of blame and
excuses. Mandating accountability,
while it may sound effective, simply
doesn’t work. Why? Because most often
in practice this approach is fueled by
the same thing victimhood is fueled by
— blame. And as long as that’s the case,
there’s no time, energy, or vision left to
create real solutions.
A NeW VIeW OF AccOuNTABILITY
The long-term benefits of
accountability have enormous
implications for the quality of our lives
and of our education system. There is a
direct correlation between any
organization’s health and the degree of
accountability displayed by its
employees, top to bottom.
Accountability is an attitude, a
personal, private, and nonnegotiable
choice about how to live one’s life. It’s a
desire to take responsibility for results,
and for that reason, it cannot be
mandated. It requires a personal bias
toward solutions, toward action.
Rather than hold people
accountable, hold them
“able.” Rather than equate
the word accountability
with culpability, begin with
yourself and model the kind
of accountability that is
empowering. Accountability
has to come from within.
Model it and show people how
accountability benefits them. When it’s
clear how accountability benefits
someone, accountability becomes an
internal drive.
While we don’t always have a choice
about the situation in which we find
ourselves, we do have a choice about
how we view or judge it. Consider
shifting your perspective from ‘Since
this is a tough situation, I can’t do it,
I’m not willing to muster the courage,
will, skill, energy, focus, needed to do
or say what needs doing,’ to taking the
stance that ...
Block Civic Engagement And The Restoration Of CommunityBob Stilger
This document discusses civic engagement and restoring community through changing public conversations. It argues that communities cannot problem-solve their way into fundamental change, but must shift the context and language of conversations. New tools are presented to facilitate more restorative conversations that focus on communal accountability and commitment, rather than retribution. The goal is to empower citizens to create alternative futures for their communities by inverting common beliefs about where change originates.
Urban Hub17: Integral Program Design - Thriveable CitiesPaul van Schaık
This document provides an overview and introduction to resources from Integral UrbanHub on using integral theory and frameworks to design thriveable cities. It summarizes perspectives from experts on the importance of developing urban centers and discusses concepts like integral methodological pluralism and integral program design. The document advertises additional books and guides available on integralurbanhub.org that apply integral theory to understand challenges cities face and how to address them through collaboration across sectors and worldviews.
The document discusses the transformational power of dialogue in organizations. It argues that dialogue can create collective consciousness, overcome cultural differences, and enable organizations to engage stakeholders effectively to initiate positive internal change. Dialogue allows individuals to gain new perspectives and think more clearly by exposing their own thought processes. It fosters collective creativity and coordination without artificial decision making processes. When organizations engage in dialogue internally and externally through social media, it can transform the organization by building relationships and catering communication based on audience feedback. Different views exist on implementing dialogue effectively, but it is a powerful tool that can improve organizations through awareness of challenges and collaborative solutions.
The document discusses Catherine Carlin's community development assignment exploring various theories, concepts, legislation, values, principles, ethics and practice application regarding community development. It analyzes the differences between community, community work and community development, and how Northern Ireland has become a more diverse community. The assignment also covers analyzing community strengths, needs and assets as well as stakeholder participation.
The document discusses communities of practice and knowledge. It defines a community of practice as a group of people who share a domain of interest and learn from each other through joint activities and discussions around their domain. Members develop a shared repertoire of resources and practices. The document outlines different forms of knowledge that exist within communities of practice, including content knowledge, practical knowledge, and professional knowledge. It also discusses perceived knowledge, critical knowledge, and reflective knowledge. Principles for building effective communities of knowledge and practice are provided, such as focusing on value, inviting different participation levels, and combining familiarity and excitement. The stages of community development are also outlined.
CRITICAL THINKING AND REFLECTIVE PRACTICES-Unit 9-Communities of Practice and...Ek ra
The document discusses communities of practice and knowledge. It defines a community of practice as a group of people who share a domain of interest and engage in joint activities and discussions to help each other and share information. Members develop a shared repertoire of resources and practices. The document outlines different forms of knowledge in a community of practice, including content knowledge, practical knowledge, and professional knowledge. It also discusses perceived knowledge, critical knowledge, and reflective knowledge. Principles for building effective communities of knowledge and practice are provided, such as focusing on value, inviting different participation levels, and combining familiarity and excitement. The stages of community development are also outlined.
Communities of Practice and Knowledge-8611-UNIT 9EqraBaig
The document discusses communities of practice and knowledge. It defines a community of practice as a group of people who share a domain of interest and engage in joint activities and discussions to help each other and share information. Members develop a shared repertoire of resources and practices. The document outlines different forms of knowledge in a community of practice, including content knowledge, practical knowledge, and professional knowledge. It also discusses perceived knowledge, critical knowledge, and reflective knowledge. Principles for building effective communities of knowledge and practice are provided, such as focusing on value, inviting different participation levels, and combining familiarity and excitement. The stages of community development are also outlined.
Sustainable community development from whats wrong to whats str.docxmabelf3
Sustainable community development: from what's wrong to what's strong | Cormac Russell | TEDxExeter: Link to video
Asset Based Community Development (Philippines): Link to video
Truly sustainable economic development: Ernesto Sirolli at TEDxEQChCh: Link to video
Remember it is important to listen to the people of the community about what they want rather than to decide to make your own plan. You have involve them and empower them. Look what assets they have and by asset it can be their skills too which you can utilize to bring positive change in the community.
Community development
SWK301
SEMINAR 6.
Locating Community Development
‘Community work’ is used as a generic term for much of the work people do in communities, however-
‘community development aims to transform unequal, coercive and oppressive structures …..’ (Kenny, 2015)
*
Rothmans typology…Community DevelopmentSocial Planning
Social ActionGoalsCapacity building, network building, self help, process orientated.To solve a particular problem. Task orientatedSocial change
Institutional change
Power shiftsAssumptionsPeople need community. The community holds the answers to it’s issues.There are substantive problems that experts can fixSociety is unjust and unequal. Power must be challengedStrategies for changeInvolvement of broad range of people to determine and address their own issuesGather data about issue and make decisions about most logical course of actionConsciousness raising and mobilizing of people to take action against the causes of oppressionCharacteristics, tactics used Consensus, communication, discussion among diverse groupsConsensus or conflictConflict, direct action, confrontation, negotiation.Practitioner rolesFacilitator, networker, event management, group worker, Expert, researcher, analyst, social policy worker, project managerAdvocate, organiser, media liaison, event management
Rothmans typology
*
Popple’s Models of Community Work Practice ModelStrategyMain role/title of workerExamples of work/agenciesKey textsCommunity CareCultivating social networks and voluntary services. Developing self-help concepts.Organizer / VolunteerWork with older people, persons with disabilities, children under 5 years oldBeresford & Croft (1986); Heginbotham (1990); Mayo (1994)Community organisationImproving co-ordination between different welfare agenciesOrganizer / Catalyst / ManagerCouncils for Voluntary Service, Racial Equality Councils, SettlementsAdamson et al. (1988); Dearlove (1974); Dominelli (1990)Community developmentAssisting groups to acquire the skills and confidence to improve quality of life. Active participation.Enabler / Neighbourhood Worker / FacilitatorCommunity groups, Tenants groups, citizens organisations…..Association of Metropolitan Authorities (1993); Barr (1991)Social/community planningAnalysis of social conditions, setting of goals and priorities, implementing and evaluating services and programmesEnabler / Facilitator.
Iowa Student Personnel Association Pre-Conference Workshop
Developing Leaders to Foster Inclusion & Social Change
Presenter: Dr. Heidi Levine, Assistant Vice President for Student Affairs and Dean of Students at Cornell College
Monday, October 21, 2013, 10:00 am to Noon, St. Ambrose University
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.
The document summarizes a partnership between the San Diego Food Bank and Blueprint Research & Design to evaluate the Food Bank's programs and organizational capacity. Through the partnership, Blueprint conducted an online organizational capacity assessment survey of leadership, staff and board members to identify strengths and areas for improvement. Blueprint also developed evaluation plans and tools for two key Food Bank programs to help measure outcomes and set targets. The plans focused on clarifying program goals, reviewing existing data collection, identifying process and outcome measures, and making recommendations to improve evaluation of increasing access to food, awareness of hunger issues, and access to nutrition resources.
This document provides information about an Innovation Lab hosted by the Alliance Healthcare Foundation. It includes an agenda for the lab which involves identifying problems, creating and exploring ideas, developing prototypes, and getting feedback. The lab aims to surface solutions that can create positive change. Attendees are asked to consider what issues should be addressed and what outcomes they hope to see from further discussion and testing of solutions. Background is provided on the foundation's funding programs and strategic vision of advancing health through innovation.
The document summarizes a board meeting presentation about 2-1-1 services. 2-1-1 is a phone and online information and referral service that connects people with community services and disaster assistance. The presentation provides an overview of what 2-1-1 is, its history, how calls are handled, services provided in San Diego such as health navigation and military/veteran support, expansion to Imperial County, and the role of 2-1-1 in outreach and enrollment for Covered California health insurance. Board members are encouraged to help promote and support the new 2-1-1 services in Imperial 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."
The document outlines the agenda and process for the Alliance Healthcare Foundation's Listening & Funding Forum. The forum will include opportunities for community organizations to provide input to AHF on local needs and priorities. AHF will also present information on their grant opportunities, including Innovation Initiative grants, Mission Support grants, and Responsive grants. Attendees will learn about AHF's application, review, and funding decision process. The goal is to gather community feedback to inform AHF's funding strategies and better address the needs of vulnerable populations in their service areas.
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.
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.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
2. No problem can be solved from
“
the same consciousness that
created it. We must learn to
see the world anew.”
Einstein
3.
4. “Coming together for the joint ownership of
decisions and collective responsibility for
achieving the jointly agreed-upon objectives…”
(Gray,1989)
Wherein voluntarily folks are “…brought
together by a shared desire …”
(Moote, et. al., 2000)
That aligns with the values and needs of the
Community to be served.
5. Helps to address complex problems more
effectively;
Brings together diverse
perspectives, knowledge, and interests;
Creates a broader capacity to implement
solutions.
(Firehock, 2011)
6. How can nonprofits…”collaborate
on behalf of … community
problems or challenges? What
might facilitate a
broader, community wide
collaboration?”
Jennings (2009)
7. What if We Knew a Different
Way of Leading For a Future
that is Distinct from the Past:
What would that call of us?
8.
9.
10. “An ethic of stewardship for people and
place…
…an expansion of “me & mine” to “we &
ours…
…To do so requires a sense of (place)
and relatedness.”
(Dukes, 2011)
12. Leadership/ Relationship Influence:
Developing Relatedness
Emergent Innovation & Change Process
Implementation:
Community Building and Ongoing Dialogue
Content/ Issue Specific but Flexible
Collaborative Initiative(s) with Multiple Perspectives
13. We create community when we
bring in our authentic selves
and share in the creation of
positive narratives about who
we are and what’s possible in
our relatedness.
14. Time: There is enough time
Mystery is valued: What would surprise you
by being here?
Reflection is valued.
Relationships/intimacy as a community is the
goal.
Believe people show up with generosity.
15. New narratives of what is
possible are derived through
meaningful conversations.
16. We are here, because all of you are
developing the human agency for the
Common Good!
You are the voices for an alternative narrative!
Therefore, What’s the prevailing narrative you
are seeking to alter through your efforts?
18. We are social by nature, and authentic change
for the common good requires the restoration
of humanity!
Relationships are the promise of
intimacy that can accomplish that.
We act upon that and whom we
Care about! The mutuality of
relationship binds us…
19. Creating Community is first and
foremost an engagement of
individuals together to create
something of meaning
20. Every community/organizational change is
preceded by a personal one;
Relational influence touches my human being
and that is why it is so powerful!
21. Time with each other/ stakeholder
Acts of service to one another/ stakeholders
Developing Trust that one’s well-being is
held in value by one another
Sense of mutuality: What am I giving, what
am I receiving? And, What are we building?
22.
23. Welcome each other to the
conversation.
What has brought you here to this
meeting?
Share what the meaning of
collaboration is for you?
24. Who has commitment to the new narrative?
Who has power to advocate/ support an
alternative future?
Who can bring resources?
Who is in the “community” you’re working to
change?
Who is willing to take the risks to empower
innovation and action?
Block, 2008
Editor's Notes
With all we know why can’t we solve the healthcare challenges of the poor and displaced? What is the narrative that keeps us from creating sustainable solutions? Consumerism vs. Citizenship, Achievement vs. Collaboration, Autonomy vs. Relationship
Current policy and government and other funding streams serve to silo missions and activities towards one kind of problem, issues or challenge. This is now the dominant paradigm that drives how services are conceptualized, organized, and delivered. Including how we measure effectiveness and impact.
Need to overcome rules for planned programs of existing rational models of deliveryChallenge Paradigm of what creates authentic change.Rewrite rules of change leadership.Understanding what being helpful really mean?Courage to be bold and committed to a new way of being……
Creating the dialogue to support the efforts….
This is why we’re here today:
Why the focus on RelationshipsWe grow in, through, and toward relationships, in part, because they hold meaning for usConnection with others is central to our psychological well being, empathy, responsiveness (influence), and growth (ability to survive and thrive).Adapted from Frager & Fadiman (2006)
Creating Change is coupled with the ideas of making a difference, being a change agent, and contributing to another person’s well-being and productivityIt is an exploration of:Who are we What we have to contributeHow we each can increase the possibility of reaching our goals
communities/organizations change because people change themselves and their actions. People become engaged in their own destiny.