The document introduces the concepts of "Voice" and "Echo" which relate to an individual or group's capacity and ability to influence others. It discusses measuring influence on two axes: horizontal representing how much perceived influence a group has; and vertical representing the capacity to influence. Several diagrams are presented positioning examples of groups on the axes. Steps are outlined for increasing influence through empowering individuals, building relationships, and developing strategic links to other organizations.
This document provides an overview of a presentation on communicating change, focusing on structural and cultural change. The presentation covers identifying challenges through issues management techniques, community consultation processes, and internal and external communication campaigns. It discusses the importance of communications professionals in change management and shares lessons learned from the speaker's 30+ year career managing workplace change, emphasizing managing change through focusing on stakeholders and their welfare.
The effect of CSR content and media on reputation and stakeholder communicati...Vera Engelbertink
This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
Community Links latest research publications set out the impact of Coalition Government welfare Reform on the communities of east London. Research findings warn that the Government’s welfare reforms are likely to lead to considerable costs by wasting money in reacting to, rather than preventing, crisis. The reforms are failing claimants by pushing people towards a cliff edge.A second report "secure And Ready" identifies how a social security system tha prevented problems rather than coped with crisis could save money.
The document discusses key issues and trends affecting associations, including the economic outlook, member needs, and challenges brought on by broader shifts in technology, demographics, sectors, and volunteerism. It notes that while the economic downturn is easing, deeper issues are keeping CEOs concerned. The convergence of trends is accelerating change and potential distractions from creating real value. Associations must balance appealing to core and leading members while earning the right to drive change and deliver on both current and future needs.
H. daniels duncan consulting abcd and community partnerships 08 06 2013hddabcd
This document outlines an asset-based community development workshop. It discusses using community members' skills and passions, rather than focusing only on needs, to create change. The workshop covers collective impact initiatives, asset mapping residents' gifts to identify existing community strengths, and engaging residents in building a stronger community through collaboration. Effective partnerships are built on shared purpose, relationships and trust between organizations and community members.
Community Engagementand Capacity Buildingin Cultural PlanningEmily Robson
Presentation delivered by Kohl, Community Animator
Ontario Healthy Communities Coalition at The Ontario Rural Council's "Economies in Transition" municipal cultural planning forum in Brockville on November 17, 2008.
The document discusses how the rise of social media has impacted the practice of public relations. It conducted interviews with 8 PR practitioners to understand their perspectives on how social media has influenced their work. The findings showed that while practitioners reject the idea of completely "old" vs "new" skills, they see the transition to incorporate social media as steady rather than quick change. Practitioners also fear losing control with social media but see it as more of a tactical channel rather than strategic. The discussion examines how practitioners are maintaining traditional practices while also blurring boundaries between PR and other fields through social media. It concludes that practitioners favor a blended approach to PR rather than revolutionary changes.
This session seeks to instruct and train students who want to further engage their service with policy-oriented solutions. This session will cover the ways students can begin to seek impactful evidence-based practices to inform the policies that lead to social change.
This document provides an overview of a presentation on communicating change, focusing on structural and cultural change. The presentation covers identifying challenges through issues management techniques, community consultation processes, and internal and external communication campaigns. It discusses the importance of communications professionals in change management and shares lessons learned from the speaker's 30+ year career managing workplace change, emphasizing managing change through focusing on stakeholders and their welfare.
The effect of CSR content and media on reputation and stakeholder communicati...Vera Engelbertink
This document provides an abstract and introduction for a master's thesis that examines the effect of CSR content and media on corporate reputation and stakeholder communication. Specifically, it aims to understand how intrinsic, extrinsic, and combined CSR messages as well as different media types influence a company's reputation and stakeholders' willingness to share or react to CSR messages. The introduction provides background on CSR and discusses how communicating CSR can have both positive and negative effects depending on stakeholders' perceptions of a company's motives. It proposes examining these concepts through an online experiment testing different message types and media on reputation and secondary communication outcomes.
Community Links latest research publications set out the impact of Coalition Government welfare Reform on the communities of east London. Research findings warn that the Government’s welfare reforms are likely to lead to considerable costs by wasting money in reacting to, rather than preventing, crisis. The reforms are failing claimants by pushing people towards a cliff edge.A second report "secure And Ready" identifies how a social security system tha prevented problems rather than coped with crisis could save money.
The document discusses key issues and trends affecting associations, including the economic outlook, member needs, and challenges brought on by broader shifts in technology, demographics, sectors, and volunteerism. It notes that while the economic downturn is easing, deeper issues are keeping CEOs concerned. The convergence of trends is accelerating change and potential distractions from creating real value. Associations must balance appealing to core and leading members while earning the right to drive change and deliver on both current and future needs.
H. daniels duncan consulting abcd and community partnerships 08 06 2013hddabcd
This document outlines an asset-based community development workshop. It discusses using community members' skills and passions, rather than focusing only on needs, to create change. The workshop covers collective impact initiatives, asset mapping residents' gifts to identify existing community strengths, and engaging residents in building a stronger community through collaboration. Effective partnerships are built on shared purpose, relationships and trust between organizations and community members.
Community Engagementand Capacity Buildingin Cultural PlanningEmily Robson
Presentation delivered by Kohl, Community Animator
Ontario Healthy Communities Coalition at The Ontario Rural Council's "Economies in Transition" municipal cultural planning forum in Brockville on November 17, 2008.
The document discusses how the rise of social media has impacted the practice of public relations. It conducted interviews with 8 PR practitioners to understand their perspectives on how social media has influenced their work. The findings showed that while practitioners reject the idea of completely "old" vs "new" skills, they see the transition to incorporate social media as steady rather than quick change. Practitioners also fear losing control with social media but see it as more of a tactical channel rather than strategic. The discussion examines how practitioners are maintaining traditional practices while also blurring boundaries between PR and other fields through social media. It concludes that practitioners favor a blended approach to PR rather than revolutionary changes.
This session seeks to instruct and train students who want to further engage their service with policy-oriented solutions. This session will cover the ways students can begin to seek impactful evidence-based practices to inform the policies that lead to social change.
What now? Involvement and influence, post electionSWF
The document outlines the new UK coalition government's priorities for the voluntary sector, including making it easier for charities and social enterprises to operate, increasing resources for the sector, and facilitating partnerships between the sector and the state. It discusses plans to reduce bureaucracy, simplify gift aid, create a Big Society Bank, and appoint 5000 community organizers. The goals are to rebuild public confidence in democracy, encourage active citizenship through community involvement, and efficiently deliver services based on user needs. It also notes challenges like requiring leadership, resources, and monitoring to effectively engage communities and empower them in local policymaking and planning processes.
The South West Forum has been supporting over 70,000 social purpose organizations in the region since 2000. It provides services like conferences, workshops, networking opportunities, and advice on areas such as demonstrating impact, influencing policy, and developing partnerships. Recent work has focused on themes like the Big Society, health reform, and involving voluntary groups with Local Enterprise Partnerships. The Forum aims to strengthen and enable voluntary groups through supporting collaboration, communication, and representation of the sector's views.
Making the links: BME (Black, Minority Ethnic) Women, Gender-Based Violence, ...FEANTSA
Presentation given by Marai Larasi, Sumanta Roy, UK at a FEANTSA Research Conference on "Migration, Homelessness and Demographic Change in Europe", Pisa, Italy, 2011
Routes to Solidarity Project - supporting ethnic minority women in their stru...SWF
The Routes to Solidarity Project supports ethnic minority women in gaining representation and influence. It found that despite anti-discrimination laws, BME women remain underrepresented in politics and decision-making. The project aims to increase BME women's knowledge of their rights and develop their leadership skills. Activities include training, mentoring, and lobbying. Outcomes so far include improved participation of BME women in policy forums and a greater sense of solidarity and empowerment among participants.
Integrated local area workforce strategy virginia mc cririckSWF
The document outlines requirements for an Integrated Local Area Workforce Strategy (InLAW) to be produced by March 31st, 2011. It requires examining the social care economy broadly and engaging service users. The strategy is important to align the workforce with commissioning needs under financial constraints. It also notes that the social care market is large but faces a 30% funding cut and increasing demand due to demographic changes, doubling the needed workforce by 2025. The document ends by recommending attendees visit information booths and workshops and find ways to provide input to local authorities.
Este documento presenta los conceptos clave de una comunicación efectiva entre organizaciones sin fines de lucro y la sociedad civil. En primer lugar, explica que la comunicación es fundamental para cualquier organización y que "es imposible no comunicar". Luego, destaca que para ser efectiva, la comunicación debe ser eficiente, eficaz y lograr sus objetivos. Finalmente, resume algunos axiomas sobre una comunicación estratégica, enfatizando la importancia de entender las necesidades del público objetivo y de integrar la dimensión comunicacional desde el inicio de cualquier proyecto o programa.
Star Collaborative Presentation For Hu Gmn Techday 2010ChangeGuild
The document summarizes 12 change management tools that can be used to improve implementation performance. It discusses that most organizations lack the capability to manage change effectively. The tools provided aim to help organizations better anticipate, plan for, communicate, and manage change initiatives to increase their likelihood of success.
Star Collaborative Presentation For Hu Gmn Techday 2010ChangeGuild
The document discusses 12 change management tools that can be used to improve implementation performance. It summarizes each tool, including the learning cycle, engagement agreements, change magnitude assessments, change curves, stakeholder assessments, key role maps, defining current and future states, behavioral anchors, culture assessments, base deck communications, communication plans, and sponsor contracting. The overall purpose is to provide organizations with strategies and frameworks to better manage change initiatives.
I wanted to share some insight on one of the most challenging aspects of Grant Making. Measuring outcomes has proven to be challenging, but there is away to accomplish your goals to make the world a better place. Salesforce has put together a deck that allows stakeholders in this space the ability to develop a roadmap for success with the ability to iterate on those measurements to consistently improve outcomes.
Age NI was formed through the merger of two aging organizations to better serve older people. The merger process focused on building trust and shared vision through open communication and involvement of stakeholders. A culture and values process using Appreciative Inquiry established a framework to shape behaviors and decisions based on collaboration, inclusion, and participation. The shared governance model now ensures those impacted by decisions are involved in the process, benefiting strategic planning, informed decision making, and organizational morale.
This document discusses the growing importance of impact reporting for organizations that provide grants or funding. It outlines three stages of impact reporting: no impact reporting, minimal impact reporting by collecting common metrics, and full impact reporting through ongoing engagement to define, track, achieve and improve impact. The key is shifting from thinking of funding as philanthropy to social investing by focusing on measurable results and changes in behavior rather than just outputs. Effective impact reporting requires clear goals aligned with the organization's mission and collecting both quantitative and qualitative data on predictive and stakeholder results.
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.
Organizational change can involve changes to an organization's mission, structure, people, culture, knowledge, policies, processes, technology, products, or integration of these elements. There are many types of resistance to change, which can be covert or overt. To overcome resistance, leaders should understand the sources of resistance, identify grassroots supporters to engage others, communicate frequently and credibly about challenges and progress, use diverse communication channels, admit mistakes, and monitor progress.
Understanding Reform through Political Economy (EN)Paul Mithun
This document discusses political economy factors that influence policy reform. It identifies common constraints to reform like collective action problems, lack of trust, rent-seeking, delegation problems, and institutional manipulation. Specific constraints discussed include motivational problems from misaligned individual and group incentives, information asymmetries, and conflicting interests between policy principals and their agents. The document proposes solutions to these constraints like leadership, communication, bundling reforms together, properly choosing the timing and sequencing of reforms, and controlling the policy agenda.
The influence factor of voteTeam member Probl.docxjmindy
The influence factor of vote
Team member:
Problem description
2
we evaluate the effect of age, gender, whether an individual actually received and listened to the entire call and whether busy or not on voting.
Dataset
3
European Election Database.
Data Source
Website
Sampling Method
https://nsd.no/european_election_database/
Random Sampling; n=188
Questions of interest
4
Is there an association between gender and whether an individual vote or not?
Is there an association between age and whether an individual vote or not?
Is there an association between whether an individual actually received and listened to the entire call and whether he/she vote or not?
Is there an association between County and individual’s county development degree and whether he/she vote or not?
Analysis to be completed
5
Qualitative variables
Bivariate variables
Correlation : vote and gender
Chi-square test: vote and gender
Regression Analysis: vote and age
Correlation
Main Variables
6
Vote: binary variable. Whether an individual vote or not.
Age: age of an individual.
Female: equal to 1 for female and 0 for male.
Contact: equal to 1 for people who actually received and listened to the entire call encouraging you to vote.
County: the development degree of the voter’s county.
Univariance analysis —— Age
7
Univariance analysis —— County
8
Univariance analysis —— Vote and Age
9
1
Correlation Analysis
2
Regression Analysis
Correlation = 0.3134
The correlation between vote and age is positive and median
The fitting equation is not significant.
Univariance analysis —— Vote and Gender
10
1
Correlation Analysis
2
Chi-square test: vote and gender
Correlation = 0.3134
The gender and vote is independent.
The correlation between vote and gender is positive and median.
Univariance analysis —— Vote and Contact
11
1
Correlation Analysis
2
Chi-square test: vote and contact
Correlation = 0.1193
The correlation between vote and gender is positive and weak
Univariance analysis —— Vote and County
12
1
Correlation Analysis
2
Regression Analysis
Correlation = -0.15787
The correlation between vote and county is negative.
Fitting equation: Vote = 0.7837 – 0.0026*County
Conclusion
13
1
There is no significant association between gender and whether an individual vote or not.
The gender and vote is not dependent and the correlation between vote and gender is positive and median
2
there an positive and weak association between whether an individual actually received and listened to the entire call and whether he/she vote or not.
The correlation between vote and county is negative, the better the county’s develop, the more voters.
THANKS
Chapter 11:
Managing Organizational Change and Crises
Introduction
In this ever-changing global economy, organizational change is inevitable
Productively managing change by drawing on the strengths of an organization keeps them healthy a.
Early years evaluation findings: messages for Big Local areasLocal_Trust
By Deb James, The National Council for Voluntary Organisations (NCVO)
In April 2014 Local Trust brought in its first independent evaluators. Our job was to assess how well things are going – to look at areas’ progress and whether Big Local is starting to make a difference, and what kinds of things have helped and hindered areas in their Big Local journeys. At heart our big question was - is Big Local working? To answer that and lots of other questions, we heard from over 400 of the people most involved in making Big Local happen and studied the progress being made in more than 100 Big Local areas.
Further information:
http://localtrust.org.uk/news/blogs/the-big-local-early-years-evaluation
The document discusses the importance of measuring social impact and provides guidance on developing an impact framework. It emphasizes starting with clear objectives and engaging stakeholders, and introduces tools and principles for collecting both quantitative and qualitative data on inputs, outputs, outcomes and overall impact. The goal is to understand the difference an organization makes and clearly communicate its value to stakeholders.
Leading Change―Even If You’re Not in ChargeTechWell
Has this happened to you? You try to implement a change in your organization and it doesn’t get the support that you thought it would. And, to make matters worse, you can't figure out why. Or, you have a great idea but can’t get the resources required for successful implementation. Jennifer Bonine shares a toolkit of techniques to help you determine which ideas will—and will not—work within your organization. This toolkit includes five rules for change management, a checklist to help you determine the type of change process needed in your organization, techniques for communicating your ideas to your target audience, a set of questions you can ask to better understand your executives’ goals, and methods for overcoming resistance to change from teams you don’t lead. These tools—together with an awareness of your organization’s core culture—will help you identify which changes you can successfully implement and which you should leave until another day.
Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.
This is the 10th edition of the SOCM research and looks at how communities impact organizations.
Communities Ascend: Growing Success, Growing Risks
1) Communities Propel Engagement
2) Communities Transform Organizations
3) Community Leadership is Unevenly Distributed
Leading Change—Even If You’re Not in ChargeTechWell
Has this happened to you? You try to implement a change in your organization and it doesn’t get the support that you thought it would. And, to make matters worse, you can't figure out why. Or, you have a great idea but can’t get the resources required for successful implementation. Jennifer Bonine shares a toolkit of techniques to help you determine which ideas will—and will not—work within your organization. This toolkit includes five rules for change management, a checklist to help you determine the type of change process needed in your organization, techniques for communicating your ideas to your target audience, a set of questions you can ask to better understand your executives’ goals, and methods for overcoming resistance to change from teams you don’t lead. These tools—together with an awareness of your organization’s core culture—will help you identify which changes you can successfully implement and which you should leave until another day.
What now? Involvement and influence, post electionSWF
The document outlines the new UK coalition government's priorities for the voluntary sector, including making it easier for charities and social enterprises to operate, increasing resources for the sector, and facilitating partnerships between the sector and the state. It discusses plans to reduce bureaucracy, simplify gift aid, create a Big Society Bank, and appoint 5000 community organizers. The goals are to rebuild public confidence in democracy, encourage active citizenship through community involvement, and efficiently deliver services based on user needs. It also notes challenges like requiring leadership, resources, and monitoring to effectively engage communities and empower them in local policymaking and planning processes.
The South West Forum has been supporting over 70,000 social purpose organizations in the region since 2000. It provides services like conferences, workshops, networking opportunities, and advice on areas such as demonstrating impact, influencing policy, and developing partnerships. Recent work has focused on themes like the Big Society, health reform, and involving voluntary groups with Local Enterprise Partnerships. The Forum aims to strengthen and enable voluntary groups through supporting collaboration, communication, and representation of the sector's views.
Making the links: BME (Black, Minority Ethnic) Women, Gender-Based Violence, ...FEANTSA
Presentation given by Marai Larasi, Sumanta Roy, UK at a FEANTSA Research Conference on "Migration, Homelessness and Demographic Change in Europe", Pisa, Italy, 2011
Routes to Solidarity Project - supporting ethnic minority women in their stru...SWF
The Routes to Solidarity Project supports ethnic minority women in gaining representation and influence. It found that despite anti-discrimination laws, BME women remain underrepresented in politics and decision-making. The project aims to increase BME women's knowledge of their rights and develop their leadership skills. Activities include training, mentoring, and lobbying. Outcomes so far include improved participation of BME women in policy forums and a greater sense of solidarity and empowerment among participants.
Integrated local area workforce strategy virginia mc cririckSWF
The document outlines requirements for an Integrated Local Area Workforce Strategy (InLAW) to be produced by March 31st, 2011. It requires examining the social care economy broadly and engaging service users. The strategy is important to align the workforce with commissioning needs under financial constraints. It also notes that the social care market is large but faces a 30% funding cut and increasing demand due to demographic changes, doubling the needed workforce by 2025. The document ends by recommending attendees visit information booths and workshops and find ways to provide input to local authorities.
Este documento presenta los conceptos clave de una comunicación efectiva entre organizaciones sin fines de lucro y la sociedad civil. En primer lugar, explica que la comunicación es fundamental para cualquier organización y que "es imposible no comunicar". Luego, destaca que para ser efectiva, la comunicación debe ser eficiente, eficaz y lograr sus objetivos. Finalmente, resume algunos axiomas sobre una comunicación estratégica, enfatizando la importancia de entender las necesidades del público objetivo y de integrar la dimensión comunicacional desde el inicio de cualquier proyecto o programa.
Star Collaborative Presentation For Hu Gmn Techday 2010ChangeGuild
The document summarizes 12 change management tools that can be used to improve implementation performance. It discusses that most organizations lack the capability to manage change effectively. The tools provided aim to help organizations better anticipate, plan for, communicate, and manage change initiatives to increase their likelihood of success.
Star Collaborative Presentation For Hu Gmn Techday 2010ChangeGuild
The document discusses 12 change management tools that can be used to improve implementation performance. It summarizes each tool, including the learning cycle, engagement agreements, change magnitude assessments, change curves, stakeholder assessments, key role maps, defining current and future states, behavioral anchors, culture assessments, base deck communications, communication plans, and sponsor contracting. The overall purpose is to provide organizations with strategies and frameworks to better manage change initiatives.
I wanted to share some insight on one of the most challenging aspects of Grant Making. Measuring outcomes has proven to be challenging, but there is away to accomplish your goals to make the world a better place. Salesforce has put together a deck that allows stakeholders in this space the ability to develop a roadmap for success with the ability to iterate on those measurements to consistently improve outcomes.
Age NI was formed through the merger of two aging organizations to better serve older people. The merger process focused on building trust and shared vision through open communication and involvement of stakeholders. A culture and values process using Appreciative Inquiry established a framework to shape behaviors and decisions based on collaboration, inclusion, and participation. The shared governance model now ensures those impacted by decisions are involved in the process, benefiting strategic planning, informed decision making, and organizational morale.
This document discusses the growing importance of impact reporting for organizations that provide grants or funding. It outlines three stages of impact reporting: no impact reporting, minimal impact reporting by collecting common metrics, and full impact reporting through ongoing engagement to define, track, achieve and improve impact. The key is shifting from thinking of funding as philanthropy to social investing by focusing on measurable results and changes in behavior rather than just outputs. Effective impact reporting requires clear goals aligned with the organization's mission and collecting both quantitative and qualitative data on predictive and stakeholder results.
Reflective Writing Help GuideCan you give me some examples of .docxsodhi3
Reflective Writing Help Guide
Can you give me some examples of reflection?
· Reading and acting on your managers/peers/clients/tutors feedback on your work to improve it
· Keeping a learning journal in order to record changes in your practice/knowledge/skills.
· Keeping a record of your learning development via e.g. Pebblepad
What is reflective writing?
· much more than a description of facts or events
· critical writing, questioning different viewpoints, examining reasons
· a process through which you develop or change your opinions and/or your behaviour
How do I structure my written reflection?
There are many reflective writing models. One simple model is Rolfe’s (2001) What? So What? Now What? model.
1. What?
Report what happened, objectively without judgement or interpretation. Describe the facts and event(s) of an experience you have had. Some of the questions you might ask yourself are:
What happened?
What was my role in the situation?
What was I trying to achieve?
What actions did I take?
What was the response of others?
What feelings did it evoke in me and others?
What were the consequences (good and bad) about the experience?
This experience could be a seminar you attended, a team task in which you played a role, a work presentation you gave etc.
2. So What?
This is the level of analysis and evaluation when we look deeper at what was behind the experience. It helps you to understand what you have learnt from the experience. Some of the questions you might ask yourself are:
So what does this tell me?
So what was going through my mind when I acted?
So what did I base my actions on?
So what more do I need to know about this?
So what could/should I have done to make it better?
So what is my new understanding of the situation?
3. Now What?
This is the level of synthesis. Here you build on the previous levels to consider alternative courses of action and choose what you need to do next. Some of the questions you might ask yourself are:
Now what could I do to make things better?
Now what actions do I need to take?
Now what plans do I need to put into place?
Now what might be the consequences (long term and short term benefits/drawbacks) to you, your organisation and your colleagues of this action?
Now what might hold me back?
Now what realistic goals will I work towards?
The language of reflection
Here is a list of suggested reflective phrases you might like to use in your reflective writing:
After observation….
This comment tells me….
In this situation I should have…
Because of this activity I was prompted to…
This is an indication of…
To promote continued thinking I plan to..
With hindsight, I should perhaps have…
In retrospect…
After this activity I found…. to be significant because…
The significance of this activity…
It is important for me to realize…
This is significant because…
I acknowledge that…
I focused on….because…
I realized that…
In the future…
I have since concluded…
On ref ...
Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.
Organizational change can involve changes to an organization's mission, structure, people, culture, knowledge, policies, processes, technology, products, or integration of these elements. There are many types of resistance to change, which can be covert or overt. To overcome resistance, leaders should understand the sources of resistance, identify grassroots supporters to engage others, communicate frequently and credibly about challenges and progress, use diverse communication channels, admit mistakes, and monitor progress.
Understanding Reform through Political Economy (EN)Paul Mithun
This document discusses political economy factors that influence policy reform. It identifies common constraints to reform like collective action problems, lack of trust, rent-seeking, delegation problems, and institutional manipulation. Specific constraints discussed include motivational problems from misaligned individual and group incentives, information asymmetries, and conflicting interests between policy principals and their agents. The document proposes solutions to these constraints like leadership, communication, bundling reforms together, properly choosing the timing and sequencing of reforms, and controlling the policy agenda.
The influence factor of voteTeam member Probl.docxjmindy
The influence factor of vote
Team member:
Problem description
2
we evaluate the effect of age, gender, whether an individual actually received and listened to the entire call and whether busy or not on voting.
Dataset
3
European Election Database.
Data Source
Website
Sampling Method
https://nsd.no/european_election_database/
Random Sampling; n=188
Questions of interest
4
Is there an association between gender and whether an individual vote or not?
Is there an association between age and whether an individual vote or not?
Is there an association between whether an individual actually received and listened to the entire call and whether he/she vote or not?
Is there an association between County and individual’s county development degree and whether he/she vote or not?
Analysis to be completed
5
Qualitative variables
Bivariate variables
Correlation : vote and gender
Chi-square test: vote and gender
Regression Analysis: vote and age
Correlation
Main Variables
6
Vote: binary variable. Whether an individual vote or not.
Age: age of an individual.
Female: equal to 1 for female and 0 for male.
Contact: equal to 1 for people who actually received and listened to the entire call encouraging you to vote.
County: the development degree of the voter’s county.
Univariance analysis —— Age
7
Univariance analysis —— County
8
Univariance analysis —— Vote and Age
9
1
Correlation Analysis
2
Regression Analysis
Correlation = 0.3134
The correlation between vote and age is positive and median
The fitting equation is not significant.
Univariance analysis —— Vote and Gender
10
1
Correlation Analysis
2
Chi-square test: vote and gender
Correlation = 0.3134
The gender and vote is independent.
The correlation between vote and gender is positive and median.
Univariance analysis —— Vote and Contact
11
1
Correlation Analysis
2
Chi-square test: vote and contact
Correlation = 0.1193
The correlation between vote and gender is positive and weak
Univariance analysis —— Vote and County
12
1
Correlation Analysis
2
Regression Analysis
Correlation = -0.15787
The correlation between vote and county is negative.
Fitting equation: Vote = 0.7837 – 0.0026*County
Conclusion
13
1
There is no significant association between gender and whether an individual vote or not.
The gender and vote is not dependent and the correlation between vote and gender is positive and median
2
there an positive and weak association between whether an individual actually received and listened to the entire call and whether he/she vote or not.
The correlation between vote and county is negative, the better the county’s develop, the more voters.
THANKS
Chapter 11:
Managing Organizational Change and Crises
Introduction
In this ever-changing global economy, organizational change is inevitable
Productively managing change by drawing on the strengths of an organization keeps them healthy a.
Early years evaluation findings: messages for Big Local areasLocal_Trust
By Deb James, The National Council for Voluntary Organisations (NCVO)
In April 2014 Local Trust brought in its first independent evaluators. Our job was to assess how well things are going – to look at areas’ progress and whether Big Local is starting to make a difference, and what kinds of things have helped and hindered areas in their Big Local journeys. At heart our big question was - is Big Local working? To answer that and lots of other questions, we heard from over 400 of the people most involved in making Big Local happen and studied the progress being made in more than 100 Big Local areas.
Further information:
http://localtrust.org.uk/news/blogs/the-big-local-early-years-evaluation
The document discusses the importance of measuring social impact and provides guidance on developing an impact framework. It emphasizes starting with clear objectives and engaging stakeholders, and introduces tools and principles for collecting both quantitative and qualitative data on inputs, outputs, outcomes and overall impact. The goal is to understand the difference an organization makes and clearly communicate its value to stakeholders.
Leading Change―Even If You’re Not in ChargeTechWell
Has this happened to you? You try to implement a change in your organization and it doesn’t get the support that you thought it would. And, to make matters worse, you can't figure out why. Or, you have a great idea but can’t get the resources required for successful implementation. Jennifer Bonine shares a toolkit of techniques to help you determine which ideas will—and will not—work within your organization. This toolkit includes five rules for change management, a checklist to help you determine the type of change process needed in your organization, techniques for communicating your ideas to your target audience, a set of questions you can ask to better understand your executives’ goals, and methods for overcoming resistance to change from teams you don’t lead. These tools—together with an awareness of your organization’s core culture—will help you identify which changes you can successfully implement and which you should leave until another day.
Has this happened to you? You try to implement a change in your organization and it fails. And, to make matters worse, you can't figure out why. It may be that your great idea didn't mesh well with your organization’s culture or a host of other reasons. Jennifer Bonine shares a toolkit to help you determine which ideas will—and will not—work well within your organization. This toolkit includes five rules for change management, a checklist to help you analyze the type of change process needed in your organization, a set of questions you can ask to better understand your executives’ goals, techniques for overcoming resistance to change, and the formal roles necessary to enable successful change. These tools—together with an awareness of your organization’s core culture—allow you to identify the changes you can successfully implement. Cultural awareness helps you align your initiatives with the objectives of the organization, make your team successful, and demonstrate the value of the change, which is increasingly more important in these challenging economic times.
This is the 10th edition of the SOCM research and looks at how communities impact organizations.
Communities Ascend: Growing Success, Growing Risks
1) Communities Propel Engagement
2) Communities Transform Organizations
3) Community Leadership is Unevenly Distributed
Leading Change—Even If You’re Not in ChargeTechWell
Has this happened to you? You try to implement a change in your organization and it doesn’t get the support that you thought it would. And, to make matters worse, you can't figure out why. Or, you have a great idea but can’t get the resources required for successful implementation. Jennifer Bonine shares a toolkit of techniques to help you determine which ideas will—and will not—work within your organization. This toolkit includes five rules for change management, a checklist to help you determine the type of change process needed in your organization, techniques for communicating your ideas to your target audience, a set of questions you can ask to better understand your executives’ goals, and methods for overcoming resistance to change from teams you don’t lead. These tools—together with an awareness of your organization’s core culture—will help you identify which changes you can successfully implement and which you should leave until another day.
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
This document discusses how anticipation of political change freezes decision making for businesses and causes anxiety among the voting population. It also discusses how successful change management requires addressing how change affects people, processes, systems and technology within an organization through clear communication, defined metrics and an impactful plan. Transparency from leaders is key to helping those affected understand their role in any new direction.
Exploring the Reality of Self-Directed SupportCitizen Network
Simon Duffy explores the lessons that can be drawn from the UK experience of self-directed support. He outlines the key features of a good system for people, families and professionals in Perth, WA.
Strategic Management in Dynamic EnvironmentsStrategy Compositi.docxflorriezhamphrey3065
Strategic Management in Dynamic Environments
Strategy Composition (3-4 Pages)
Deborah enters your office, and you notice that she looks apprehensive. “Hi, Deborah. What’s up?” you ask, hoping that nothing is wrong.
“Well, your team is doing an excellent job researching, and you’ve been keeping me up-to-date on your findings. My concern is that we are approaching this from a narrow-minded approach.”
“How so?” You ask. You are puzzled. “Our team has been looking at every aspect of the company and considering both internal and external pros and cons.”
“We need your findings put into some kind of management system so we can really see where we are headed regarding our global expansion. I think we need to cover our bases here. Please report back to me next week with your thinking put into a framework.”
Complete the following:
· A balanced scorecard suggests that we view the organization from four perspectives (the learning & growth perspective, the business process perspective, the customer perspective, and the financial perspective). Briefly discuss these four perspectives analyzing what each means to your organization? Based on this analysis:
· What other strategies would be a good fit for your company profile?
· Provide a brief overview of these strategies.
· Why is it important to have more than one strategy in mind when pursuing global expansion?
· The materials found in the M.U.S.E. may help you with this assignment such as the audio file Choosing a Strategy. This file provides real-world experience that may help you with this assignment. In addition to your textbook material, here are a few resources that may help you learn more about the basics of the balanced scorecard:
· http://balancedscorecard.org/Resources/About-the-Balanced-Scorecard
· http://ap-institute.com/kpi-white-papers/what-is-a-modern-balanced-scorecard.aspx
You decide that Deborah has brought up another good point that should have been discussed in the beginning of the project. You make a note to add this to a list of project management ideas to help make future projects go smoother.
Complete the following:
· What other strategies would be a good fit for your company profile?
· Provide a brief overview of these strategies.
· Why is it important to have more than one strategy in mind when pursuing global expansion?
The materials found in the M.U.S.E. may help you with this assignment such as the audio file Choosing a Strategy. This file provides real-world experience that may help you with this assignment. (See BELOW for M.U.S.E.)
MU SE STUFF: The Benefits, Costs, and Risks of Doing Business in Another Country
The potential benefits, costs, and risks of doing business in a country are partly a function of its political and legal systems. A political system includes the structures, processes, and activities by which a nation governs itself. It is important for managers to understand whether a political system is characterized by wide or narrow participation because it forms.
Similar to Berkeley Wilde - Voice & Echo (EREV) (20)
This document outlines plans for integrating health and social care services in Plymouth, England to better address local challenges and improve people's experiences of care. It establishes four main strategies centered around keeping people healthy and independent. An integrated fund will pool £241 million for commissioned services. System Design Groups made up of various stakeholders will work to deliver the strategies and address issues through collaborative planning. The goal is to transition to a single integrated delivery function that provides seamless, personalized support through a single point of access.
The document summarizes information about the Building Better Opportunities program, which will provide £300 million over 3 years to tackle poverty and promote social inclusion in the UK. It outlines 3 proposed project outlines for the Heart of the South West LEP area, totaling £13.77 million, focused on employment support for young and older individuals and enterprise education. Key dates are provided for the first funding tranche application process. Support resources are also listed to help applicants navigate the requirements.
Building Better Opportunities - Lead Partners WorkshopSWF
The document summarizes upcoming EU funding calls for the HotSW region of England, including details on the scope and focus of each call. The first call is for adults furthest from the labor market, totaling around £10 million to support coaching, mentoring, digital skills training, and an integrated holistic service. A second call of £2.5 million for Plymouth, Devon, and Torbay will focus on increasing work readiness of young people aged 18-24 through skills development and pre-employment support like work placements. A third call of £2 million will provide enterprise education for young people aged 15+ across the HotSW region.
The document outlines a proposed activity for the Big Lottery Fund's Opt-in 2015-19 European Structural and Investment Fund program. The proposed activity includes work readiness programs for young people worth around £2.5 million, programs for adults furthest from the labor market worth around £10 million, and enterprise/employment education for young people aged 15+ worth around £2 million. It also describes key components of the offer such as delivery and match-funding services, simplified monitoring processes, and a proposed timeline for development, application, and delivery phases.
The document provides an overview of the Heart of the South West LEP's People Theme work, including developing their Strategic Economic Plan and EU Structural Investment Framework. It discusses governance arrangements for three themes of work: People, Place and Business. It also notes the progress of Growth Deals 1 and 2. For the People Group, it outlines their business-led oversight of skills, capital investments, and developing people activities in the ESIF. It proposes potential people theme investments in areas like skills for innovation, enterprise/SME competitiveness, leadership/management, and digital inclusion. It allocates over £5 million to calls under social and economic inclusion. Finally, it notes next steps of finalizing the ESIF
Slides from Gill Millar, Regional Youth Work Unit at Learning South West presented at Sout hWest Forum's ESF collaboration workshop in Exeter, 1st April 2015
Managing EU Projects - a perspective from Westward Pathfinder CEO George Curry delivered at South West Forum's st April Building Better Opportunities event
Introduction to the Heart of the South West LEP and EU Funding. Presentation delivered at South West Forum's EU Funding - Get the Latest... on 19th March 2015
The summary analyzes a case study involving funding cuts to youth clubs by a county council. The council cut funding to 50% of clubs by randomly selecting them, without considering equality impacts. One affluent urban club (Club X) challenged the decision procedurally. When the council maintained its decision, Club X applied for a judicial review alleging irrational criteria and failure to comply with public sector equality duties. A second application was then brought on behalf of a user of a rural club (Club Y) that lost funding, alleging disproportionate impacts on rural and BAME youth. The assistant is asked to advise on next steps for both challenges considering public law obligations, merits of claims, and provisions in new legislation requiring refusal if outcome would likely
This document summarizes a legal masterclass on positive action and maintaining equality in the workplace. It discusses:
1) The key positive action provisions under the UK Equality Act 2010 which allow employers to take proportionate action to encourage participation among protected groups.
2) A European Court of Justice case which found that a French law allowing more favorable treatment for some women in public sector recruitment was not justified positive action and did not achieve full substantive equality.
3) The need to balance achieving equality of opportunity through compensatory positive action without creating claims of unlawful discrimination from other groups.
This document summarizes the role of judicial review in enforcing equality laws, lessons learned from judicial review cases, and recent and potential future changes to judicial review. Specifically, it notes that judicial review is an important mechanism for enforcing laws like the Public Sector Equality Duty. It outlines grounds for challenge like procedural fairness, legality, and rationality. Recent changes like reduced legal aid may decrease the number and quality of challenges. Proposed reforms could further limit standing and increase costs risks.
This document outlines key principles of European equality law as presented by Robin Allen QC. It discusses the fundamental principle of equality recognized by the European Court of Justice, as well as equality rights and principles contained in the Charter of Fundamental Rights. It also summarizes several important EU directives prohibiting discrimination on various grounds in employment, occupation, and access to goods and services. The document provides an overview of European legal sources that have advanced the goal of non-discrimination and equal treatment.
Purpose: to introduce yourself and outline the content and style of the session
Purpose: to warm people up, give you an idea of who is there and what there expectations are Flipchart their responses to what interest them about the session
Purpose: to be clear about the aims of the session
Purpose: to get participants thinking about and relating to the idea of ‘influence’ See Exercise 1 in Part 1 – Handy Guide
Purpose – to illustrate the complexities of the term ‘influence’
Purpose: to illustrate the different ways in which ‘influence’ can be interpreted, introduce some of the issues around evaluating influence and offer people an opportunity to comment
Purpose - to introduce your audience to what Voice looks like - to provide a brief overview of Voice as a whole
Purpose – to get an immediate idea of how much influence people feel the group has This is about individuals making their own personal judgement. See Exercise 3 in Part I – Handy Guide and, for more detail, Section 4 in Part 2 – assessment tool
Purpose To introduce the vertical axis To take the audience through each of the 10 steps – telling a story To clarify that the point at which the horizontal axis is crossed goes from looking internally to being outward facing See Exercise 2 in Part 1 – Handy Guide and, for more detail Section 3 in Part 2 – assessment tool
Purpose: to illustrate how Voice can reflect a range of experiences relating to power and influence You may want to an exercise around this See Section 2 in Part 2 – assessment tool
Purpose: to show how the indicators relate to the step itself and illustrate how the capacity of people is increasing See Section 3 in Part 2 – assessment tool You should stress that this is about individual members of the group – not the group as a whole
Purpose: illustrate the increased capacity of networks who are positioned higher up the vertical axis Stress that this is now about the group as a collective whole
Purpose: to show that the indicators relate to different aspects of what makes us influential as groups, networks and communities (as opposed to individuals who are in particular positions of ‘power’) See Section 2 in Part 3 – development tool Some suggested things to say: “You may have noticed that the indicators have symbols next to them – there are 5 different symbols – These symbols – when taken together – are about community empowerment – working in ways which make sure that what you are doing is an empowering experience for your members and those around you, and that your group, and the people involved in it are empowered. So you can really see what you do well and what you might need to work on …. When you are going through the indicators for the different steps there may be some symbols that you tick every time – and others that are always harder. This ‘coding’ helps you to see where your strengths are – the ones you can shout about – and perhaps help others with.
Purpose: This is an opportunity for participants to assess their capacity to influence, to get them talking to each other and to provide you, the facilitator, with an opportunity to assess their understanding See Exercise 2 in Part 1 – Handy Guide
Purpose – to pull it all together and plot where the group is on Voice See Section 5 in Part 2 – assessment tool It is really important to take notes at this stage – note down: Where members of the network get to on the vertical axis Which indicators they struggle with – and what they say about them You will need these notes to plan Session two
Module 1: It’s all about influence
What influence means Examples, activity & discussion
Something to bear in mind, alongside different ways to influence
Exploring ‘community’ Understanding what ‘community’ means Activity around the different communities that people belong to
Why ‘community influence’ matters Examples, activity & discussion
Community Empowerment Examples, activity & discussion
Breaking down the concept of ‘community empowerment’ into five clear interlinked dimensions
Voice and echo Bridging the gap between agencies and communities
A brief overview of echo
An overview of the detail on the horizontal axis
What the vertical axis can offer Examples, activity & discussion
A look at some examples of the factors that impact on an agency’s potential to respond to community influence Includes activity & discussion
Plotting on the vertical axis Examples, activity & discussion
What the horizontal axis can offer Introductory information
How the horizontal axis works
Something to bear in mind
The four quadrants: four distinct experiences Examples, activity and discussion
Plotting on the echo framework Examples, activity and discussion
This is the license page for echo – you do not have to show it when presenting but it should not be removed from the presentation. This presentation can be downloaded from the echo facilitators group at http://changesuk.net/network