This document provides guidance on structuring effective cross-sector partnerships. It discusses identifying representatives and structure, aligning on goals and level of intervention, building trust through problem-solving cycles, and accounting for differences in power, authority, and expertise among partners. The document emphasizes that partnerships are more likely to succeed with clarity on desired results and an intentional approach to partnership structure, vision, accountability, and trust-building. It recommends collaborating rather than "co-blaming", and developing a structure tailored to each partnership's unique context and goals.
On-demand available here: http://bit.ly/2l4rNhs
In this webinar, we'll dive deep into leading and lagging KPIs and their importance in developing effective dashboards to monitor chapter performance.
10 Warning Signs a Chapter Restructure May Be In Your FutureBillhighway
On-demand available here: http://bit.ly/2oja77E
How do you know if your chapter network is in trouble? Have you heard whispers or rumors that change is needed? If you’re getting red flags or have a gut feeling but aren’t exactly sure what you should be looking for, then this webinar is for you.
Building Real Teams: A Leadership Perspective4Good.org
Implementing truly effective teams is more difficult than often considered. In this webinar, we will take a realistic and practical look at how an organization's leaders can foster successful teams. The challenges of team-building are central to leadership in general, including: clarifying vision and purpose, taking a whole-systems view, facilitating constructive interaction, motivating performance, assessing progress, and skillful problem-solving. I will share real-life case studies; tips and tools; and resources for further learning.
Distimo insights into apple app ecosystem comparing mac i pad and iphone武挥 魏
This document compares app stores and apps across Apple platforms (iPhone, iPad, Mac) in February 2011. It finds that the Mac App Store had fewer apps (2,225) than the iPad store two months post-launch, but the average price of top Mac apps ($11.21) was higher than for iPad ($4.19) and iPhone ($1.57). Games were a large category for all platforms, though less so for Mac (29% of apps versus over 50% for iPad). 173 publishers had apps in the top 300 of multiple Apple stores, with more cross-over between Mac and iPad than Mac and iPhone stores.
The document discusses cross-sector partnerships to promote STEM education. It describes how the Silicon Valley Education Foundation partners with schools, government, corporations, and nonprofits in the region. Key partnerships provide programs, funding, resources, and awareness to help students succeed in STEM. Challenges include differing priorities between partners, limited resources, and feeling threatened. Building effective partnerships requires ensuring the partnership fits with each organization's mission and goals.
Cross-Sector Partnerships 101: Structuring Your Cross-Sector Partnership So I...Living Cities
This document outlines an agenda and presentation on structuring cross-sector partnerships. It discusses identifying partnership goals and outcomes, establishing formal representative roles and structures, building trust through problem-solving cycles, and accounting for differences in power, authority, and expertise among partners. The presentation emphasizes the importance of clarity on results and intentionality on partnership vision, accountability, and processes to support success.
Cross-Sector Partnerships 101 for National Guild of Community Arts Education ...Alison Gold
Cross-sector partnerships can help arts education organizations achieve goals and impact far beyond anything they can accomplish on their own. We'll be exploring the structures and behaviors that support a partnership's success at the National Guild for Community Arts Education Conference, on Friday, November 21, 2014 from 2-3:30 pm PT.
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
On-demand available here: http://bit.ly/2l4rNhs
In this webinar, we'll dive deep into leading and lagging KPIs and their importance in developing effective dashboards to monitor chapter performance.
10 Warning Signs a Chapter Restructure May Be In Your FutureBillhighway
On-demand available here: http://bit.ly/2oja77E
How do you know if your chapter network is in trouble? Have you heard whispers or rumors that change is needed? If you’re getting red flags or have a gut feeling but aren’t exactly sure what you should be looking for, then this webinar is for you.
Building Real Teams: A Leadership Perspective4Good.org
Implementing truly effective teams is more difficult than often considered. In this webinar, we will take a realistic and practical look at how an organization's leaders can foster successful teams. The challenges of team-building are central to leadership in general, including: clarifying vision and purpose, taking a whole-systems view, facilitating constructive interaction, motivating performance, assessing progress, and skillful problem-solving. I will share real-life case studies; tips and tools; and resources for further learning.
Distimo insights into apple app ecosystem comparing mac i pad and iphone武挥 魏
This document compares app stores and apps across Apple platforms (iPhone, iPad, Mac) in February 2011. It finds that the Mac App Store had fewer apps (2,225) than the iPad store two months post-launch, but the average price of top Mac apps ($11.21) was higher than for iPad ($4.19) and iPhone ($1.57). Games were a large category for all platforms, though less so for Mac (29% of apps versus over 50% for iPad). 173 publishers had apps in the top 300 of multiple Apple stores, with more cross-over between Mac and iPad than Mac and iPhone stores.
The document discusses cross-sector partnerships to promote STEM education. It describes how the Silicon Valley Education Foundation partners with schools, government, corporations, and nonprofits in the region. Key partnerships provide programs, funding, resources, and awareness to help students succeed in STEM. Challenges include differing priorities between partners, limited resources, and feeling threatened. Building effective partnerships requires ensuring the partnership fits with each organization's mission and goals.
Cross-Sector Partnerships 101: Structuring Your Cross-Sector Partnership So I...Living Cities
This document outlines an agenda and presentation on structuring cross-sector partnerships. It discusses identifying partnership goals and outcomes, establishing formal representative roles and structures, building trust through problem-solving cycles, and accounting for differences in power, authority, and expertise among partners. The presentation emphasizes the importance of clarity on results and intentionality on partnership vision, accountability, and processes to support success.
Cross-Sector Partnerships 101 for National Guild of Community Arts Education ...Alison Gold
Cross-sector partnerships can help arts education organizations achieve goals and impact far beyond anything they can accomplish on their own. We'll be exploring the structures and behaviors that support a partnership's success at the National Guild for Community Arts Education Conference, on Friday, November 21, 2014 from 2-3:30 pm PT.
A Quickfire session offers the sustainability expertise of Net Impact members to a lucky client in a punchy four hour design-thinking inspired session. This guide covers the process and outline of a Quickfire session, and includes all the tools and resources you'll need to execute Quickfire Pro Bono consulting sessions for organizations in your community.
Designed for Net Impact by Quickfire by Design, quickfirebydesign.me
Is it time to change your chapter structure? According to our Chapter Performance & Benchmarking Report, 1/3 of associations have made substantial chapter structure changes, while 1/3 are considering implementing changes.
We understand that change can be daunting. That’s why we’ll share various approaches, from small incremental adjustments to bold, transformative measures. Join us for an insightful webinar as we explore ways to adapt your chapters to meet the evolving needs of your members!
This webinar is hosted by Billhighway & Mariner Management.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Leading by Example: Social Technologies and ASTD Chapter PracticesTaleo Research
This document summarizes a presentation on using social technologies for training chapters. It discusses:
- Polls on which social media attendees use personally and for learning and development roles.
- Definitions of "social learning" and how chapters are applying it.
- Options for social media "hubs" like YouTube, Facebook, Twitter, and blogs that can be content-centric or people-centric.
- A model for organizational learning that is emergent, collaborative, or codified. Examples given of how different industries apply each approach.
- An exercise where attendees assess their chapter's learning needs against this model.
- Possible social interventions like discussions, wikis, microblogs, or
Slides from the ExOperiences call with Lars Lin on OKR for Exponential Organi...Lars Lin Villebæk 岚巍
Transitioning from operational metrics to innovation accounting is challenging. Working with OKR's when building ExO's (Exponential Organizations) makes a lot of sense but can be challenging. Here are some experiences shared in the OpenExO community
Detroit IABC Webinar In Search of Feedback: 7 Practices to Pump Up Conversati...Dulye
Linda Dulye presented 7 practices for improving feedback conversations in the workplace: 1) Change paradigms from assuming to polling for feedback; 2) Redesign feedback models for regular two-way communication; 3) Give employees meaningful messages to discuss; 4) Tune into opposing views and encourage constructive feedback; 5) Get a pulse through regular quick polls; 6) Be responsive by quickly sharing and acting on feedback; 7) Create an APP by adapting practices, partnering across teams, piloting, and sharing progress. The presentation provided tools and case studies to implement the 7 practices for more effective feedback conversations.
The document outlines 7 key components for building a successful online community or social media presence: 1) developing a membership acquisition and retention plan, 2) having a clear strategy and defined business objectives, 3) ongoing community management, 4) effective member communication, 5) proper content and moderation, 6) using the right tools, and 7) a thoughtful rollout process. It provides examples of successes and lessons learned for each component from various organizations' community experiences.
A community of practice (CoP) is a group that shares a domain of interest and deepens their expertise through regular interaction. The CoP discussed in the document focuses on agile best practices and is comprised of scrum masters from different teams. The CoP aims to improve knowledge sharing, address challenges, and disseminate lessons learned across teams. Benefits include increased expertise, problem solving, and adoption of best practices organization-wide.
Addressing Cultural Anti-patterns in Enterprise transformationsGautham Pallapa
This document discusses addressing cultural anti-patterns that can inhibit enterprise transformations. It identifies 8 common anti-patterns such as lack of communication, lack of prioritization, and lack of empowerment. The document advocates for adopting agile and lean practices to continually improve and deliver customer success. It provides tips for identifying the right change agents to drive cultural transformation and discusses balancing stress and growth to motivate teams. Adopting a learning culture and breaking down silos between business and IT are identified as benefits of addressing cultural anti-patterns.
The document discusses how strategic alliances can help non-profit organizations increase their social impact by combining forces and eliminating duplication. It provides a framework for strategic alliances, including different types of partnerships and a step-by-step process for planning an alliance from assessing potential partners to evaluating the partnership. The presentation aims to help non-profits understand how strategic alliances can benefit their organization.
Planning for growth – Essential research for developing your member recruitme...scottforbes
The document discusses planning for growth and essential recruitment research. It outlines a four-step planning process: 1) organizational review, 2) membership review, 3) industry review, and 4) departmental review. Each step involves collecting different types of data about the organization, membership, industry trends, and internal processes. The recruitment plan should then include targets, messages, tactics, and appendices based on the research findings. Maverick approaches to research like using metaphors, lateral thinking, and social media monitoring are also recommended to gain deeper insights.
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
How do you build a strong cross-sector partnership to implement the princip...Alison Gold
Slides presented to interactive workshop of Living Cities Integration Initiative grantees which explores structures and behaviors of cross-sector partnerships, and introduces 4 patterns which can limit their success.
What makes a learning organization? How does it reflect to IT domain? What do we mean by environment? What does it take to get peoples commitment into the business? What leadership styles are out there? The inner work that needs to be done within mind/heart and soul
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Over the past 10 years we have been involved in a whole host of CMS/DAM/web implementation projects of many different kinds (clients of different types and sizes, as a prime contractor, a vendor integration partner or onsite with the client’s teams), and throughout that time we have always stuck to a single mantra: deliver with efficiency & quality to guarantee maximum customer satisfaction. No matter what constraints we have faced in terms of managing the different projects, we have had to adapt and adopt. It has never been our goal to simply turn up and impose our rules, and it goes without saying that project management is deeply intertwined with corporate governance and enterprise policies.
In that sense, our project managers have their own cultural backgrounds that constantly enrich our internal Project Management Practices. Their principal goal is to deliver “good work, on-time and on-budget”.
We have nonetheless had the latitude to come up with our own PM approach, notably for fix-time projects. Driven by our enlightened understanding and inspired by the values of objectivity, efficiency, openness and honesty, our project management approach has been broadened to encompass two dimensions:
- Cooperation framework
- Fast Delivery framework
Our years of rich experience have shown us that these 2 frameworks can cover most situations, as long as the client doesn’t ask us to follow their own policies. Project management is not a science, it is simply good sense driven by experience, basic techniques and positive collaboration.
There are rapid changes taking place in the spaces people work and learn in, how these spaces are operated, the services that are offered in them and online, and how people work to deliver these services, and how people and teams are organized. Elliot talk's about how to become a more change-ready organization in order to adapt to these changes. This will include conducting a baseline assessment, increasing awareness across people / teams / departments, new kinds of organizational design and structures, using mission / purpose as a focusing tool, effective decision-making processes, ways to work in more agile ways through prototyping and piloting, and ways to evaluate progress and continually improve.
This CoP Start-Up Kit provides a variety of resources useful to people who are interested in sponsoring or starting up a Community of Practice (CoP).
Produced by The Distance Consulting Company. http://www.nickols.us/
Original at http://www.providersedge.com/docs/km_articles/copstartupkit.pdf
Businesses meet stakeholder needs by buying inputs like raw materials and labor to produce outputs like goods and services. They focus on efficiently using resources to generate profit. A business's strategy shows what it wants to achieve and how, including its purpose, goals, and plans to achieve goals through resource allocation. Strategy involves determining long-term goals and adopting methods to achieve them. Culture refers to shared beliefs and values in an organization that influence behaviors. Organizational culture can be vitalized, encouraging innovation, or bureaucratic, emphasizing rules compliance.
Fostering an agile culture requires understanding why agile processes are used and how they interconnect. It also requires embracing metaphors to explain teamwork, hiring for cultural fit over just skills, using metrics that don't encourage unsustainable work, and incentivizing growth and learning over short-term gains. Developing an agile culture centered around collaboration, adaptation, and sustainable pace will lead to better software development outcomes.
CXPA 2016 Keynote: Designing for Collaboration and DeliberationLuke Hohmann
In this 2016 CXPA (www.cxpa.org) keynote, Conteneo founder and CEO Luke Hohmann explores the many factors that distinguish designing for collaboration and deliberation from designing for communication, coordination or other forms of solo tasks. Sadly, SlideShare doesn't enable you to experience the interactive frameworks Luke used to illustrate these points - but you can see these at the end of the presentation.
Project Management Infographics . Power point projetSAMIBENREJEB1
Project Management Infographics ces modèle power Point peut vous aider a traiter votre projet initiative pour le gestion de projet. Essayer dès maintenant savoir plus c'est quoi le diagramme gant et perte, la durée de vie d'un projet , ainsi que les intervenants d'un projet et le cycle de projet . Alors la question c'est comment gérer son projet efficacement ? Le meilleur planning et l'intelligence sont les fondamentaux de projet
Leading Change_ Unveiling the Power of Transformational Leadership Style.pdfEnterprise Wired
In this comprehensive guide, we delve into the essence of transformational leadership style, its core principles, key characteristics, and its transformative impact on organizational culture and outcomes.
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Is it time to change your chapter structure? According to our Chapter Performance & Benchmarking Report, 1/3 of associations have made substantial chapter structure changes, while 1/3 are considering implementing changes.
We understand that change can be daunting. That’s why we’ll share various approaches, from small incremental adjustments to bold, transformative measures. Join us for an insightful webinar as we explore ways to adapt your chapters to meet the evolving needs of your members!
This webinar is hosted by Billhighway & Mariner Management.
NewsTrain instructor Meg Downey helps journalists manage and survive the constant change in the newsroom. She discusses how those in the media industry can use John Kotter's eight steps to managing change. Downey, a two-time Pulitzer finalist, is the former managing editor of The Tennessean in Nashville. She gave this presentation as part of the NewsTrain workshop in Austin, Texas, on Aug. 22-23, 2014. Please see associated handouts: Eight Steps in Managing Change from John Kotter, Four Tips for Changing Culture by Steve Buttry, Facing Change Questions to Ask by Kristin Gilger, Managing through Change by Kristin Gilger, and Sarasota Model for Project Management. For more information about NewsTrain, a traveling workshop for journalists sponsored by Associated Press Media Editors, please visit http://www.apme.com/?AboutNewsTrain.
Leading by Example: Social Technologies and ASTD Chapter PracticesTaleo Research
This document summarizes a presentation on using social technologies for training chapters. It discusses:
- Polls on which social media attendees use personally and for learning and development roles.
- Definitions of "social learning" and how chapters are applying it.
- Options for social media "hubs" like YouTube, Facebook, Twitter, and blogs that can be content-centric or people-centric.
- A model for organizational learning that is emergent, collaborative, or codified. Examples given of how different industries apply each approach.
- An exercise where attendees assess their chapter's learning needs against this model.
- Possible social interventions like discussions, wikis, microblogs, or
Slides from the ExOperiences call with Lars Lin on OKR for Exponential Organi...Lars Lin Villebæk 岚巍
Transitioning from operational metrics to innovation accounting is challenging. Working with OKR's when building ExO's (Exponential Organizations) makes a lot of sense but can be challenging. Here are some experiences shared in the OpenExO community
Detroit IABC Webinar In Search of Feedback: 7 Practices to Pump Up Conversati...Dulye
Linda Dulye presented 7 practices for improving feedback conversations in the workplace: 1) Change paradigms from assuming to polling for feedback; 2) Redesign feedback models for regular two-way communication; 3) Give employees meaningful messages to discuss; 4) Tune into opposing views and encourage constructive feedback; 5) Get a pulse through regular quick polls; 6) Be responsive by quickly sharing and acting on feedback; 7) Create an APP by adapting practices, partnering across teams, piloting, and sharing progress. The presentation provided tools and case studies to implement the 7 practices for more effective feedback conversations.
The document outlines 7 key components for building a successful online community or social media presence: 1) developing a membership acquisition and retention plan, 2) having a clear strategy and defined business objectives, 3) ongoing community management, 4) effective member communication, 5) proper content and moderation, 6) using the right tools, and 7) a thoughtful rollout process. It provides examples of successes and lessons learned for each component from various organizations' community experiences.
A community of practice (CoP) is a group that shares a domain of interest and deepens their expertise through regular interaction. The CoP discussed in the document focuses on agile best practices and is comprised of scrum masters from different teams. The CoP aims to improve knowledge sharing, address challenges, and disseminate lessons learned across teams. Benefits include increased expertise, problem solving, and adoption of best practices organization-wide.
Addressing Cultural Anti-patterns in Enterprise transformationsGautham Pallapa
This document discusses addressing cultural anti-patterns that can inhibit enterprise transformations. It identifies 8 common anti-patterns such as lack of communication, lack of prioritization, and lack of empowerment. The document advocates for adopting agile and lean practices to continually improve and deliver customer success. It provides tips for identifying the right change agents to drive cultural transformation and discusses balancing stress and growth to motivate teams. Adopting a learning culture and breaking down silos between business and IT are identified as benefits of addressing cultural anti-patterns.
The document discusses how strategic alliances can help non-profit organizations increase their social impact by combining forces and eliminating duplication. It provides a framework for strategic alliances, including different types of partnerships and a step-by-step process for planning an alliance from assessing potential partners to evaluating the partnership. The presentation aims to help non-profits understand how strategic alliances can benefit their organization.
Planning for growth – Essential research for developing your member recruitme...scottforbes
The document discusses planning for growth and essential recruitment research. It outlines a four-step planning process: 1) organizational review, 2) membership review, 3) industry review, and 4) departmental review. Each step involves collecting different types of data about the organization, membership, industry trends, and internal processes. The recruitment plan should then include targets, messages, tactics, and appendices based on the research findings. Maverick approaches to research like using metaphors, lateral thinking, and social media monitoring are also recommended to gain deeper insights.
We need to create a shared understanding of what problems we are trying to solve, what strategic choices we are trying to make, and what questions we are trying to answer before we can choose what tools, frameworks, and methods are more practical to facilitate the discussions required to answer these questions.
How do you build a strong cross-sector partnership to implement the princip...Alison Gold
Slides presented to interactive workshop of Living Cities Integration Initiative grantees which explores structures and behaviors of cross-sector partnerships, and introduces 4 patterns which can limit their success.
What makes a learning organization? How does it reflect to IT domain? What do we mean by environment? What does it take to get peoples commitment into the business? What leadership styles are out there? The inner work that needs to be done within mind/heart and soul
The primary benefit of the planning process is the process itself, not a plan. It is essential to put energy and effort into planning your process. The four questions you want to answer: Where are we? Where do we want to be in the future? What part of the status quo do we need to change to get us where we want to be in the future? How do we make it happen? Remember, if you don't know where you want to go it doesn't matter which road you take!
Over the past 10 years we have been involved in a whole host of CMS/DAM/web implementation projects of many different kinds (clients of different types and sizes, as a prime contractor, a vendor integration partner or onsite with the client’s teams), and throughout that time we have always stuck to a single mantra: deliver with efficiency & quality to guarantee maximum customer satisfaction. No matter what constraints we have faced in terms of managing the different projects, we have had to adapt and adopt. It has never been our goal to simply turn up and impose our rules, and it goes without saying that project management is deeply intertwined with corporate governance and enterprise policies.
In that sense, our project managers have their own cultural backgrounds that constantly enrich our internal Project Management Practices. Their principal goal is to deliver “good work, on-time and on-budget”.
We have nonetheless had the latitude to come up with our own PM approach, notably for fix-time projects. Driven by our enlightened understanding and inspired by the values of objectivity, efficiency, openness and honesty, our project management approach has been broadened to encompass two dimensions:
- Cooperation framework
- Fast Delivery framework
Our years of rich experience have shown us that these 2 frameworks can cover most situations, as long as the client doesn’t ask us to follow their own policies. Project management is not a science, it is simply good sense driven by experience, basic techniques and positive collaboration.
There are rapid changes taking place in the spaces people work and learn in, how these spaces are operated, the services that are offered in them and online, and how people work to deliver these services, and how people and teams are organized. Elliot talk's about how to become a more change-ready organization in order to adapt to these changes. This will include conducting a baseline assessment, increasing awareness across people / teams / departments, new kinds of organizational design and structures, using mission / purpose as a focusing tool, effective decision-making processes, ways to work in more agile ways through prototyping and piloting, and ways to evaluate progress and continually improve.
This CoP Start-Up Kit provides a variety of resources useful to people who are interested in sponsoring or starting up a Community of Practice (CoP).
Produced by The Distance Consulting Company. http://www.nickols.us/
Original at http://www.providersedge.com/docs/km_articles/copstartupkit.pdf
Businesses meet stakeholder needs by buying inputs like raw materials and labor to produce outputs like goods and services. They focus on efficiently using resources to generate profit. A business's strategy shows what it wants to achieve and how, including its purpose, goals, and plans to achieve goals through resource allocation. Strategy involves determining long-term goals and adopting methods to achieve them. Culture refers to shared beliefs and values in an organization that influence behaviors. Organizational culture can be vitalized, encouraging innovation, or bureaucratic, emphasizing rules compliance.
Fostering an agile culture requires understanding why agile processes are used and how they interconnect. It also requires embracing metaphors to explain teamwork, hiring for cultural fit over just skills, using metrics that don't encourage unsustainable work, and incentivizing growth and learning over short-term gains. Developing an agile culture centered around collaboration, adaptation, and sustainable pace will lead to better software development outcomes.
CXPA 2016 Keynote: Designing for Collaboration and DeliberationLuke Hohmann
In this 2016 CXPA (www.cxpa.org) keynote, Conteneo founder and CEO Luke Hohmann explores the many factors that distinguish designing for collaboration and deliberation from designing for communication, coordination or other forms of solo tasks. Sadly, SlideShare doesn't enable you to experience the interactive frameworks Luke used to illustrate these points - but you can see these at the end of the presentation.
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Cross-Sector Partnerships 101: Structuring Your Cross-Sector Partnership So It Can Support Your Success
1. Cross-Sector Partnerships 101:
Structuring Your Cross-Sector Partnership
So It Can Support Your Success
Alison Gold
Assistant Director of Knowledge & Impact, Living Cities
For the Presidio Institute Cross-Sector Leadership Fellows
@AKGold11
@Living_Cities
#xsector
2. Today’s Agenda
1. Ideation Exercise
2. Living Cities’ thinking on cross-sector partnerships
3. Individual Exercise: Shaping your Partnership’s Structure
4. Pair Exercise: What questions does the group exercise
raise for you?
5. The Room is Your Panel!
6. Commitments
7. Wrap Up!
3. Ideation Exercise
1. What has worked well in cross-sector
partnerships you have participated in in the
past?
2. What hasn’t worked in cross-sector
partnerships you participated in in the past?
7. What model of cross-sector partnership
should you be using? (Beta Version)
Partners Community
Who
changes
views,
behaviors,
policies, or
funding
flows, etc.
Collective
Impact
Pay for
Success
Shared Value
Public-Private
Partnership
Sponsorship
All partners
No partners
Who benefits
8. Co-blab-oration vs. Collaboration
Co-blab-oration Collaboration
Focused on assigning blame or
Source: Chris Thompson’s Regional Physics Blog
http://regionalphysics.blogspot.com/2013/11/coblaboration-vs-collaboration-for.html
taking credit
Focused on outcomes
Stakeholders participate to
protect
Stakeholders participate to
generate value
Opinions rule Data is king
Talk exceeds action
Actions emerge from
engagement
Informal process Intentional, rigorous process
13. 13
The Bermuda Triangle
Result
Charge
Level of
Intervention
14. Cross-Sector Partnership Bermuda Triangle
Matrix of Alignment and Misalignment
Result Charge Level of Intervention Alignment?
General Thinking Program/Project Delivery Aligned
General Thinking Systems Change Misaligned
General Doing Program/Project Delivery Aligned
General Doing Systems Change Misaligned
General Thinking & Doing Program/Project Delivery Aligned
General Thinking & Doing Systems Change Misaligned
Specific Thinking Program/Project Delivery Misaligned
Specific Thinking Systems Change Misaligned
Specific Doing Program/Project Delivery Aligned
Specific Doing Systems Change Misaligned
Specific Thinking & Doing Program/Project Delivery Aligned
Specific Thinking & Doing Systems Change Aligned
Shaded boxes indicate crux of misalignment
22. Individual Exercise
What are 3+ strategies or activities that you
commit to doing before the next Fellows convening to
strengthen your cross-sector partnership?
23. Final Round Robin!
What is one thing that you commit to doing to
strengthen your cross-sector partnership’s
structure/behaviors before the next Fellows
convening?
24. 3 Closing Thoughts
1. Collaboration, not co-blab-oration
2. There’s no recipe, you’re going to have to
develop one that works for your context and
goals.
3. Your partnership is more likely to succeed if
you’re clear about results, and intentional about
structure, representatives (and their differences),
vision, accountability, trust, & problem-solving.
25. Alison Gold
Assistant Director of Knowledge & Impact
Living Cities
Phone: 646-442-2238
Email: agold@livingcities.org
Twitter: @AKGold11, @Living_Cities #xsector
Web: www.LivingCities.org
Editor's Notes
Anecdote about the Greater Washington Health Care Workforce Alliance
One story, of a partnership working on achieving one result, in one place.
And if you walk away from these sessions knowing three things I hope that it’s:
1. Cross-sector partnerships are really different than organizations. Whereas organizations are clear about who’s in charge, and employees can’t just stop showing up and be considered part of an organization, these things are muddier in cross-sector partnerships. And thus they need to be structured and behave differently if they are going to be successful.
2. There’s no right way to build a partnership—I can’t give you a recipe. It’s dependent on the place and the people and culture and the problem that you’re trying to solve and the result you’re trying to achieve.
3. There are structural and behavioral things, that if you embed them into your partnership, they will help support your success. So, I think this session is really about introducing you to those, and generating possible ways that site teams could take home and try out to see if it works to get their partnership to the place where it does have trust, it does have a problem-solving orientation.
This session has 2 parts.
Part 1 is going to focus on introducing you to what Living Cities has been learning about high-performing cross-sector partnerships, and give you a chance to work in your site teams try and figure out how those ideas apply to you.
Our hunch is that as you go through thinking about how this applies in your work—you’ll have lots of questions about how to do things.
Then we’re going to try an experiment—as session called “The Room is Your Panel.” It’s a chance to ask questions about how you might try to do things in your own site. An example—what types of activities have you found are helpful for building trust among representatives in your partnership? For all the questions, you’ll have the panelists, or anyone else in the room, as your thought partners to generate some ideas.
There will be a second group exercise and then some wrap up.
DIRECTIONS:
Take 5 minutes and on the sticky notes in front of you, write down at least 5 answers—1 per sticky--to each of the questions below.
When you are done, take your sticky notes to the wall, and take a couple of minutes to see what others wrote. (10 minutes)
If your idea is similar to someone else’s, put your sticky note near theirs.
If you like someone else’s idea, star it and keep it in mind!
Popcorn Questions
This is a facilitation technique where the facilitator asks participants a barrage of questions, seeking short-quick answers, rather than long-winded responses. Popcorn questions are a good technique to get ideas flowing, to encourage wider participation from members of the group who are less likely to speak up and to build energy as a big group at the beginning of a session.
Complex social and economic problems are not the product of one sector, but of complex systems made up of actors and institutions from across sectors. As a result, solving these problems is dependent on these actors and institutions working together.
Building a cross-sector partnership where there is trust, resilience, and an ongoing commitment to problem-solving – the kind of cross-sector partnerships necessary to achieve their goals – is really hard work. And while while there aren’t graduate programs in it (yet) there are other examples and people to learn from.
The term cross-sector partnership is often used to describe an array of activities involving representatives from multiple sectors.
These diverse activities have all been labeled with the term “cross-sector partnership” not because they share strategies or goals, but rather because of who is involved with them: representatives from two or more sectors including business, government, nonprofits, philanthropy, labor, and/or communities.
Often, partnerships are viewed like Noah’s Ark, you need 2 of every animal!
We’d like to offer a different way to think about the membership of cross-sector partnerships, which we call the interest-based frame.
Instead of thinking about these efforts as alliances of organizations that require representation from different sectors, they should be thought of as alliances of organizations that together have a role in solving a problem and achieving a shared goal.
Example
In addition to using the interest-based frame to help you identify who should be involved in your work, it also is a useful tool to help you think about what model of cross-sector partnership you should be employing.
So, this is something that I think is really important to point out—there are many models of cross-sector partnership. Some have been named and described—like collective impact (which you heard about from Jen Juster when you got together in SF) and some haven’t.
But, we’ve been thinking a lot about what distinguishes these models—and there are many things—but two have jumped out that I want you to keep in mind today.
How much the partners have to change their own behavior
And where the benefit of achieving the result accrues.
No matter the model of cross-sector collaboration you’re employing, it can be done well or not not (as we saw during the ideation exercise).
Once you’re partnership is starting to come together, there are two ways that things can go.
And I think that our ideation exercise really reflects the difference between these two concepts: Co-blab-oration vs. Collaboration.
I love this idea—and I stole this chart from a guy named Chris Thompson who is helping build the capacity of folks in Northeast Ohio to take on complex social and economic problems.
So, by a show of hands, how many folks have been in a meeting that you’d characterize as co-blaboration? That’s a lot of us.
That’s a lot of the experience and not-so-great-associations and mindset, that your cross-sector partnership is going to have to overcome, reset, or set up differently.
And your cross-sector partnership is the place you can do it. So, we’re going to run through a couple of ideas and strategies.
These are patterns and behaviors that we’ve seen in other cross-sector partnerships which if you are conscious of from the beginning, are going to make the work a lot stronger in the long run.
Focused on outcomes!
Similar to building and maintaining trust, problem-solving is a necessary behavior that cross-sector partnerships must practice to advance their work.
In reality, though, we’ve observed that almost all partnerships are strong in some stages of the cycle and weaker in others. The tough work that the partnership has to do is to build the muscles and practices so that it is able to exhibit all the problem-solving cycle behaviors strongly. So what are these muscles and practices:
Problem-defining—what do we think is wrong? (these are assumptions or hypotheses that you are testing
Interpreting & hypothesizing—what do we need to change?
Solution-finding-implementing potential solutions
Analyzing & reflecting—determining if these solutions are reflective? And if not, what does this tell us about how we defined the problem?
One pattern we’ve observed in all types of cross-sector partnerships is weak “analyzing & reflecting” behaviors. It seems that relatively few partnerships have applied their time and intellectual rigor to determining if solutions are effective; if so, how they can be improved; and how that insight feeds back into their understanding of the problem they are trying to address. This behavior is imperative for the work of cross-sector partnerships implementing the principles of collective impact, because analyzing and reflecting are the foundation for continuous improvement.
So this one is a bit different than the other pieces, but it is something we’re beginning to explore more in our work.
In a cross-sector partnership, the reality is that you are going to have representatives with different levels of power, authority, and expertise.
Some of the work of the partnership might be to help build expertise, or authority, but there will be many decisions that get made within the partnership where these differences in power, authority & expertise mean that it will require different levels of involvement in the decision-making process.
This could be a whole 3 hour session unto itself, but I wanted to bring it up, to get you thinking about this. Because it begs 2 questions:
-how will your partnership figure out the appropriate level of involvement in decision-making?
-who decides what that level is given any particular decision?
So, I just threw a lot of ideas at you, and now I want you to wrestle with it in your team. But before we do that, I want to see if there are any questions.
You will have ~45 minutes to work on this exercise which will focus on mapping out a structure, talking through how it will support the behaviors and alignments I just shared, where representatives plug in.
Your site team is empowered to choose if you want to use this exercise to start building your cross-sector partnership structure from scratch, or build on the existing structure you already have.
There might be things that you don’t have the answer to yet. Don’t worry—this is a chance to identify those things. Please capture them as questions, or even take time as a group to do some brainstorming about potential ideas. Even if you know where something will get done, but you’re looking for ideas of how to do it, write it down as a question!
Don’t forget to select a scribe and a timekeeper. Be sure to capture your team’s answers on your easel pad!
If you have other questions—now is a great time to write ‘em down! We’re going to have a chunk of time to raise and discuss them with some special guests and others in the group in the next session!
Invitation to participate in this work as we continue to learn and develop the tools that staff and participants need to do this work.