This document discusses introducing systems concepts to an existing evaluation of the WaterBotics scale-up project. It provides an overview of systems thinking concepts like boundaries, relationships, and perspectives. It then applies these concepts by asking questions to guide the evaluation, such as how boundaries have shifted between the intervention and context or what new relationships are needed. The document concludes by discussing lessons learned, such as setting doable evaluation boundaries and developing relationships around systems thinking.
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The Xen community can be a great resource for people wishing both to use and to improve Xen, and contributing to it can be rewarding both to individuals and to corporations. But they have a culture all their own, and like any foreign culture, it's a minefiled of potential misunderstandings and miscommunications. This talk will talk about the cultural values and norms of the Xen community, and how you can most effectively interact with them.
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Setting Up for Collaboration: Top Four Things to Keep in MindChristopher Wilson
Key questions to consider when thinking of collaboration. Each of these questions may be considered as a starting point of inquiry into how to pursue working together.
User Experience as an Organizational Development ToolDonovan Chandler
Developers sometimes begin a project by racing to the specification document and an ERD. Wait! Even if you're developing iteratively, there's a huge amount of potential being missed in most projects.
I propose that your projects will be more successful and valuable to your clients if you think of yourself not just as a database developer but as a process consultant. This presentation outlines a few concepts for addressing the human and political aspects of database system development and concludes with an example scenario.
This was presented at a FileMaker training session and is my first public presentation. Thank you for looking!
Working in networked ways is fundamentally different than traditional ways of working. Organizations can commit to a network approach yet not fully realize all the pieces and behaviors needed to make it actually work.
Carole Martin and Beth Tener will share their insights as coaches/facilitators with a wide range of social change network initiatives. They'll explore what they have been learning about which networks get traction and grow and which ones stumble, related to these themes:
What does organization readiness to embrace the network approach "look like"? How do board and staff members organize their time, priorities, and mindset differently?
How does leading look different both within and outside your organization?
What are some key pitfalls and lessons learned that you can keep in mind as you design for a more inclusive, joyous and connected way of working?
If your organization is pursuing networked ways of working, considering going this route or are on your way and hitting some bumps in the road, this will be a helpful conversation to participate in and invite in colleagues who are still learning.
Having the skills and strategies to read, learn from, and communicate with the Internet will play a central role in our students’ success in an information age. But how can we best measure these new literacies? This session explores some of the challenges associated with developing valid and reliable measures of the complex literacy strategies and dispositions required to search for, comprehend, and respond to information on the Internet. The presenter will first share task examples and student responses from several assessments developed to measure online reading comprehension and communication skills. Then, conversation will turn to a number of important issues to consider when developing online literacy assessments that are not only psychometrically sound, but also useful to both researchers and classroom teachers. Participants will have an opportunity to share their own thoughts about how we might rethink the ways in which we evaluate the skills, strategies, and dispositions associated with reading and learning online.
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The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
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Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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4. WaterBotics scale-up evaluation
Stevens
Institute
League for of Tech NGCP
Innovation
Formal
Hub site
Formal Educators
Students
5. WaterBotics scale-up evaluation
Stevens
Institute
League for of Tech NGCP
Innovation
Formal Informal
Hub site Hub site
Formal Educators Informal Educators
Students Students
7. A system is an
interconnected
set
of elements
that is
coherently
organized in a
way that
achieves
something.
From D. Meadows (2008).
Thinking in Systems. White
River Junction, VT: Chelsea
Gun Publishing.
8. Q: How can I add systems?
Limited Time Limited Scope Limited Budget
9. A: Focus on three concepts
1. Boundaries
2. Relationships
3. Perspectives
13. Questions That Matter
Parsons, B. and
Jessup, P. (2009).
“Questions that
Matter: A Tool for
Working in
Complex
Situations”. Ft.
Collins, CO:
InSites. Available
at insites.org.
14. Boundary Questions
General Systems Specific Interview Questions
Questions
How stable/permeable How do you see informal settings being
are the boundaries? similar to or different than formal settings?
What shifts are needed in What skills and abilities have the hub sites
resources to reach the lacked or struggled with in implementing
desired goal? WaterBotics? How has the leadership team
addressed these issues?
How are the boundaries What external factors have significantly
changing between the affected the project this past year? How did
intervention and its they affect the project?
context?
15. Relationship Questions
General Systems Specific Interview Questions
Questions
What are the In what ways have you involved the hub
relationships/connections sites and partners in planning the work as
among the stakeholders? the project was implemented?
What feedback loops are How often did you communicate with hub
built into the project? sites leaders during this past year? Who
initiated the communication? What kinds of
things did you discuss?
How might changes in What new relationships/connections are
relationships affect the needed to make this project even more
short- and long-term successful in meeting its goals?
outcomes or general
direction of the work?
16. Perspective Questions
General Systems Specific Interview Questions
Questions
What are stakeholders’ We’re interested in what your vision of the
perspectives re: project WaterBotics project is now that you have
goals? How are they begun implementation. Imagine that it is
similar or different? four years from now and WaterBotics has
been very successful. Could you describe
what that looks like?
Are stakeholders missing Do you seek input from hub site leaders
or avoiding an important and/or educators? If so, how do you do
perspective? that?
Where is energy being What has been most exciting about the
created? Where is it work thus far? At this point in the project,
stagnating? what has been most frustrating or
challenging?
17. System Dynamics
Low
More open
More diverse
Agreement
More differences
Closed
Less diverse
Few differences
High
High Certainty Low
18. Mapping Project Subsystems
Low
Informal educators &
Agreement
organizations
Teachers & schools
High
High Certainty Low
19. Learning
Lessons
Set up doable
boundaries around
evaluation
Develop relationships
with clients around
systems thinking
Look at existing
evaluation with fresh
perspective
20. Visit www.inSites.org to learn more about ECLIPS
Ginger Fitzhugh
gfitzhugh@eraeval.org
www.eraeval.org
Editor's Notes
The second concept is relationships. Relationships are about interactions within different parts of the system and across different systems. We typically think about relationships as being between people or organizations, but relationships can also be between cause and effect. Relationship questions evaluators might want to ask include:What are the connections between different parts of the system? Are the parts and people of the system connected that need to be? What feedback loops are built into the system?Social network analysis is a tool for analyzing these relationships and how they change over time.
This slide shows some examples of interview questions we used related to boundaries. You may recall the earlier slide showing the project is implemented in formal and informal settings. We wanted to know what the similarities and differences were between these two contexts.We also wanted to know the degree to which resources such as professional development or other kinds of support were being provided, and whether they were crossing the boundaries as needed.Finally, it was important to try to understand what factors outside the project system were affecting it.
We asked a lot of questions to try to understand the different perspectives of the leadership team members, hub site leaders, and educators, and perspectives of those from formal and informal spheres. We asked the interviewees to describe their vision for the project and analyzed the results to see where there were similarities and differences.We asked members of the leadership team if they asked for input from other stakeholders in the system.Finally, we asked a few questions aimed at understanding where there was energy in the project and where it was lacking.
You can map the concepts of boundaries, relationships and perspectives onto this diagram, which shows the relationship between the certainty or predictability of a system and the level of agreement within it. Systems with closed boundaries, less diverse relationships, and few differences in perspective also have a high degree of certainty and agreement, and are therefore would be placed in the lower left area of the graph. Systems with open or very permeable boundaries, diverse relationships, and many different perspectives have a low degree of certainty or agreement, and therefore would be placed in the upper right area of the graph. It’s important to note that placement on the graph does not constitute judgment about the quality of the system.
