Lisa Colton's presentation on synagogues as networked nonprofits, the first in a 6 part 2011-12 series funded by SYNERGY at UJA Federation of New York.
URJ Social Media Boot Camp: Art of Being a Networked NonprofitLisa Colton
This document discusses how nonprofits can adopt a networked model to achieve shared goals through collaboration rather than operating as isolated organizations. It advocates moving from a "fortress" model that separates insiders from outsiders to a "sponge" model with constant information sharing. Key aspects of the networked nonprofit discussed include empowering community members through micro-planning, providing support as needed, questioning assumptions about roles and processes, and accepting risk through experimentation and culture change. The presentation aims to help nonprofits better utilize networks and simplify processes to more efficiently achieve their missions.
Art of the Networked Nonprofit: URJ Social Media Boot CampLisa Colton
The document discusses how nonprofits can adopt a networked model to achieve shared goals through collaboration. It notes that millennials prefer transparency, fast-paced and efficient work, and collaboration over traditional hierarchical structures. Nonprofits are encouraged to question assumptions about membership, hiring expertise, and evaluating progress. The networked model emphasizes empowering community members to micro-plan and experiment, and providing support as needed. This represents a shift from traditional fortress-like organizations to more porous and collaborative sponge-like structures. Risks of this cultural change are also addressed.
Art of Being a Networked Nonprofit - URJ Boot CampLisa Colton
This document discusses how nonprofits can become more networked organizations. It advocates moving from traditional "fortress" models where organizations keep outsiders out, to "sponge" models that allow constant information flow in and out. Key points include empowering community members through micro-planning, providing support as needed, and embracing collaboration over traditional staff hierarchies and job descriptions. The document also notes challenges like risk aversion that organizations must overcome to make this transition successfully.
The document is a slide presentation about viewing synagogues as networks rather than traditional hierarchical organizations. Some key points made in the presentation include:
- Jewish tradition is full of networks that connected people and shared resources.
- Modern communication networks allow synagogues to take a more open, transparent and collaborative approach by empowering members and testing new ideas through "micro-planning."
- Synagogues can function as hubs that bring together intrapreneurs and provide support for their efforts.
- The presentation prompts attendees to reflect on how their own congregation can work in more networked ways to engage members and address community needs.
The document discusses how women are leading digital transformation in local government by enlisting diverse expertise, empowering those on the "edge" closest to operations, and embracing collaborative ecosystem approaches. It outlines a methodology used to interview women leaders in local government about their digital approaches and highlights key themes around talent management, engagement, co-design, and connecting informal networks.
Network Weaving: URJ Social Media Boot CampLisa Colton
This document discusses how to become a successful community weaver by building and strengthening networks. It defines a network weaver as someone who works to make networks more inclusive and help people connect strategically. As a network weaver, one helps people identify opportunities, support collaborative projects, coach and encourage growth. Key aspects of being a network weaver include knowing your network, socializing, listening, making connections, and allowing networks to emerge organically over time. The benefits of strong networks include more efficient use of resources and a focus on community.
The document provides tips for building and sustaining online communities. It recommends starting with a clear purpose and defining goals for who the community is for and how it will function. It also suggests slowly growing the community by recruiting engaged early members to set standards and represent different skills and perspectives. The document advises experimenting with tools, measuring results, and adjusting strategies as needed. It emphasizes empowering highly engaged "super users" and making it easy for new people to find and join the community.
The document discusses the skills and mindset of a successful community weaver or network weaver. It defines a network weaver as someone who works to make networks healthier by connecting people strategically, helping people identify their passions, and serving as a catalyst for self-organizing groups. Some key skills of network weavers include helping people see opportunities, coaching collaborative projects, encouraging the spread of successful patterns, and helping deepen the quality of relationships. The document also provides resources for network weaving including June Holley's blog and checklist.
URJ Social Media Boot Camp: Art of Being a Networked NonprofitLisa Colton
This document discusses how nonprofits can adopt a networked model to achieve shared goals through collaboration rather than operating as isolated organizations. It advocates moving from a "fortress" model that separates insiders from outsiders to a "sponge" model with constant information sharing. Key aspects of the networked nonprofit discussed include empowering community members through micro-planning, providing support as needed, questioning assumptions about roles and processes, and accepting risk through experimentation and culture change. The presentation aims to help nonprofits better utilize networks and simplify processes to more efficiently achieve their missions.
Art of the Networked Nonprofit: URJ Social Media Boot CampLisa Colton
The document discusses how nonprofits can adopt a networked model to achieve shared goals through collaboration. It notes that millennials prefer transparency, fast-paced and efficient work, and collaboration over traditional hierarchical structures. Nonprofits are encouraged to question assumptions about membership, hiring expertise, and evaluating progress. The networked model emphasizes empowering community members to micro-plan and experiment, and providing support as needed. This represents a shift from traditional fortress-like organizations to more porous and collaborative sponge-like structures. Risks of this cultural change are also addressed.
Art of Being a Networked Nonprofit - URJ Boot CampLisa Colton
This document discusses how nonprofits can become more networked organizations. It advocates moving from traditional "fortress" models where organizations keep outsiders out, to "sponge" models that allow constant information flow in and out. Key points include empowering community members through micro-planning, providing support as needed, and embracing collaboration over traditional staff hierarchies and job descriptions. The document also notes challenges like risk aversion that organizations must overcome to make this transition successfully.
The document is a slide presentation about viewing synagogues as networks rather than traditional hierarchical organizations. Some key points made in the presentation include:
- Jewish tradition is full of networks that connected people and shared resources.
- Modern communication networks allow synagogues to take a more open, transparent and collaborative approach by empowering members and testing new ideas through "micro-planning."
- Synagogues can function as hubs that bring together intrapreneurs and provide support for their efforts.
- The presentation prompts attendees to reflect on how their own congregation can work in more networked ways to engage members and address community needs.
The document discusses how women are leading digital transformation in local government by enlisting diverse expertise, empowering those on the "edge" closest to operations, and embracing collaborative ecosystem approaches. It outlines a methodology used to interview women leaders in local government about their digital approaches and highlights key themes around talent management, engagement, co-design, and connecting informal networks.
Network Weaving: URJ Social Media Boot CampLisa Colton
This document discusses how to become a successful community weaver by building and strengthening networks. It defines a network weaver as someone who works to make networks more inclusive and help people connect strategically. As a network weaver, one helps people identify opportunities, support collaborative projects, coach and encourage growth. Key aspects of being a network weaver include knowing your network, socializing, listening, making connections, and allowing networks to emerge organically over time. The benefits of strong networks include more efficient use of resources and a focus on community.
The document provides tips for building and sustaining online communities. It recommends starting with a clear purpose and defining goals for who the community is for and how it will function. It also suggests slowly growing the community by recruiting engaged early members to set standards and represent different skills and perspectives. The document advises experimenting with tools, measuring results, and adjusting strategies as needed. It emphasizes empowering highly engaged "super users" and making it easy for new people to find and join the community.
The document discusses the skills and mindset of a successful community weaver or network weaver. It defines a network weaver as someone who works to make networks healthier by connecting people strategically, helping people identify their passions, and serving as a catalyst for self-organizing groups. Some key skills of network weavers include helping people see opportunities, coaching collaborative projects, encouraging the spread of successful patterns, and helping deepen the quality of relationships. The document also provides resources for network weaving including June Holley's blog and checklist.
The Skills & Mindset of a Successful Community WeaverLisa Colton
The document discusses the role and skills of a network weaver. It defines a network weaver as someone who works to make networks more inclusive and bridge divides by strategically connecting people for mutual benefit, helping identify passions, and catalyzing self-organizing groups. It provides tips for network weavers, such as observing networks, cultivating relationships, empowering others, being generous with sharing knowledge and introductions, and playing a supportive role in projects rather than controlling them. The document also discusses evolving community structures and resources for network weaving.
SilverStripe Developer Community: A RetrospectiveCam Findlay
Covers the concept of Communities of Practice that underpins most open-source software communities: specifically applying this to the SilverStripe Content Management System Community.
How Network Orgs and Free Agents Are Reinvigorate Social ChangeJason Mogus
Network organizations are reinvigorating change organizing by embracing a more networked approach that is better suited to today's digital world. These "networked nonprofits" operate using a social, transparent, and simple model that centers people and relationships. They engage supporters in co-creating solutions through open sharing and collaboration beyond organizational walls. While this high engagement model maps well to web values, network organizations also face limitations in areas like long-term policy work that require institutional scale and expertise.
Introduction and benefits of Communities of PracticeMichael Norton
The document discusses communities of practice (CoPs), which are networks that connect individuals facing common problems or interests. It provides statistics on the UK local government CoP website, including over 55,000 registered members across more than 1,300 communities. The document highlights several benefits of CoPs according to local government employees, such as saving time by accessing responses to ideas more quickly, developing new projects, avoiding duplicating work, and building professional relationships. It concludes with factors that make a CoP successful, such as having a clear purpose, safe and trusted environment, committed members, and blending online and in-person activities through good facilitation.
Social recruiting india social summit 2012 by gautamghoshGautam Ghosh
Social recruiting involves using online communities to engage talent and build employer brands. It allows companies to filter talent by skills and location, communicate with potential candidates, and cultivate future talent. However, most companies focus only on technology or resources rather than understanding their target members or designing for interaction. To succeed, companies need community managers who drive engagement across diverse audiences and build value for all members over time. Measuring engagement requires treating online communities like relationships that evolve through common interests and two-way communication.
This document summarizes a presentation on engaging employees using digital tools. The presentation covered:
1) Definitions of employee engagement and what engages employees, including leadership communication, meaningful work, and voice.
2) The role digital media can play in engagement, such as leadership visibility, recognition, and two-way communication.
3) Overcoming barriers to using social media in organizations, including setting objectives, starting small, clear guidance, and positioning social tools in the communications mix.
4) A case study of an organization using social recognition programs and online communities to foster collaboration.
5) Ways intranets can encourage innovation, such as focusing on strategic goals, quick platforms, social
This document discusses tools and best practices for managing volunteers. It recommends recruiting volunteers early, clearly defining their roles and time commitments, and matching volunteers to specific tasks. It also suggests communicating regularly, using platforms like wikis, managed sites, or social media to engage volunteers, and providing value through networking and a sense of contribution. While many apps exist, the most important thing is motivating people to take action and work together effectively towards a shared goal.
Communities of Practice: a strategy for more effective collaborationCollabor8now Ltd
Steve Dale presented on using communities of practice (CoPs) as a strategy for more effective collaboration in local government. Local government in England and Wales employs over 2 million people across 367 authorities to deliver 700 services with an annual budget of over £106 billion. A 3-year knowledge management strategy started in 2005 to utilize CoPs to bring new knowledge into organizations and grow existing knowledge. The strategy involved various planning and piloting phases from 2005-2007 and has led to over 85,000 people registered across 1,500 CoPs. Lessons learned emphasize that technology should enable rather than dictate collaboration and communities need facilitation to succeed.
People culture behavior creating social outcomesJon Ingham
1) The document discusses factors that enable successful and sustainable collaborative platforms and cultures in organizations. It covers topics like developing trust-based relationships, aligning HR practices to collaboration, focusing on important tasks, and executives modeling collaborative behavior.
2) Specific examples discussed include how TSA built trust through transparency, Zappos' employee training process, P&G's principles that allow creativity, and Cisco's use of councils for important goals.
3) The key message is that collaboration requires supportive organizational cultures with factors like trust, aligned processes, challenging work, and leaders who demonstrate collaborative skills.
This document provides an overview of a social media academy for a Jewish day school. It discusses moving from traditional hierarchical models of communication to a network model that is more collaborative. It outlines the benefits of strong networks and steps to improve network health, including understanding the existing network, knitting people together, and growing the network by sharing leadership and engaging people. The goal is to help schools work as effective networks to better connect and support their communities.
Creating strong & passionate agile communities of practiceAllison Pollard
Everyone hits a challenge at some point in adopting agile and belonging to a larger community can help you overcome those challenges. Whether you call it a tribe, a user group, or a community of practice, having a group of people to share ideas with and learn from is a valuable tool to further your personal development and maintain your sanity. Learn about what communities of practice are, how to start them, and why they’re an important part of growing agile.
In 2010, Vancity credit union redesigned their intranet. The intranet incorporates many social features and now allows for two way communication. The intranet was built on the SharePoint 2010 platform.
Employee Voice is the idea and innovation “engine” or maybe it’s better characterised as the oil that lubricates ideas and makes innovation become a habit!
Harnessing the benefits of online communities of practice (CoPs)johnt
The document discusses how online communities of practice (CoPs) can help harness knowledge sharing in distributed global organizations like engineering consultancy firm Hatch Associates. It outlines how CoPs were introduced at Hatch to connect employees, facilitate knowledge exchange, and reduce time spent searching for information. Over 50 CoPs now operate based on employee needs and interests to improve collaboration and productivity.
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Creating and Sustaining Successful Networks focused on providing best practices for building and maintaining effective networks. It discussed the importance of establishing a clear purpose and principles, understanding network structure, and utilizing appropriate tools and leadership approaches. Specific topics included defining success, incorporating new members, decentralizing networks, and leveraging both online and in-person interactions. The overall goal was to enhance participants' ability to develop healthy, impactful networks.
This document discusses how organizations can use communities of practice to spread agile experiences and knowledge across teams. It recommends establishing a community of practice that is open to all, allows for different levels of participation, provides public and private spaces for sharing, focuses on creating value, and maintains a balance of familiarity and excitement. The community should be designed for evolution, encourage dialogue between perspectives, and establish a rhythm to cultivate a shared identity and spread the expertise of agile enthusiasts.
1. The document discusses how social media is evolving and becoming more participatory, open, conversational, and connected as people participate in online communities.
2. It provides an overview of common social media tools like Facebook, Twitter, and blogs and how organizations can use them to listen, engage, share content and generate buzz in order to build communities around their mission.
3. The key recommendations are to listen to conversations, add value through engaging content, invite user participation, leverage multiple channels to spread messages, and focus on community building rather than just the organization.
This document summarizes a presentation about using social media for Jewish education. It discusses the key characteristics of social media like participation, openness, conversation, and connectivity. It outlines five new rules for social media use: focus on gaining attention, listen and engage in conversation, add value and be generous with content, be authentic, and prepare for constant change. Examples are given of Jewish organizations successfully using Facebook and blogs. The presentation encourages Jewish educators to use social media to build communities and share valuable content.
The document discusses the basics and strategies of social media. It outlines a 5 stage process for social media participation: listening, engaging, using social content, generating buzz, and community building. Key points include using tools like Google Alerts to listen to conversations, adding value when engaging audiences, inviting user generated content, using multiple channels to generate buzz, and empowering communities to collaborate. Metrics for measuring success are also addressed.
This document discusses the concept of a "Social Sermon" which aims to engage communities in online Jewish learning and relationship building that can then be brought back to local in-person communities. It involves using convenient online tools for content sharing, reflection and discussion, while maintaining relevance to local issues. The document also questions assumptions about how learning and community must happen, and advocates rethinking strategies to engage more people on the platforms they already use, like Facebook, Twitter and blogs.
The Skills & Mindset of a Successful Community WeaverLisa Colton
The document discusses the role and skills of a network weaver. It defines a network weaver as someone who works to make networks more inclusive and bridge divides by strategically connecting people for mutual benefit, helping identify passions, and catalyzing self-organizing groups. It provides tips for network weavers, such as observing networks, cultivating relationships, empowering others, being generous with sharing knowledge and introductions, and playing a supportive role in projects rather than controlling them. The document also discusses evolving community structures and resources for network weaving.
SilverStripe Developer Community: A RetrospectiveCam Findlay
Covers the concept of Communities of Practice that underpins most open-source software communities: specifically applying this to the SilverStripe Content Management System Community.
How Network Orgs and Free Agents Are Reinvigorate Social ChangeJason Mogus
Network organizations are reinvigorating change organizing by embracing a more networked approach that is better suited to today's digital world. These "networked nonprofits" operate using a social, transparent, and simple model that centers people and relationships. They engage supporters in co-creating solutions through open sharing and collaboration beyond organizational walls. While this high engagement model maps well to web values, network organizations also face limitations in areas like long-term policy work that require institutional scale and expertise.
Introduction and benefits of Communities of PracticeMichael Norton
The document discusses communities of practice (CoPs), which are networks that connect individuals facing common problems or interests. It provides statistics on the UK local government CoP website, including over 55,000 registered members across more than 1,300 communities. The document highlights several benefits of CoPs according to local government employees, such as saving time by accessing responses to ideas more quickly, developing new projects, avoiding duplicating work, and building professional relationships. It concludes with factors that make a CoP successful, such as having a clear purpose, safe and trusted environment, committed members, and blending online and in-person activities through good facilitation.
Social recruiting india social summit 2012 by gautamghoshGautam Ghosh
Social recruiting involves using online communities to engage talent and build employer brands. It allows companies to filter talent by skills and location, communicate with potential candidates, and cultivate future talent. However, most companies focus only on technology or resources rather than understanding their target members or designing for interaction. To succeed, companies need community managers who drive engagement across diverse audiences and build value for all members over time. Measuring engagement requires treating online communities like relationships that evolve through common interests and two-way communication.
This document summarizes a presentation on engaging employees using digital tools. The presentation covered:
1) Definitions of employee engagement and what engages employees, including leadership communication, meaningful work, and voice.
2) The role digital media can play in engagement, such as leadership visibility, recognition, and two-way communication.
3) Overcoming barriers to using social media in organizations, including setting objectives, starting small, clear guidance, and positioning social tools in the communications mix.
4) A case study of an organization using social recognition programs and online communities to foster collaboration.
5) Ways intranets can encourage innovation, such as focusing on strategic goals, quick platforms, social
This document discusses tools and best practices for managing volunteers. It recommends recruiting volunteers early, clearly defining their roles and time commitments, and matching volunteers to specific tasks. It also suggests communicating regularly, using platforms like wikis, managed sites, or social media to engage volunteers, and providing value through networking and a sense of contribution. While many apps exist, the most important thing is motivating people to take action and work together effectively towards a shared goal.
Communities of Practice: a strategy for more effective collaborationCollabor8now Ltd
Steve Dale presented on using communities of practice (CoPs) as a strategy for more effective collaboration in local government. Local government in England and Wales employs over 2 million people across 367 authorities to deliver 700 services with an annual budget of over £106 billion. A 3-year knowledge management strategy started in 2005 to utilize CoPs to bring new knowledge into organizations and grow existing knowledge. The strategy involved various planning and piloting phases from 2005-2007 and has led to over 85,000 people registered across 1,500 CoPs. Lessons learned emphasize that technology should enable rather than dictate collaboration and communities need facilitation to succeed.
People culture behavior creating social outcomesJon Ingham
1) The document discusses factors that enable successful and sustainable collaborative platforms and cultures in organizations. It covers topics like developing trust-based relationships, aligning HR practices to collaboration, focusing on important tasks, and executives modeling collaborative behavior.
2) Specific examples discussed include how TSA built trust through transparency, Zappos' employee training process, P&G's principles that allow creativity, and Cisco's use of councils for important goals.
3) The key message is that collaboration requires supportive organizational cultures with factors like trust, aligned processes, challenging work, and leaders who demonstrate collaborative skills.
This document provides an overview of a social media academy for a Jewish day school. It discusses moving from traditional hierarchical models of communication to a network model that is more collaborative. It outlines the benefits of strong networks and steps to improve network health, including understanding the existing network, knitting people together, and growing the network by sharing leadership and engaging people. The goal is to help schools work as effective networks to better connect and support their communities.
Creating strong & passionate agile communities of practiceAllison Pollard
Everyone hits a challenge at some point in adopting agile and belonging to a larger community can help you overcome those challenges. Whether you call it a tribe, a user group, or a community of practice, having a group of people to share ideas with and learn from is a valuable tool to further your personal development and maintain your sanity. Learn about what communities of practice are, how to start them, and why they’re an important part of growing agile.
In 2010, Vancity credit union redesigned their intranet. The intranet incorporates many social features and now allows for two way communication. The intranet was built on the SharePoint 2010 platform.
Employee Voice is the idea and innovation “engine” or maybe it’s better characterised as the oil that lubricates ideas and makes innovation become a habit!
Harnessing the benefits of online communities of practice (CoPs)johnt
The document discusses how online communities of practice (CoPs) can help harness knowledge sharing in distributed global organizations like engineering consultancy firm Hatch Associates. It outlines how CoPs were introduced at Hatch to connect employees, facilitate knowledge exchange, and reduce time spent searching for information. Over 50 CoPs now operate based on employee needs and interests to improve collaboration and productivity.
For many years, organizations that have been recognized as best places to work have received that recognition because they have cultures that create the conditions for people to thrive personally and professionally. Cultures in organizations that are good places to work develop environments in which people work together in support of the mission and vision.
Creating and Sustaining Successful Networks focused on providing best practices for building and maintaining effective networks. It discussed the importance of establishing a clear purpose and principles, understanding network structure, and utilizing appropriate tools and leadership approaches. Specific topics included defining success, incorporating new members, decentralizing networks, and leveraging both online and in-person interactions. The overall goal was to enhance participants' ability to develop healthy, impactful networks.
This document discusses how organizations can use communities of practice to spread agile experiences and knowledge across teams. It recommends establishing a community of practice that is open to all, allows for different levels of participation, provides public and private spaces for sharing, focuses on creating value, and maintains a balance of familiarity and excitement. The community should be designed for evolution, encourage dialogue between perspectives, and establish a rhythm to cultivate a shared identity and spread the expertise of agile enthusiasts.
1. The document discusses how social media is evolving and becoming more participatory, open, conversational, and connected as people participate in online communities.
2. It provides an overview of common social media tools like Facebook, Twitter, and blogs and how organizations can use them to listen, engage, share content and generate buzz in order to build communities around their mission.
3. The key recommendations are to listen to conversations, add value through engaging content, invite user participation, leverage multiple channels to spread messages, and focus on community building rather than just the organization.
This document summarizes a presentation about using social media for Jewish education. It discusses the key characteristics of social media like participation, openness, conversation, and connectivity. It outlines five new rules for social media use: focus on gaining attention, listen and engage in conversation, add value and be generous with content, be authentic, and prepare for constant change. Examples are given of Jewish organizations successfully using Facebook and blogs. The presentation encourages Jewish educators to use social media to build communities and share valuable content.
The document discusses the basics and strategies of social media. It outlines a 5 stage process for social media participation: listening, engaging, using social content, generating buzz, and community building. Key points include using tools like Google Alerts to listen to conversations, adding value when engaging audiences, inviting user generated content, using multiple channels to generate buzz, and empowering communities to collaborate. Metrics for measuring success are also addressed.
This document discusses the concept of a "Social Sermon" which aims to engage communities in online Jewish learning and relationship building that can then be brought back to local in-person communities. It involves using convenient online tools for content sharing, reflection and discussion, while maintaining relevance to local issues. The document also questions assumptions about how learning and community must happen, and advocates rethinking strategies to engage more people on the platforms they already use, like Facebook, Twitter and blogs.
The document discusses capturing and retaining users' interest through effective home page content management. It provides goals of identifying key variables for engaging home page design, comparing examples of design principles, and demonstrating home page makeovers. Specific design principles discussed include color palette consistency, balancing density and white space, proportional photos and graphics, symmetry, unity, managing "below the fold" content, and thoughtful use of font formatting and teaser wording. Examples and a makeover illustrate these principles in practice.
Commandments of Social Media, Westchester, June 2010Lisa Colton
The document discusses the basics and strategies of social media. It outlines a 5 stage process for social media participation: listening, engaging, using social content, generating buzz, and community building. Key points include using tools like Google Alerts to listen to conversations, finding places to engage audiences, inviting user generated content, using multiple channels to generate buzz, and empowering communities to collaborate around an organization's mission. Metrics for measuring success include donations, leads, subscribers, engagement, and brand impact.
This document summarizes a presentation for Jewish educators on using social media. It discusses how educators are often responsible for an organization's technology without a technical background. It encourages educators to see the value their knowledge brings and influence organizations positively. Barriers to technology evolution like steep learning curves and risk are addressed. Educators are told to focus on their mission, learn constantly, and view change as less risky than stagnation. New rules of digital attention and authentic engagement are outlined. Educators are advised to get stakeholders aligned on goals and measurements to move organizations forward successfully in the digital age.
The document discusses communities of practice, which are informal groups of people who share a common domain of interest and work together to develop their knowledge and expertise. It provides examples of early communities of practice at Chrysler and Xerox, and defines the key elements of a community as having a domain, practice, and community. The rest of the document outlines reasons for using communities of practice, examples of how different organizations have implemented them, and recommendations for starting a new community of practice, including engaging members, establishing a shared vision, and finding ways to quickly provide value.
Beyond functional silos with communities of practiceDennis Stevens
Explore the concept of communities of practice and how they are a vital component for agile organizations. From providing tactical support in issue resolution, to being stewards of knowledge across vast enterprises, and even helping create support for the larger organizational change, communities of practice are a vital component in improving organizational agility.
This document discusses how synagogues can build community and engagement in a networked age. It emphasizes the importance of conceptualizing the community as a dynamic network with fluid boundaries rather than a closed group. Key strategies proposed include mapping networks to understand connections, acting as a platform for community members to socialize and organize projects, appointing network weavers to facilitate connections, using appropriate tools to listen and engage members, empowering "intrapreneurs", and embracing risks associated with shifts to more networked and transparent models of governance, operations, and culture. The document provides additional resources on these topics.
The document discusses key concepts around social networks and online communities. It provides definitions for social networks and online communities, explaining their differences and strengths. It lists common types of members in social networks, from Creators to Inactive users. Success factors for social networks are identified as Remuneration, Influence, Belonging, and Significance. Examples of social networks like Barack2.0 and WIND are discussed. The document emphasizes connecting with users, engaging them, and communicating consistently and positively.
5 steps to becoming a social enterprise andrew bishop-jacobsJacobs Australia
1) A social enterprise uses social software to connect employees, share knowledge openly, and improve collaboration. It focuses on people, connections between people, and open sharing of information.
2) Implementing social software in a business can increase productivity, speed of knowledge sharing, and employee satisfaction while reducing costs. It creates a more engaged workforce with better access to expertise.
3) To implement a social enterprise, a company needs to select appropriate social tools, integrate them with existing systems, address any concerns about open sharing, and get buy-in from influencers through education and visible benefits. Strategic selection of tools is important.
5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Ja...Andrew Bishop
1) A social enterprise uses social software to connect employees, improve collaboration, and make information more open and accessible. This increases engagement, productivity, and business performance.
2) Key aspects of a social enterprise include rich user profiles to help people know each other, collaboration tools, and open sharing of work updates.
3) Benefits include faster access to knowledge and experts, improved innovation, and reduced communication costs. Surveys find increased employee satisfaction and productivity.
The document discusses using social media tools like Yammer and Facebook to connect the 18,000 students, 1,250 teachers, and 400+ administrators in the Allentown school district. It proposes starting with familiar social tools and self-organizing groups to harness collective intelligence. Next steps include getting leadership support, educating key stakeholders on the goals of social learning, starting a pilot group, and then expanding participation through regular discussions and facilitation. The goal is to use social connections to encourage collaboration and knowledge sharing across the school community.
The webinar discussed driving long term engagement in talent communities. It explored how social technologies are changing talent management practices and the workforce. Online communities play a role by connecting people with similar interests and allowing them to share information. The webinar covered best practices for getting started, maintaining engagement, and measuring community efforts. Questions from participants were encouraged throughout the presentation.
This document provides guidance for individuals and organizations looking to take on professional community building work. It begins by outlining the audience and objectives. The audience includes those passionate about transforming their community's systems who feel alone in their work. The objectives are to provide a mental model, checklist, and examples to help get started. It then delves into what professional community building entails, including strategically and authentically building communities to address social problems. Key aspects covered are understanding the current situation, reengaging the community, and fueling members to work together towards solutions.
This document summarizes a webinar about communicating vision and value in nonprofit organizations. The webinar discusses moving beyond linear strategic thinking to embrace more complex and adaptive systems approaches. It explores envisioning as an ongoing process of open dialogue and discovery rather than fixed plans and messages. The webinar also provides tools and strategies for communicating vision through social media in a way that pulls people in through exploration and authenticity rather than just pushing messages.
IBM has transformed from a traditional company to embrace social business by empowering its workforce to engage through social media. It developed programs like social media training, guidelines for participation, and an expertise locator. This enabled thousands of employees to publish content and engage online. IBM also created systems to map the social media landscape, measure engagement, and identify influential voices and topics. The goal was to accelerate forward thinking by designing a trusted digital system for interaction between experts and customers.
Infusionsoft Socially Enabled Internal Communication ProposalKimberle Morrison
The document outlines plans to implement a social enterprise platform at Infusionsoft to improve collaboration, communication, and knowledge sharing among a growing employee base. It discusses research on best practices, identifying target user benefits, demoing potential solutions, and next steps of selecting a platform, launching an initial phase, and driving adoption. The goal is to preserve culture and connectivity as the company scales by tapping into employees' cognitive surpluses through a social workplace.
The document discusses strategies for managing people within an organization's IT department. It emphasizes that an IT department's goal is to enable behaviors that create value for the wider organization. To do so requires strategies for staff, consumers of IT services, and stakeholders. For staff, the strategies include understanding motivation and designing the organization consciously. For consumers, it involves nudging adoption through intuitive design. For stakeholders, it means consciously managing the department's brand and influence throughout the organization. The overarching goal is to define and enable the desired human behaviors that realize the department's intended value.
This document discusses taking connections and networks forward in three key areas:
1. It outlines changes in various sectors driven by digitization and calls for better network management.
2. It recommends starting with identifying needs and curating existing solutions, rather than creating new ones. Negative brainstorming can identify challenges to tackle.
3. It proposes two models that release creativity - establishing rules and incentives to mobilize communities around a shared vision in a self-organizing way. Communication of why change is needed, rather than what tools will be used, is also emphasized.
This document summarizes 12 principles of collaboration presented by Jacob Morgan. It discusses how collaboration has evolved from isolated small groups to being dynamic, transparent and boundaryless enabled by technologies. It highlights common collaboration challenges in organizations and the impact of collaboration on knowledge worker productivity, communication, and cost savings. The principles emphasize focusing on employee and customer needs, leadership by example, integration into work flows, and ongoing adaptation. Case studies from companies demonstrate benefits like improved performance, engagement, and revenue from collaboration.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
This document provides guidance on effective volunteer management. It discusses the importance of [1] clearly communicating the organization's mission and impact to volunteers to help connect them to the cause, [2] strategically recruiting and onboarding volunteers by considering their motivations and skills, and [3] ongoing training, supervision, recognition, and evaluation to retain volunteers and ensure positive experiences. The key is creating strong volunteer engagement from recruitment through retention.
University of Buffalo - School of Social Work - WorkshopBeth Kanter
The document summarizes a workshop on becoming a networked nonprofit. The workshop covered understanding where organizations are at in their digital maturity, developing a networked mindset, understanding and mapping networks, and identifying small action steps organizations can take to progress. Attendees participated in exercises like mapping their organizational networks and reflecting on their capacity to implement social media strategies incrementally. The goal was to provide ideas for organizations to take a step towards becoming more networked through open discussion and learning activities.
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Content strategy webinar: Maturing your Social Media for SynagoguesLisa Colton
Briana Kerensky introduces herself and her background in digital marketing. She discusses key topics around brands, content, and editorial calendars. Specifically, she defines what a brand and content voice are, and how editorial calendars can help plan content in advance. Her goal is to teach participants about using brand voice and positioning in digital content, and how editorial calendars can help with content planning.
The new rules: community building in the age of social: Maturing your synagog...Lisa Colton
The document summarizes Miriam Brosseau's presentation on community building in the age of social media. The presentation discusses how social media requires new rules focused on intention, transparency, and authenticity. It provides examples of how organizations have fostered these principles in their social media, such as by ensuring goals reflect their vision, sharing stories and mistakes transparently, and interacting authentically through questions and shared experiences. The presentation aims to help religious and community organizations effectively engage their audiences and build community through social media.
Paid Media: Maturing Your Social Media Practice for SynagoguesLisa Colton
This document summarizes a webinar about using paid media, specifically Google Grants and Facebook ads, for non-profit organizations. It introduces the benefits of paid media, how to apply for and make the most of Google Grants which provides $10K per month in ad credits, and how to structure effective Facebook ad campaigns through targeting, objectives, budgets and creative content. The webinar aims to help non-profits leverage paid media as part of their overall communications strategy.
Samis Foundation: Day School Advancement Prof Mini Boot CampLisa Colton
This document provides a summary of a 90-minute social media boot camp. It discusses key concepts for social media success including adopting a network mindset, the participatory and conversational nature of social media, and operating within the attention economy. It outlines 5 new rules for social media: 1) understand this is an attention economy, 2) bring your social skills, 3) add value through newsworthy, unique, and engaging content, 4) be real through personal voice and stories, and 5) strengthen your network. The document emphasizes starting with people and objectives before selecting technologies, and implementing a continuous improvement process.
The document discusses leveraging user generated content and developing brand ambassadors. It provides an agenda for a marketing session, including discussions on paid media and leveraging past participants. The session will cover defining an engagement ladder and value proposition, and identifying influential people in one's network to become ambassadors. User generated content is described as authentic content created by users that can be more creative and generate free promotion through social sharing. The document outlines best practices for planning a UGC campaign, including determining goals, identifying the target audience and influencers, triggering participation through cultural moments, and measuring success.
This document discusses managing personal and professional boundaries online. It addresses finding the right balance between being authentic yet appropriate for different audiences on social media. The key aspects covered are:
- Defining personal and professional boundaries as more blurred today due to social media
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LA Teen Social Media Fellowship Kickoff, October 2015Lisa Colton
The document summarizes a Teen Social Media Fellowship kickoff event hosted by See3, a digital agency that helps non-profits. The fellowship aims to teach teens social media strategies and skills while engaging more teens in Jewish community opportunities. At the kickoff, teens introduced themselves and learned about personal branding, storytelling techniques, interviewing skills, and the fellowship structure which includes workshops, assignments, projects and coaching. Teens were given their first assignment to introduce themselves via a blog post, interview someone with a strong personal brand, and follow local Jewish teen programs.
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The document discusses user generated content (UGC) campaigns and provides tips for activating people within an organization's network to create and share content. It recommends identifying ambassadors within the target network who are trusted voices and have large online networks. It also stresses planning campaign details like hashtags, where to post, and activities to trigger participation. The goal is for the authentic UGC to spread organically through the ambassadors' networks to reach recruitment goals. Sample campaign ideas include asking students to share college acceptance videos or photos of families at Jewish day schools.
This document summarizes Lisa Colton's presentation on connected congregations. It defines a connected congregation as one that prioritizes relationships and shared values to build a strong, engaged Jewish community. It discusses the importance of transparency and empowering community members to contribute their ideas. It also provides a case study of Beth Haverim Shir Shalom's family school program and its evolution through an open process involving parents, educators, and the board.
This document provides an introduction to the concept of a "connected congregation" through a presentation by Lisa Colton. It discusses three main points:
1. A connected congregation prioritizes relationships and shared values, aligning all aspects around building a strong, engaged community.
2. Values are the DNA of a congregation and should be expressed in all its work. Understanding a congregation's values helps guide its efforts.
3. To be truly connected, a congregation must design for social engagement between members through programs, education, and everyday interactions. Building individual relationships and collective identity strengthens the community.
NY Jewish Teen Program Social Media Boot Camp: Summer PlanningLisa Colton
This document provides guidance on leveraging social media during a summer program to promote engagement and marketing for the following year. It recommends focusing social media efforts on target audiences like current and past participants and their parents. Suggested tactics include using images and video to show the program experience, encouraging participants to share using program hashtags, playing games to generate engagement, and linking social media content back to the program website to grow the mailing list for next year. The goal is to get people who have a need for the program to know, like, and trust it through social media interactions over the summer.
This document discusses how to leverage online parent ambassadors to build a school's brand on social media. It recommends identifying influential parents within target audiences and training them to share engaging content about the school's values and successes. Content should highlight personal experiences and tag or mention other parents to encourage sharing. Developing traditions or games that represent the school's values and explicitly encourage sharing can also help content spread online through parent networks. The goal is to have ambassadors help shape what people say about the school digitally through their transparent, authentic recommendations.
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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).
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How to Implement a Real Estate CRM SoftwareSalesTown
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Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3. • Revisiting the origins of the ‘organization’
• The people-power to achieve shared goals
• Moving from fortress to sponge
• Who’s on deck? Millennials.
• Changing work patterns
TODAY’S AGENDA
4. • Shared practice
• Shared needs and
goals
• Co-investment and
support
• Minimal ‘staffing’
• What else?
History of a Jewish Communal Organization
8. NETWORKS ARE VALUABLE
WE TEND TO
GROSSLY
UNDERUTILIZE
THEM.
Or attempt to use them
in the wrong ways.
Build your network now,
before you need it.
The Lesson
12. • What is PUBLIC or TRANSPARENT information?
• Who is ’inside’ or ‘outside’ of our community?
• What is ‘membership’?
• Where do we need to hire expertise?
• How are we evaluating progress towards our mission
and goals?
Questioning Assumptions
13.
14. Listen to interests and
needs of the community Empower individuals to
members micro-plan, experiment and
evaluate. (Remember, you
don’t have to do it for them)
Reflect on how these Communal
’intrapreneurs’ went need or
about this task interest Provide support (staff,
space, experience,
systems) as needed
and helpful
Try it out! Focus on
short, strategic bursts
that can be adjusted
based on feedback
The age of the
‘permanent beta’
Micro-Planning
16. Millennials:
Transparency
Fast paced/efficient
Collaboration/teams
Divvy tasks based on skill
Meaning & impact
17. • Do old patterns
increase complexity?
• Does your org have
trouble letting go of
programs that aren’t
effective anymore?
• What technology
tools can simplify
your processes?
• How can
collaborations
simplify?
18. How are you working in more
networked ways?
What’s working well?
Where are the challenges?
19. Join Darim Online
More learning, more support, more sharing
Less money.
Join Darim Online for 50%
Coaching & consulting sessions are 25%
More info and signup:
http://nysynagogues.eventbrite.com/
20. Refreshers!
Webinars on:
• Facebook
• Twitter
• Blogging
• Foursquare and Location Based Services
• Social Media Staffing and Policies
• Leadership in a Digital Age
Examples, links, articles and more
http://libootcamp.org
21. Upcoming Darim Webinars
The Skills & Mindset of a Successful Community Weaver
November 17, 2011 1-2pm eastern
Staffing Beyond the Accidental Techie
January 11, 2012 1-2pm eastern
Social Giving
February 9, 2012 1-2pm eastern
Social Media for Jewish Learning: The Social Sermon
March 14, 2012 1-2pm eastern
Return on Engagement: How to Measure the Impact of
Your Socializing
May 17, 2012 1-2pm eastern