DesignTO presentation on January 28, 2020.
Special thanks to the Service Design Lab team at the Office of Design & Delivery for all the hard work we all did together.
Special thanks to Alba Villamil, Annalise Huynh, Mark Janchar and Taylor Cook for providing me feedback
A Brief Overview of Strategic Foresight - Workshop Slides for SSE-OJosinaV
The document outlines an agenda for a strategic foresight workshop focusing on Toronto in 2030. It includes background on strategic foresight, tips for the process, and steps to identify trends, understand drivers of change, create scenarios, and inform strategies. Participants will go through a rapid foresight process to envision four possible futures for Toronto in 2030 based on two factors changing at different speeds. The goal is to experiment with foresight tools and consider how strategies may need to adapt to different possible futures.
The document outlines six activities that can help organizations with foresight: framing, scanning, forecasting, visioning, planning, and acting. Framing involves adjusting attitudes, understanding objectives, and creating strategic work environments. Scanning requires mapping systems, studying history, scanning environments, and involving colleagues. Forecasting identifies drivers and uncertainties to generate and prioritize alternative futures. Visioning identifies implications and assumptions to develop visionary thinking. Planning develops strategic options. Acting communicates results, creates action agendas and intelligence systems, and institutionalizes strategic thinking. The document provides percentages of benefits for each activity and contact information for Andy Hines of the University of Houston Foresight program.
Scenario planning is a strategic planning method that involves developing stories about potential futures and using those scenarios to test organizational strategies and decisions. It helps organizations consider a wider range of possibilities about how their industry may change in the future. The goal is not to predict the most probable future, but to develop strategic choices that are robust across different plausible futures. The key aspects of scenario planning include telling stories about the future, taking an outside-in perspective to understand forces of change, and examining patterns of change.
Scenario planning - How it helps businesses make better decisions when faced ...Mobile Beacon
This document discusses scenario planning as a strategic planning tool to help organizations make better decisions when faced with uncertainty. It notes that traditional strategic planning tools are too simplistic for today's turbulent business environments. Scenario planning can help by presenting multiple plausible futures based on key uncertainties. An effective scenario planning process involves stakeholders, explores different environmental and industry trends, and identifies early indicators to track emerging scenarios. This allows organizations to develop strategies that are robust across multiple potential futures. Interviews found scenario planning is most effective at changing thinking and adding to organizational knowledge.
This document outlines a scenario planning exercise for an MBA program. It includes:
- An introduction to scenario planning and its objectives of experiencing the process and anticipating future trends.
- A schedule for the scenario planning session, including an introduction, group work analyzing an UPS case study, and group presentations.
- An overview of scenario planning methodology involving defining uncertainties, building scenarios, assessing implications and identifying early signals.
- Instructions for a short scenario planning group exercise, guiding participants through the key stages of defining the issue, uncertainties, scenarios and options for their organization.
This document summarizes a workshop on advancing scenario planning tools. The workshop included discussions on the challenges and opportunities of scenario planning tools, as well as recommendations for improving access to and use of these tools. Workshop participants represented various organizations and roles. There was a focus on making scenario planning tools and data more openly accessible to help communities better anticipate and plan for their futures. The group discussed recommendations like creating an online collaboration platform, establishing education programs, and initiating model projects to illustrate the tools.
A Brief Overview of Strategic Foresight - Workshop Slides for SSE-OJosinaV
The document outlines an agenda for a strategic foresight workshop focusing on Toronto in 2030. It includes background on strategic foresight, tips for the process, and steps to identify trends, understand drivers of change, create scenarios, and inform strategies. Participants will go through a rapid foresight process to envision four possible futures for Toronto in 2030 based on two factors changing at different speeds. The goal is to experiment with foresight tools and consider how strategies may need to adapt to different possible futures.
The document outlines six activities that can help organizations with foresight: framing, scanning, forecasting, visioning, planning, and acting. Framing involves adjusting attitudes, understanding objectives, and creating strategic work environments. Scanning requires mapping systems, studying history, scanning environments, and involving colleagues. Forecasting identifies drivers and uncertainties to generate and prioritize alternative futures. Visioning identifies implications and assumptions to develop visionary thinking. Planning develops strategic options. Acting communicates results, creates action agendas and intelligence systems, and institutionalizes strategic thinking. The document provides percentages of benefits for each activity and contact information for Andy Hines of the University of Houston Foresight program.
Scenario planning is a strategic planning method that involves developing stories about potential futures and using those scenarios to test organizational strategies and decisions. It helps organizations consider a wider range of possibilities about how their industry may change in the future. The goal is not to predict the most probable future, but to develop strategic choices that are robust across different plausible futures. The key aspects of scenario planning include telling stories about the future, taking an outside-in perspective to understand forces of change, and examining patterns of change.
Scenario planning - How it helps businesses make better decisions when faced ...Mobile Beacon
This document discusses scenario planning as a strategic planning tool to help organizations make better decisions when faced with uncertainty. It notes that traditional strategic planning tools are too simplistic for today's turbulent business environments. Scenario planning can help by presenting multiple plausible futures based on key uncertainties. An effective scenario planning process involves stakeholders, explores different environmental and industry trends, and identifies early indicators to track emerging scenarios. This allows organizations to develop strategies that are robust across multiple potential futures. Interviews found scenario planning is most effective at changing thinking and adding to organizational knowledge.
This document outlines a scenario planning exercise for an MBA program. It includes:
- An introduction to scenario planning and its objectives of experiencing the process and anticipating future trends.
- A schedule for the scenario planning session, including an introduction, group work analyzing an UPS case study, and group presentations.
- An overview of scenario planning methodology involving defining uncertainties, building scenarios, assessing implications and identifying early signals.
- Instructions for a short scenario planning group exercise, guiding participants through the key stages of defining the issue, uncertainties, scenarios and options for their organization.
This document summarizes a workshop on advancing scenario planning tools. The workshop included discussions on the challenges and opportunities of scenario planning tools, as well as recommendations for improving access to and use of these tools. Workshop participants represented various organizations and roles. There was a focus on making scenario planning tools and data more openly accessible to help communities better anticipate and plan for their futures. The group discussed recommendations like creating an online collaboration platform, establishing education programs, and initiating model projects to illustrate the tools.
1) Nonprofits face increasing uncertainty and lack tools to plan for different futures. Rapid-cycle scenario planning is a six-step process that can help nonprofits better prepare.
2) The process involves determining a focus, identifying driving forces, exploring plausible scenarios, and developing strategic priorities and action plans.
3) When used thoughtfully, rapid-cycle scenario planning can help nonprofits honestly explore a variety of futures and be better prepared to achieve their missions.
This is the presentation of my research I recently gave at the MIT Department of Urban Studies and Planning, to members of the MIT Center for Collective Intelligence and others.
It covers the basic principles of scenario planning, of crowdsourcing and collective intelligence, and then proposes a way to bring them together into an effective online system for futures work.
Strategic thinking involves integrating consideration of the future into today's decision making. It requires thinking big about external systems, thinking deep to question assumptions, and thinking long to consider trends and plausible futures over extended time horizons. This allows for more proactive, rather than reactive, decision making. Strategic thinkers embrace complexity, challenge assumptions, and foster collective wisdom. As leaders, developing strategic thinking in ourselves and our organizations helps ensure decisions made today consider their long term consequences and position the organization effectively for an uncertain future.
Environmental changes coupled with the impact on globalization leading to increasing complexity in many developing strategies, especially on the foresight and futures studies. These trends pose a fundamental question, what is the chalenges of future’s complexity? It seems before understanding the origin of Future Scenario's idea and laws governing the Future Time, we've gone into the application of Scenarios to build better stories about future.
In this paper we deeply investigated following issues in order to demonstrate the effects of the origin of idea's ontology on Future Scenarios;
1. Idea ontology,
2. The origin of creative thinking,
3. Idea nurturing in organizations,
4. Shaping the future time,
5. Scenario planning,
6. Ideas social network (global brain).
This paper is a fundamental research type that makes theory for an applied science. In fact, we seek to bridge an ontology base with an applied knowledge. According to qualitative approach this study because of its data references to valid resources is valid and due to expert's continuous supervisions is reliable.
Conceptual Model that have been emerged from this investigation, shows how we can improve scenario planning ability and what actually should be done to have good scenarios.
The document discusses strategies and tactics used by the Center for Victims of Torture (CVT) in their work to help victims of torture and prevent torture worldwide. It provides an overview of CVT's mission and history. It then discusses the concepts of strategy and tactics, explaining that tactics are concrete actions that support an overall strategy. The document promotes using a variety of tactics and provides a framework for developing strategic plans using tactical mapping. Tactical mapping involves visualizing relationships and institutions related to an issue in order to identify new tactics and ensure efforts are comprehensive.
The Influence of Transparency on leaders behaviorsEyad Al-Samman
This research proposal examines the relationship between transparency and leaders' behaviors in the Ministry of Finance in Yemen. Specifically, it aims to study how the four dimensions of transparency - informational, participatory, accountability, and secrecy - influence the behaviors of leaders in the ministry. A literature review is presented on the concepts of transparency and leadership behaviors. The research will employ a descriptive design and collect data from leaders in the ministry through questionnaires to analyze the relationships between transparency and leader behaviors. The findings could help enhance transparency and leader behaviors in the organization.
Curiosity: the blessing and the curse of the PhD entrepreneurCristina Escoda
Learning how to properly channel curiosity is one of the hardest challenges faced by the experienced researcher venturing into entrepreneurship.
Curiosity is defined as "an eager desire to know or learn about something”, and it is the main driver behind the scientist's inquisitive thinking.
But curiosity can also be a distracting force for the PhD entrepreneur, keeping her in a contemplative state rather than helping her achieve the action-driven state of mind necessary for a successful commercial venture.
Interrelation Between Innovation and PersonalityMuhammad Fajar
The document discusses creativity, innovation, and personality. It begins by providing examples of sunrise and sunset industries and how companies must adapt to changing technologies. It then discusses how time-based competition can provide competitive advantages. The document outlines factors that contribute to national and business competitiveness. It emphasizes that innovation results from hard work and discipline rather than genius. The document also discusses five important minds for the future: disciplinary, synthesizing, creating, respectful, and ethical. It examines the relationship between innovation and personality by exploring the concepts of integrity, enthusiasm through desire, passion and hope, and the importance of totality by integrating the body, spirit, and mind. Finally, it discusses how spirituality is an important element for organizational success
Major General Roger Lane – Managing Director of Roger Lane Consulting Ltd and...HIMSS UK
This document discusses the need for inclusive leadership in complex adaptive systems. It begins by outlining 4 types of systems and properties of complex systems, noting that in complex systems, emergence and solutions often come from the bottom, not the top. It then discusses how decision making is often based on patterns and assumptions rather than objective facts. The document advocates for more inclusive leadership that values diverse perspectives and engages all employees. It introduces the PRISM framework for understanding behavioral preferences and concludes by outlining behaviors of inclusive leaders, including encouraging input from all employees and authentic valuing of individuals.
The document outlines several key characteristics of qualitative research:
1) Qualitative research involves directly collecting data from participants through interviews and observation to understand their perspectives, opinions, and experiences.
2) The goal is to develop theories and concepts about human behavior and social phenomena by analyzing subjective data from individuals in natural, real-world settings.
3) Qualitative research focuses on discovery, flexibility, and understanding phenomena from the participants' point of view rather than making predetermined hypotheses.
Attitudes And Attitudes Of Older Adults Residing Within A...Olga Bautista
The document discusses a study using qualitative descriptive design to understand the emotions and attitudes of older adults living in a continuing care retirement community (CCRC) about accepting assistance or moving to a higher level of care. Focus groups will be used to answer the research question. Purposive sampling will be used to recruit older adult residents currently living independently but resisting moving to a higher level of care. The study aims to understand the attitudes and barriers preventing such transitions through open-ended questions in the focus groups.
Gestalt methodolgies in organisation researchasg03
This is our (Lars Marmgren and Anette Strömberg) preliminar thoughts about how it can be useful to introduce Gestalt methods in origanisational research and what implications it leads to.
Rorschach Measures Of Cognition And Social Functioning EssayKatherine Alexander
Here are the key differences between the qualitative and quantitative research paradigms described in the passage:
Qualitative Paradigm:
- Relativist ontology that believes there are multiple subjective realities/perspectives
- Inductive analysis focused on experiences and perceptions
- Subjective and interested in lived experiences
- Methods include phenomenology, ethnography, grounded theory
- Researchers interpret reality constructed by social interactions
Quantitative Paradigm:
- Positivist ontology that believes there is an objective singular reality
- Deductive testing of hypotheses using measurable observations
- Objective and focuses on measuring and analyzing causal relationships
- Methods include experiments and surveys
- Researchers are independent from what is being researched
This document discusses qualitative research methods. It defines qualitative research as involving the collection, analysis, and interpretation of non-numerical data to understand human problems from multiple perspectives within a natural setting. Some key qualitative methods discussed include case studies, ethnographic research, participant observation, interviews, and focus groups. Case studies explore a single phenomenon bounded by time and activity through various data collection methods. Ethnographic research studies intact cultural groups in natural settings. Participant observation allows researchers to fully understand societies by participating in or observing group activities. Qualitative interviews are less structured than surveys and allow informants to guide discussions. Focus groups generate ideas through discussions among a diverse group of participants.
The document describes two research projects presented at a workshop on collaborative research. The first project aims to understand the experiences of carers of people with personality disorders and inform the development of a national carers' strategy. The second project explores understandings of recovery from the perspective of people with personality disorders living in the community. Both projects involve collaboration between service users, carers, academics and clinicians. Participants at the workshop worked in groups to develop sample research project titles and questions.
Soft skills refer to personal traits like communication abilities, interpersonal skills, attitudes, and behaviors. They allow people to effectively use technical skills and knowledge, improve interactions with others, and feel satisfied in their jobs. Some key soft skills include communication, leadership, teamwork, stress management, having a positive attitude, and ability to negotiate win-win solutions. Personality is the totality of how one looks, feels and behaves, encompassing character traits like integrity and dedication, as well as behavioral traits such as interpersonal skills and leadership qualities. Elements crucial to personality development are self-awareness, goal setting, creativity, innovation, and human values.
Stakeholder Engagement in Implementation Research: VA Women's Health ResearchUCLA CTSI
Stakeholder engagement in implementation research is important for improving interventions and facilitating change in clinical practice. The presenter describes approaches to stakeholder engagement used in two VA women's health research projects. These included employing advisory boards, hiring stakeholders as research team members, and partnering with stakeholders at multiple levels including patients, providers, managers, and leadership. Meaningful engagement requires respecting stakeholders' time and priorities, sharing decision-making, and closing the research loop by sharing results. It allows implementation research to better reflect real-world contexts and needs, thereby improving outcomes.
1) Nonprofits face increasing uncertainty and lack tools to plan for different futures. Rapid-cycle scenario planning is a six-step process that can help nonprofits better prepare.
2) The process involves determining a focus, identifying driving forces, exploring plausible scenarios, and developing strategic priorities and action plans.
3) When used thoughtfully, rapid-cycle scenario planning can help nonprofits honestly explore a variety of futures and be better prepared to achieve their missions.
This is the presentation of my research I recently gave at the MIT Department of Urban Studies and Planning, to members of the MIT Center for Collective Intelligence and others.
It covers the basic principles of scenario planning, of crowdsourcing and collective intelligence, and then proposes a way to bring them together into an effective online system for futures work.
Strategic thinking involves integrating consideration of the future into today's decision making. It requires thinking big about external systems, thinking deep to question assumptions, and thinking long to consider trends and plausible futures over extended time horizons. This allows for more proactive, rather than reactive, decision making. Strategic thinkers embrace complexity, challenge assumptions, and foster collective wisdom. As leaders, developing strategic thinking in ourselves and our organizations helps ensure decisions made today consider their long term consequences and position the organization effectively for an uncertain future.
Environmental changes coupled with the impact on globalization leading to increasing complexity in many developing strategies, especially on the foresight and futures studies. These trends pose a fundamental question, what is the chalenges of future’s complexity? It seems before understanding the origin of Future Scenario's idea and laws governing the Future Time, we've gone into the application of Scenarios to build better stories about future.
In this paper we deeply investigated following issues in order to demonstrate the effects of the origin of idea's ontology on Future Scenarios;
1. Idea ontology,
2. The origin of creative thinking,
3. Idea nurturing in organizations,
4. Shaping the future time,
5. Scenario planning,
6. Ideas social network (global brain).
This paper is a fundamental research type that makes theory for an applied science. In fact, we seek to bridge an ontology base with an applied knowledge. According to qualitative approach this study because of its data references to valid resources is valid and due to expert's continuous supervisions is reliable.
Conceptual Model that have been emerged from this investigation, shows how we can improve scenario planning ability and what actually should be done to have good scenarios.
The document discusses strategies and tactics used by the Center for Victims of Torture (CVT) in their work to help victims of torture and prevent torture worldwide. It provides an overview of CVT's mission and history. It then discusses the concepts of strategy and tactics, explaining that tactics are concrete actions that support an overall strategy. The document promotes using a variety of tactics and provides a framework for developing strategic plans using tactical mapping. Tactical mapping involves visualizing relationships and institutions related to an issue in order to identify new tactics and ensure efforts are comprehensive.
The Influence of Transparency on leaders behaviorsEyad Al-Samman
This research proposal examines the relationship between transparency and leaders' behaviors in the Ministry of Finance in Yemen. Specifically, it aims to study how the four dimensions of transparency - informational, participatory, accountability, and secrecy - influence the behaviors of leaders in the ministry. A literature review is presented on the concepts of transparency and leadership behaviors. The research will employ a descriptive design and collect data from leaders in the ministry through questionnaires to analyze the relationships between transparency and leader behaviors. The findings could help enhance transparency and leader behaviors in the organization.
Curiosity: the blessing and the curse of the PhD entrepreneurCristina Escoda
Learning how to properly channel curiosity is one of the hardest challenges faced by the experienced researcher venturing into entrepreneurship.
Curiosity is defined as "an eager desire to know or learn about something”, and it is the main driver behind the scientist's inquisitive thinking.
But curiosity can also be a distracting force for the PhD entrepreneur, keeping her in a contemplative state rather than helping her achieve the action-driven state of mind necessary for a successful commercial venture.
Interrelation Between Innovation and PersonalityMuhammad Fajar
The document discusses creativity, innovation, and personality. It begins by providing examples of sunrise and sunset industries and how companies must adapt to changing technologies. It then discusses how time-based competition can provide competitive advantages. The document outlines factors that contribute to national and business competitiveness. It emphasizes that innovation results from hard work and discipline rather than genius. The document also discusses five important minds for the future: disciplinary, synthesizing, creating, respectful, and ethical. It examines the relationship between innovation and personality by exploring the concepts of integrity, enthusiasm through desire, passion and hope, and the importance of totality by integrating the body, spirit, and mind. Finally, it discusses how spirituality is an important element for organizational success
Major General Roger Lane – Managing Director of Roger Lane Consulting Ltd and...HIMSS UK
This document discusses the need for inclusive leadership in complex adaptive systems. It begins by outlining 4 types of systems and properties of complex systems, noting that in complex systems, emergence and solutions often come from the bottom, not the top. It then discusses how decision making is often based on patterns and assumptions rather than objective facts. The document advocates for more inclusive leadership that values diverse perspectives and engages all employees. It introduces the PRISM framework for understanding behavioral preferences and concludes by outlining behaviors of inclusive leaders, including encouraging input from all employees and authentic valuing of individuals.
The document outlines several key characteristics of qualitative research:
1) Qualitative research involves directly collecting data from participants through interviews and observation to understand their perspectives, opinions, and experiences.
2) The goal is to develop theories and concepts about human behavior and social phenomena by analyzing subjective data from individuals in natural, real-world settings.
3) Qualitative research focuses on discovery, flexibility, and understanding phenomena from the participants' point of view rather than making predetermined hypotheses.
Attitudes And Attitudes Of Older Adults Residing Within A...Olga Bautista
The document discusses a study using qualitative descriptive design to understand the emotions and attitudes of older adults living in a continuing care retirement community (CCRC) about accepting assistance or moving to a higher level of care. Focus groups will be used to answer the research question. Purposive sampling will be used to recruit older adult residents currently living independently but resisting moving to a higher level of care. The study aims to understand the attitudes and barriers preventing such transitions through open-ended questions in the focus groups.
Gestalt methodolgies in organisation researchasg03
This is our (Lars Marmgren and Anette Strömberg) preliminar thoughts about how it can be useful to introduce Gestalt methods in origanisational research and what implications it leads to.
Rorschach Measures Of Cognition And Social Functioning EssayKatherine Alexander
Here are the key differences between the qualitative and quantitative research paradigms described in the passage:
Qualitative Paradigm:
- Relativist ontology that believes there are multiple subjective realities/perspectives
- Inductive analysis focused on experiences and perceptions
- Subjective and interested in lived experiences
- Methods include phenomenology, ethnography, grounded theory
- Researchers interpret reality constructed by social interactions
Quantitative Paradigm:
- Positivist ontology that believes there is an objective singular reality
- Deductive testing of hypotheses using measurable observations
- Objective and focuses on measuring and analyzing causal relationships
- Methods include experiments and surveys
- Researchers are independent from what is being researched
This document discusses qualitative research methods. It defines qualitative research as involving the collection, analysis, and interpretation of non-numerical data to understand human problems from multiple perspectives within a natural setting. Some key qualitative methods discussed include case studies, ethnographic research, participant observation, interviews, and focus groups. Case studies explore a single phenomenon bounded by time and activity through various data collection methods. Ethnographic research studies intact cultural groups in natural settings. Participant observation allows researchers to fully understand societies by participating in or observing group activities. Qualitative interviews are less structured than surveys and allow informants to guide discussions. Focus groups generate ideas through discussions among a diverse group of participants.
The document describes two research projects presented at a workshop on collaborative research. The first project aims to understand the experiences of carers of people with personality disorders and inform the development of a national carers' strategy. The second project explores understandings of recovery from the perspective of people with personality disorders living in the community. Both projects involve collaboration between service users, carers, academics and clinicians. Participants at the workshop worked in groups to develop sample research project titles and questions.
Soft skills refer to personal traits like communication abilities, interpersonal skills, attitudes, and behaviors. They allow people to effectively use technical skills and knowledge, improve interactions with others, and feel satisfied in their jobs. Some key soft skills include communication, leadership, teamwork, stress management, having a positive attitude, and ability to negotiate win-win solutions. Personality is the totality of how one looks, feels and behaves, encompassing character traits like integrity and dedication, as well as behavioral traits such as interpersonal skills and leadership qualities. Elements crucial to personality development are self-awareness, goal setting, creativity, innovation, and human values.
Stakeholder Engagement in Implementation Research: VA Women's Health ResearchUCLA CTSI
Stakeholder engagement in implementation research is important for improving interventions and facilitating change in clinical practice. The presenter describes approaches to stakeholder engagement used in two VA women's health research projects. These included employing advisory boards, hiring stakeholders as research team members, and partnering with stakeholders at multiple levels including patients, providers, managers, and leadership. Meaningful engagement requires respecting stakeholders' time and priorities, sharing decision-making, and closing the research loop by sharing results. It allows implementation research to better reflect real-world contexts and needs, thereby improving outcomes.
The document discusses using participant observation to analyze differences in behaviors and body language between males and females on a bus ride. The observer took the bus from UBC to Metrotown Station at 1PM and back to campus at 6PM, recording ethnographic field notes. The data gathered from this observation of potential differences in male and female behaviors on public transit is intended to provide insights.
Presented at the Idean UX Summit Austin, May 2014. My colleagues and I are integrating approaches for creating with social complexity, and this talk provides an overview of our work in progress.
It outlines the nature of social complexity, and surveys three approaches appropriate for the challenge: Positive Deviance, Theory U & Social Labs, and the work of Dave Snowden and Cognitive Edge.
Consider this a case of "showing my mess." Future installments will reflect more synthesis, tell more stories, and better describe the emerging practice of managing emergence.
Similar to DesignTO - Co-Creating Trauma-Informed Services (14)
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Bharat Mata - History of Indian culture.pdfBharat Mata
Bharat Mata Channel is an initiative towards keeping the culture of this country alive. Our effort is to spread the knowledge of Indian history, culture, religion and Vedas to the masses.
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
2. Hello world! I am Andrew (he/him/his).
● I am a Service Designer and Design
Researcher where I have worked on a
variety of teams and structures in a variety
of roles.
● This cartoon of me was made by my friend
and former colleague of mine Annalise
Huynh that I’ve grown attached to.
● I have never been wrong about anything
in my life.
3. I have a lot of people to acknowledge and thank.
● To my old team at ODD, specifically Mark, Kelsey, Taylor, Kristin, Manlin, Anu,
Chris, Stephanie, Sam and Garrett. Already missing y’all.
● To my current colleagues at the Design Institute for Health, specifically to
Stephanie, Lauren and Jacob (go Design Research team!) who have
provided lots of insights.
● To Sarah Fathallah, a design researcher whose own work and thinking
inspired me to make a career pivot. Many of her thoughts and framing are
reflected here and it helped crystallize for me many of my own emergent
design practice. I shamelessly am referring to many of her ideas here.
● Many thanks to Rachael Dietkus’ ideas, founder of Social Workers who
Design, who has shared a lot of wisdom on trauma-responsive design.
11. “So trauma is not just a wound, but it’s a wound that’s not healed….They become separated
from their own feelings, sometimes from their own gut feelings….it doesn’t take horrific events
to traumatize people. That’s what the big misunderstanding is.”
-Dr. Gabor Mate
12. “Contrary to what many people believe, trauma is not primarily an emotional response. Trauma
always happens in the body. It is a spontaneous protective mechanism used by the body to
stop or thwart further (or future) potential damage.
Trauma is not a flaw or a weakness. It is a highly effective tool of safety and survival.
Trauma is also not an event. Trauma is the body’s protective response to an event — or a
series of events — that it perceives as potentially dangerous.”
-Reesma Manakem, White Supremacy as a Trauma Response
13. “The brain-disease model overlooks four fundamental truths: (1) our capacity to destroy one
another is matched by our capacity to heal one another. Restoring relationships and
community is central to restoring well-being; (2) language gives us the power to change
ourselves and others by communicating our experiences, helping us to define what we know,
and finding a common sense of meaning; (3) we have the ability to regulate our own
physiology, including some of the so-called involuntary functions of the body and brain,
through such basic activities as breathing, moving, and touching; and (4) we can change social
conditions to create environments in which children and adults can feel safe and where they
can thrive.
When we ignore these quintessential dimensions of humanity, we deprive people of ways to
heal from trauma and restore their autonomy. Being a patient, rather than a participant in one’s
healing process, separates suffering people from their community and alienates them from an
inner sense of self.”
-Bessel A. van der Kolk, The Body Keeps the Score: Brain, Mind, and Body in the Healing of
Trauma
14. trauma-informed
Trau·ma - in·formed troumə - inˈfôrmd
adjective
______________________________________________________________________________________________________________________________
_
There are a few working definitions of trauma-informed.
15. “A strengths-based service delivery approach that is grounded in an
understanding of and responsiveness to the impact of trauma, that
emphasizes physical, psychological, and emotional safety for both
providers and survivors, and that creates opportunities for survivors
to rebuild a sense of control and empowerment.”
-Substance Abuse and Mental Health Service Administration
“Trauma-informed care refers to therapeutic approaches that validate and are tailored to the
unique experience of a person coping with PTSD. It understands the symptoms of trauma to
be coping strategies that have developed in reaction to a traumatic experience. Non-
judgmentally, it recognizes that a person with PTSD may have behavioural, emotional or
physical adaptations that have developed in specific response to overwhelming stressors.”
-Centre for Addiction and Mental Health
16. The path to empathy should come from an intrinsic motivation...it is a relational
empathy and not a transactional empathy -- what we can do is manipulate or
exploit individuals to get source material so we can better design…
how can we evolve a transactional process to be more relational...one of the ways
to do it is to slow down the process.
-Rachael Dietkus
17.
18. Everyone responds to traumatic events in
different ways.
Just because someone goes through a traumatic
event does not meat they are traumatized.
What triggers a traumatic response for one
person may not for another.
19. How might we translate trauma-informed
practices into our design processes given
institutional constraints?
3
20. HMW develop a design approach…
HMW identify participants ...
HMW incentivize participants…
HMW conduct design research…
HMW manage participant data…
HMW invite participants to co-create…
HMW recognize past design decisions to change the future…
HMW practice self-reflexivity...
21. How might we use the most respectful and
appropriate approach to understand problem
at hand, for the audience in the present
context?
3.a
Developing a research approach
22. In theory…
● Long detailed structured
interviews with participants in
context (workplace, home, etc.)
● Access to sites for observations.
● Ability to follow-up with research
participants.
● Governance mechanisms in
talking to human research
participants (i.e.Research Ethics
Boards/Institutional Review
Boards)
23. In theory…
● Long detailed structured
interviews with participants in
context (workplace, home, etc.)
● Access to sites for observations.
● Ability to follow-up with research
participants.
● Governance mechanisms in
talking to human research
participants (i.e.Research Ethics
Boards/Institutional Review
Boards)
But in practice…
● Time constraints where typical
research methods may have to
be significantly modified.
● Sites might not be available.
● Limited ability to follow-up with
research participants.
● Potential for re-traumatization.
● Design research typically does
not have governance
mechanisms
24.
25.
26.
27. How might we appropriately recruit
participants?
3.b
Identifying research participants
28. In theory…
● Recruiting and screening
participants according to
participant profile that satisfies
research criteria.
29. In theory…
● Recruiting and screening
participants according to
participant profile that satisfies
research criteria.
But in practice…
● Participants may not want to go
through a screener.
● Participants already feel
overburdened by screeners to
receive service.
30.
31. How might we compensate our neighbours
fairly as research participants?
3.c
Incentivizing research participants
32. In theory…
● Compensation guidelines and
policies in place.
● Offering individual incentives for
their research participants at
market-rate.
33. In theory…
● Compensation guidelines and
policies in place.
● Offering individual incentives for
their research participants at
market-rate.
But in practice…
● Lack of business case and
compensation policies in place
for research participants.
● Restrictive types of incentives
due to managing stakeholder
sensitivities
● Incentives offered at
significantly lower market rate
34.
35.
36.
37. How might we have conversations and gather
data in a trauma-informed way where
participants have informed consent?
3.d
Conducting Research
38. In theory…
● Having documentation to obtain
informed consent.
● Thanking participants for their
participation.
● Participants reveal information
that is within the bounds of what
they consent to.
39. In theory…
● Having documentation to obtain
informed consent.
● Thanking participants for their
participation.
● Participants reveal information
that is within the bounds of what
they consent to.
But in practice…
● Consent can be withdrawn
throughout course of the
research, with issues that arise
that we may not be equipped to
deal with.
● Consent can be ambiguous
with divergent expectations.
● Participants may reveal more
sensitive information than they
intend to beyond what they
initially consent to.
40.
41. TL;DR
We are not mental health professionals.
Let’s stay in our lane.
Refer to appropriate help if necessary.
42. How might we manage participant’s data by
ensuring that their personally identifiable
information is not traceable to them and/or
does not compromise their safety?
3.e
Manage research data
43. In theory…
● “Minimum necessary”
● Scrubbing participants’
identifiable information.
● Use of appropriate tools and
equipments.
● Aggregating the data and
selecting compelling anecdotes
and photos to use to share back.
● Getting actionable feedback on
prototypes.
44. In theory…
● “Minimum necessary”
● Scrubbing participants’
identifiable information.
● Use of appropriate tools and
equipments.
● Aggregating the data and
selecting compelling anecdotes
and photos to use to share back.
● Represent data as shareable
“artefacts”
But in practice…
● Sometimes using personal
devices to store participant data.
● Making assumptions on how
participant data and photographs
ought to be used without
providing agency to participants.
48. How might we ensure that the people most
impacted by the outcome of our design work
are the ones in charge of influencing them in a
manner that prioritizes their safety?
3.f
Inviting participants to co-create
49. In theory…
● “User groups” and/or “lived
experience groups” as a
governance mechanism with
equal partnership in design
decisions.
● Participants on the design team,
enthusiastically playing a “product
owner” role.
50. In theory…
● “User groups” and/or “lived
experience groups” as a
governance mechanism with
equal partnership in design
decisions.
● Participants on the design team,
enthusiastically playing a “product
owner” role.
But in practice…
● Participants may feel like they
are unable to meaningfully
contribute and feeling jaded.
● Uneven and unclear terms of
engagements.
● Intentional or not,
reinforcement of power
imbalances, especially when
input not used.
● “Consultation theatre”
51. Without pausing to understand a
designer’s relationship to power, one
could unintentionally remind a
community that they have little power
to stop a project from happening.
-George Aye
52. ...the technical nature of jargon create
a gulf between designers and those
they should be co-designing with, it’s
also important to fight against any
impulse to regard it as universal.
-Sarah Fathallah
53.
54.
55.
56. How might we reconcile the historic and
present harms that we have intentionally
designed to co-design a future with those that
we have harmed that promotes collective
healing?
3.g
Recognizing past design decisions to change the future
57. In theory…
● We all have a shared
understanding of how we get
here and acknowledge it.
58. In theory…
● We all have a shared
understanding of how we got
here and acknowledge it.
But in practice…
● We don’t.
59.
60.
61. How might we embed the necessary critical
self-reflexiveness in our design practices to
challenge our assumptions and invite
openness to change?
3.g
Practicing self-reflexivity
62. In theory…
● We are the professionals that can
maintain composure and bring
our best selves.
● We enter into spaces from a
posture of “spectator in a play,”
with the impact of our work
professionally divorced from us.
63. In theory…
● We are the professionals that can
maintain composure and bring
our best selves.
● We enter into spaces from a
posture of “spectator in a play,”
with the impact of our work
professionally divorced from us.
But in practice…
● We bring a lot of biases.
● We can impacted by vicarious
trauma.
● We are “actors in a play.” The
impact of our work cannot be
divorced from us for we too are
the work.
64.
65.
66. We sought to change things but the
things change us too. This work will
require us to be transformed by it.
Take care of yourselves.
67. THANK YOU!
(Might I suggest y’all to support
the Encampment Support
Network?)
https://linktr.ee/ESN_TO
Editor's Notes
Creating a “Coping Skills Zine,” a booklet that includes information on how to cope with homelessness
Creating a “Coping Skills Zine,” a booklet that includes information on how to cope with homelessness