Slides from a research seminar presented at the University of the Sunshine Coast. The slides trace through how Strategic Doing developed and how existing scholarly research explains why this model works.
Strategic Doing: Designing and Achieving Measurable Workforce Development Obj...Scott Hutcheson, Ph.D.
Slides used on August 22, 2014 in Sellersburg, Indiana with civic leaders from the Ivy Tech Community College Southern Indiana Region/Indiana WorkOne Region 10 to develop a strategic action plan for a ready pipeline of workers for the region's manufacturing industry.
Slides from a research seminar presented at the University of the Sunshine Coast. The slides trace through how Strategic Doing developed and how existing scholarly research explains why this model works.
Strategic Doing: Designing and Achieving Measurable Workforce Development Obj...Scott Hutcheson, Ph.D.
Slides used on August 22, 2014 in Sellersburg, Indiana with civic leaders from the Ivy Tech Community College Southern Indiana Region/Indiana WorkOne Region 10 to develop a strategic action plan for a ready pipeline of workers for the region's manufacturing industry.
Oklahoma City: The Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. Why? Because OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules..
In my presentation, I explained how I took the lessons we learned from OKC and applied them in a wide range of really complex situations.
Now it’s an open source discipline we are spreading across the world with a growing network of universities.
My path with OKC's leadership is crossing again, and we have some exciting announcements coming.
Stay tuned.
----
You can get more on the backstory in our book: https://lnkd.in/eqZSc5H
Introduction to Strategic Doing for Community DevelopmentEd Morrison
Strategic Doing developed at a very granular level: working on the complex challenges within neighborhoods and communities. This paper explores how this new approach for developing strategy can be used to strengthen communities.
It is one thing to use the term “ecosystems” as a metaphor. It is quite another to create a new visual language to help universities and their partners see them. That is what the Purdue Agile Strategy Lab has been working on over the last few years. In partnership with Fraunhofer IOA based in Stuttgart, Germany they’ve develop a set of visual frameworks that can be used and adapted in efforts related to innovation, entrepreneurship, technology transfer and a wide variety of economic development-related strategies.
Many networks organize governance and operations with structures that mirror those of organizations: governing boards, committees, and operations staff. Unfortunately, these structures have often been a bad fit with networks, leading to decreased involvement and engagement by network participants who aren't on the governing board and shrinking network size and impact.
More and more networks are experimenting with and co-creating innovative network governance and structures that are self-organizing, encouraging and supporting the formation of collaborative circles for many or all of the operations and coordination functions of the network.
June Holley will share examples and offer several checklists and strategy worksheets to help your network determine if these new structures might be appropriate for them.
A Look Inside the Purdue Agile Strategy LabEd Morrison
Interest in our work is growing dramatically. Why? Because more and more organizations are confronting a stark reality: the old ways of working together aren't working. At the Purdue Agile Strategy Lab we are pioneering practical solutions for complex environments.
These tools, frameworks and disciplines enable individuals, organizations and communities to confront complex challenges -- wicked problems -- with the confidence that they can generate innovative solutions. We are not fixing old problems. We are designing new systems.
Strategic Doing is growing in popularity. It's easy to understand and deeply rooted in a set of values. But the real reason it is spreading is that people enjoy the process.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
We've known for a long time that clusters matter to economic growth and productivity. But how do they form? It turns out that a pattern emerges when we look deeper.
Strategic Doing Practitioner's Conference | May 2016Ed Morrison
Strategic Doing has caught fire. An agile approach to building collaborations quickly, Strategic Doing now has practitioners in a wide variety of fields from urban regeneration and engineering education to workforce development and corporate innovation.
Take part in three days of engaged learning with a growing network of Strategic Doing practitioners.
At this gathering you will deepen your skills at designing and guiding complex collaborations and learn emerging practices for taking on “wicked” problems. You will take away new insights about how, by following simple rules, you can develop strategies in open, loosely connected networks. The cost of the conference is $375
Introduction to Strategic Doing for Purdue's Discovery ParkEd Morrison
Center directors and researchers at Purdue's Discovery Park will be using Strategic Doing to form multi-disciplinary research teams to tackle Grand Challenges in food, water and energy. This presentation provides the directors an introduction of the development of this agile strategy method.
Oklahoma City: The Birthplace of Strategic Doing Ed Morrison
25 years after helping to launch Oklahoma City's rebirth, I returned to celebrate. Why? Because OKC is the birthplace of Strategic Doing.
From 1993-2000, I helped guide the civic leadership in the rebirth of their city. In the process, I worked on a new model of complex collaboration. It turns out we can build these complex collaborations by following a discipline of simple rules..
In my presentation, I explained how I took the lessons we learned from OKC and applied them in a wide range of really complex situations.
Now it’s an open source discipline we are spreading across the world with a growing network of universities.
My path with OKC's leadership is crossing again, and we have some exciting announcements coming.
Stay tuned.
----
You can get more on the backstory in our book: https://lnkd.in/eqZSc5H
Introduction to Strategic Doing for Community DevelopmentEd Morrison
Strategic Doing developed at a very granular level: working on the complex challenges within neighborhoods and communities. This paper explores how this new approach for developing strategy can be used to strengthen communities.
It is one thing to use the term “ecosystems” as a metaphor. It is quite another to create a new visual language to help universities and their partners see them. That is what the Purdue Agile Strategy Lab has been working on over the last few years. In partnership with Fraunhofer IOA based in Stuttgart, Germany they’ve develop a set of visual frameworks that can be used and adapted in efforts related to innovation, entrepreneurship, technology transfer and a wide variety of economic development-related strategies.
Many networks organize governance and operations with structures that mirror those of organizations: governing boards, committees, and operations staff. Unfortunately, these structures have often been a bad fit with networks, leading to decreased involvement and engagement by network participants who aren't on the governing board and shrinking network size and impact.
More and more networks are experimenting with and co-creating innovative network governance and structures that are self-organizing, encouraging and supporting the formation of collaborative circles for many or all of the operations and coordination functions of the network.
June Holley will share examples and offer several checklists and strategy worksheets to help your network determine if these new structures might be appropriate for them.
A Look Inside the Purdue Agile Strategy LabEd Morrison
Interest in our work is growing dramatically. Why? Because more and more organizations are confronting a stark reality: the old ways of working together aren't working. At the Purdue Agile Strategy Lab we are pioneering practical solutions for complex environments.
These tools, frameworks and disciplines enable individuals, organizations and communities to confront complex challenges -- wicked problems -- with the confidence that they can generate innovative solutions. We are not fixing old problems. We are designing new systems.
Strategic Doing is growing in popularity. It's easy to understand and deeply rooted in a set of values. But the real reason it is spreading is that people enjoy the process.
This second webinar in the Network Leadership Webinar Series is brought to you by the Center for Creative Leadership, NYU Wagner, and the Leadership Learning Community.
Presenting is Chris Ernst from Juniper Networks.
We've known for a long time that clusters matter to economic growth and productivity. But how do they form? It turns out that a pattern emerges when we look deeper.
Strategic Doing Practitioner's Conference | May 2016Ed Morrison
Strategic Doing has caught fire. An agile approach to building collaborations quickly, Strategic Doing now has practitioners in a wide variety of fields from urban regeneration and engineering education to workforce development and corporate innovation.
Take part in three days of engaged learning with a growing network of Strategic Doing practitioners.
At this gathering you will deepen your skills at designing and guiding complex collaborations and learn emerging practices for taking on “wicked” problems. You will take away new insights about how, by following simple rules, you can develop strategies in open, loosely connected networks. The cost of the conference is $375
Introduction to Strategic Doing for Purdue's Discovery ParkEd Morrison
Center directors and researchers at Purdue's Discovery Park will be using Strategic Doing to form multi-disciplinary research teams to tackle Grand Challenges in food, water and energy. This presentation provides the directors an introduction of the development of this agile strategy method.
Pathways to Innovation | September 2015Ed Morrison
Pathways to Innovation represents a transformative initiative funded by National Science Foundation, led by Stanford University and managed by VentureWell.
Using the agile strategy discipline of Strategic Doing, the initiative has engaged 37 universities (soon to be 51 universities) in redesigning the undergraduate experiences in engineering. The university teams are learning how to build and guide complex collaborations needed to transform the curriculum, add new certifications, and develop new maker spaces among other things.
To learn more, contact Peggy Hosea at Purdue: phosea@purdue.edu
MarketShift Lockheed Martin Workshop on Condition Based MaintenanceEd Morrison
These slides introduced an agile strategy workshop in which we began to design an innovating network of companies to move the Navy further along in the adoption of Condition Based Maintenance.
As part of an effort to transform Purdue's School of Mechanical Engineering, the faculty have begun exploring new initiatives – – low-cost, high leverage – – that can strengthen the learning experience of undergraduate students within the department. Here's a list of ideas on which we will focus our initial efforts. To learn more about the transformation of Purdue's School of Mechanical Engineering see http://purdue.edu/recourse.
Strategic Doing is a new strategy discipline designed explicitly for open, loosely connected networks. By following simple rules, complex strategies emerge. These strategies guide collaborations toward measurable outcomes, while making adjustments along the way.
These are slides from a session I am doing at the Joint Council of Extension Professionals 2014 Public Issues Leadership Workshop on April 7 in Alexandria, VA.
KEYSTONE HPSR Initiative // Module 7: Realist evaluation // Slideshow 1: Realist and theory driven approaches in HPSR
This is the only slideshow of Module 7: Realist evaluation, of the KEYSTONE Teaching and Learning Resources for Health Policy and Systems Research
To access video sessions and slides for all modules copy and past the following link in your browser:
http://bit.ly/25vVVp1
Module 7: Realist evaluation
Programmes and policies are complex in their design and implementation because of the number of interacting agents, components and forces that influence people and organisations in a given system. In this module through the realist evaluation approach explores why programmes/interventions work for some and not for others and getting to the core issue of trying to understand the conditions under which the interventions works.
There is 1 slideshow in this module.
Module 7: Realist evaluation
Module 7 Slideshow 1: Realist and theory- driven approaches in HPSR
The other modules in this series are:
Module 1: Introducing Health Systems & Health Policy
Module 2: Social justice, equity & gender
Module 3: System complexity
Module 4: Health Policy and Systems Research frameworks
Module 5: Economic analysis
Module 6: Policy analysis
Module 8: Systems thinking
Module 9: Ethnography
Module 10: Implementation research
Module 11: Participatory action research
Module 12: Knowledge translation
Module 13: Research Plan Writing
KEYSTONE is a collective initiative of several Indian health policy and systems research (HPSR) organizations to strengthen national capacity in HPSR towards addressing critical needs of health systems and policy development. KEYSTONE is convened by the Public Health Foundation of India in its role as Nodal Institute of the Alliance for Health Policy and Systems Research (AHPSR).
The inaugural KEYSTONE short course was conducted in New Delhi from 23 February – 5 March 2015. In the process of delivering the inaugural course, a suite of teaching and learning materials were developed under Creative Commons license, and are being made available as open access resources. The KEYSTONE teaching and learning resources include 38 videos and 32 slide presentations organized into 13 modules. These materials cover foundational concepts, common approaches used in HPSR, and guidance for preparing a research plan.
These resources were created and are made available through support and funding from the Alliance for Health Policy & Systems Research (AHPSR), WHO for the KEYSTONE initiative.
Organizing for Sustainability: Including and Engaging Diverse Stakeholders Rahul Mitra
Presented at the "Our Legacy, Our Relevance: Breaking Down Privilege Using Communication Theory to Build Frameworks that Support Inclusion" preconference, at the National Conference Association 2017.
Reflections from a realist evaluation in progress: Scaling ladders and stitch...Debbie_at_IDS
In this session, Isabel Vogel, Melanie Punton and Rob Lloyd will reflect on the first year of a three-year realist impact evaluation, examining the Building Capacity to Use Research Evidence (BCURE) programme funded by the UK Department for International Development.
Systems Thinking in Public Health for Continuous Quality ImprovementCameron Norman
Opening presentation at the first meeting on CQI in Public Health in Ontario, held at the Dalla Lana School of Public Health at the University of Toronto. Practitioners from across the province gathered to learn more about quality assurance measures, metrics, theories and ideas. This presentation provides a simple overview of systems thinking as it might apply to CQI in public health. This simple overview looks at the nature of systems, how they apply to CQI, how design thinking and developmental design can aid public health in creating relevant, appropriate means of quality assessment in its work.
Cluster evaluation: Learning to complete the virtuous circle! - James WilsonOrkestra
Interesting article about cluster evaluation written by James Wilson in collaboration with Madeline Smith and Emily Wise for the TCI Network's 'Shared Values' publications that was distributed at the European Conference in Bulgaria (March 2018).
Theory-Based Approaches for Assessing the Impact of Integrated Systems Research - Brian Belcher, Royal Roads University. Measuring the Impact of Integrated Systems Research (September 27, 2021 – September 30, 2021). Three-day virtual workshop co hosted by the CGIAR Research Programs on Water Land and Ecosystems (WLE); Forests, Trees and Agroforestry (FTA); Policies, Institutions, and Markets (PIM); and SPIA, the Standing Panel on Impact Assessment of the CGIAR. The workshop took stock of existing and new methodological developments of monitoring, evaluation and impact assessment work, and discussed which are suitable to evaluate and assess complex, integrated systems research.
Strategic Doing: Accelerating Collaboration among Bloomington. Indiana's Co-opsScott Hutcheson, Ph.D.
Slides used in a July 10, 2014 workshop with Hoosier Energy, IU Credit Union, and Bloomingfoods to develop a strategic action plan for inter-cooperative collaboration.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Effective Strategy Making in Economic & Community Development
1. Copyright 2014 – Scott Hutcheson
This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
Effective Strategy Making in
Economic & Community Development
Scott Hutcheson, Ph.D.
Mid-Continent Regional Science Association
46th Annual Conference
St. Louis, M) – May 27-29, 2015
7. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Research
Question
Why are some economic &
community development
strategies effectiveand
others…not so much?
8. Answering the Question
A grounded theory exploration
using a sequential mixed method
approach beginning with a
qualitative phase in which semi-
structured interviews were
conducted with a purposively
sampled panel of experts resulting
in data that was open coded using
the data spiral analysis method
followed by a quasi-experimental
quantitative phase in which two
contrasted groups of purposefully
sampled, randomly assigned
participants were surveyed,
resulting in data that was analyzed
using Spearman’s rho to determine
correlation coefficients.
1. Literature review
2. Interviews
3. Surveys
9. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Problem
Statement
• Literature gap regarding factors
contributing to effective strategy in the
context of economic & community
development (Kwon, Berry, & Feiock,
2009).
• Civic leaders face daunting tasks of
developing and implementing
economic & community development
strategies (Markey, 2010).
• Very little research-based information
to guide decisions about effective
strategy-development processes in the
context of economic & community
development.
10. • Evolution of dealing with economic
& community development
• Institutionalization
• Locus of control
• Increasing complexity
• Tools for managing economic &
community development
• Early tools
• Evolving tools
• Emerging tools
• Contributing theories
• Strategy formation
• Collaborative governance
• Social innovation
Insights from the Literature
Conducted as part of the grounded theory
data collection process (McGhee,
Marland, and Atkinson, 2007).
Conducted to provide contextualization
(Dunne, 2011) and orientation to the
phenomenon (Pozzebon, Petrini, de
Mellow, and Garreau, 2011).
11. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Evolution of
How We
Deal with
ECD Issues
Institutionalization
• Pre-institutional (Pre- WW2)
• Institutional (1950-1990)
• Multi-Institutional (1990 to today)
Locus of Control
• Control in the hands of the “elite” (Perrucci &
Pilisuk, 1970).
• Most economic & community development
issues are “Type 3 Public Problems” and
control is shared by a group of “nonexperts”
(Heifitz and Sinder, 1988).
12. Dealing with the Complexity
12
Early Models
• Borrowed from industry models (Blair,2004)
• 1960s in universities, schools, municipalities (Hamilton, 2007)
• Late 1980s/Early 1990s first economic development strategic plans
(Blackerby & Blackerby, 1995)
Evolving Models
• Recognition that corporate models are less effective (Bryson and Roering,
1987).
• U.S. Economic Development Administration’s CEDS; Cooperative
Extension Service’s Take Charge (Hein, Cole, & Ayres, 1990); Asset-Based
Community Development, (Kretzmann and McKnight, 1996; Community
Capitals, Flora, 1992)
Emerging Models
• Effectiveness of strategic planning in business questioned (Mintzberg,
1994).
• Effectiveness of strategic planning in economic & community development
questioned ( Blair, 2004; Robichau, 2010; Morrison, 2012)
• Organic Strategic Planning (McNamara, 2010, Open Source Economic
Development (Merkel, 2010), Strategic Doing (Hutcheson, 2008;
14. Social Innovation
Social innovations…
• are best designed and implemented in networks
• emerge from heterogeneousness (diversity)
• are framed using existing assets
• are products of co-creation
• are the result of collective action
• should have decentralized implementation
• when implemented should focus on tangible results
Bland, Bruk, Kim, and Lee (2010); Bouchard (2012); Mulgan, Ali, Tucker and Sanders (2007);
Neumeier (2012); Oliveira and Breda-Vazquez (2012)
15. Strategy Formation
Strategies…
• are formed intuitively
• are iterative
• must be designed to account for unanticipated variables
• must take into account contextual values, assumptions,
beliefs, and expectations
• must be flexible
• should be designed collaboratively
• and best developed as an intra-organizational activity
Feser, 2012; Johanson, 2009; Lindblom, 1959; Mintzberg, 1978; Parnell, 2008; Rindova, Dalpiaz, and
Ravasi, 2011; Sminia, 2012; Tapinos, Dyson, and Meadows, 2011
16. Collaborative Governance
Collaborative governance…
• takes advantage of network structures
• connects existing assets
• focuses first on small wins
• Requires decision making to be made by consensus
• works when there is trust among participants
• is efficient
• involves successful management of both internal and external
stakeholders
Ansell and Gash, 2008; Chiclana et al., 2013; Clarke, Huxley, Mountford, 2010; Emerson, Nabatchi, and Balogh, 2012;
Gibson, 2011; Johnston, Hicks, Nan, and Auer, 2011; Kwon, Berry, and Feiock, 2009; Merkle , 2010; Olberding, 2009;
Ospina and Saz-Carranza, 2010; Pammer, 1998; Poister, 2010
17. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
These Things
Matter
• Organizational Structure (i.e.,
hierarchy, network)
• Framework & Orientation (i.e., asset-
based, deficit-based, efficiency-based)
• Processes (i.e., relationship between
planning and implementation)
• Timeframe (i.e., timeline for goals)
• Implementation (i.e., centralized,
decentralized)
• Metrics (i.e., accountability, feedback
18. Insights from the Panel of Experts
The Qualitative Data
• Population of scholars and practitioners who design
curricula, teach, and/or practice strategy development for
addressing economic development, community
development issues
• Sample: N=12
• Semi-structured interviews (IRB-approved, anonymity)
• Verbatim transcripts, data spiral analysis with three levels
of coding: open, axial, selective using qualitative analysis
software
• 56 single-spaced pages/over 31,000 words of data
19. Themes from the Interviews
19
1. Toward network organization structures, away from
hierarchical structures
2. Toward asset-based frameworks, away from deficit-based
frameworks
3. Toward iterative planning/implementation processes, away
from sequential processes
4. Toward a progressive series of shorter-term goals, away from
longer-term transformational goals
5. Toward decentralized implementation, away from centralized
implementation
6. Toward using metrics to learn what is working, away from
metrics used primarily for accountability
20. Variables
20
1. Network organization structures
2. Asset-based frameworks
3. Iterative planning/implementation process
4. Inclusion of shorter-term goals
5. Decentralized implementation
6. Metrics to learn what is working
Independent
Variables
Dependent Variable = Effectiveness
21. Effectiveness
For the effective strategy initiative you have in mind, how
would you describe its level of effectiveness:
• Completely effective
• Significantly effective
• Somewhat effective
Ineffectiveness
For the ineffective strategy initiative you have in mind, how
would you describe its level of ineffectiveness:
• Somewhat ineffective
• Significantly ineffective
• Completely ineffective
Organizational Structure, etc.
Measuring
the Variables
Hierarchical, with a clear top
and bottom
Network, with a hub and
spokes
22. Insights from Participants
The Quantitative Data
• Population of individuals who have participated in
community-based strategy initiatives to address community
change (economic development, community development,
community health, etc.)
• Sample of 300 (plus those reached by use of snowball
sample) participants were randomly selected from PCRD
contact database (N=209). Assured that Indiana was not
over represented
• IRB-approved survey constructed using the factors
identified in phase 1, participants randomly assigned to two
contrasting groups
23. Findings from the Surveys
23
Source: Scott Hutcheson, Distributed under a Creative Commons 3.0 License.
Effective & Ineffective Strategy Initiatives – Mean Responses
- = ineffective | + = effective
25. Findings from the Surveys
25
Source: Scott Hutcheson, Distributed under a Creative Commons 3.0 License.
Correlation Between Strategy Initiative Effectiveness and the Six Independent Variables
M = Moderate Positive
S = Strong Positive
26. Recipe for EFFECTIVE Strategies?
• Have a network organizational
structure
• Frame strategies primarily around
building on existing assets
• Have a planning and implementation
processes that is iterative
• Include short-term, easy-win goals
• Decentralize responsibilities for
implementation among multiple
organization
• Use metrics to learn what is working
and to make adjustments along the
way
27. Strategic Doing enables people to form action-
oriented collaborations quickly, move them
toward measurable outcomes, and make
adjustments along the way.