An informal conversation with MaFI member Eric Derks about his experiences helping development organisations move away from direct delivery of services and inputs and into facilitation approaches.
Coaching material about strategic use of ICT and Communication Tools.pdfBrodoto
This document provides coaching material on strategic use of information and communication technologies (ICT) and social media tools for social entrepreneurs. It is divided into three modules. Module I discusses ICT tools for optimizing daily work, including project management, internal communication, external communication, collaboration, educational/presentation, and video/graphic editing tools. Module II focuses on using social media strategically on platforms like Facebook and Instagram. Module III presents impact tools for social enterprises regarding business, impact measurement, networking, and cooperation. The document aims to equip social entrepreneurs with digital skills and strategies to improve their operations and outreach.
Corporate Social Responsibility (CSR) and CommunicationIE University
Exploring European cross-national differences and tendencies
Taking pride in being a good company without being perceived as having an opportunistic purpose is anything but easy. We analyzed the practice of top European companies and asked experts’ opinions about risks and opportunities related to communicating CSR.
7 - Examination of Successful VILT PracticesWilliam West
This white paper examines practices for effective virtual instructor-led training (VILT). A survey of 114 learning professionals found that VILT use is growing rapidly due to its ability to reduce travel costs and train more people. Topics commonly delivered via VILT include customer/product training, professional development, and sales training. Those reporting highly effective VILT programs blend it with other modalities and use engagement tools like live conversation and polling during sessions.
In class discussion chapter 2 organizational strategy, competitissuser337fce
This document contains responses from two students, Trisha Brook and Alejandra Guerrero, discussing topics related to organizational strategy and information systems.
Trisha discusses how a "flat world" with advanced IT creates more opportunities for global collaboration and lifelong learning in business. Alejandra analyzes how the Internet has affected Porter's five competitive forces model by making it easier for new competitors to enter markets, increasing choices for consumers, and reducing firms' proprietary information advantages. She explains how each of the five forces - threat of new entry, supplier power, buyer power, substitution threats, and industry rivalry - has been impacted by new technologies and the information available online.
The CIPR's Artificial Intelligence (AI) panel has published new research revealing the impact of technology, and specifically AI, on public relations practice. It predicts the impact on skills in the profession in the next five years.
The document discusses how the field of technical communication is evolving and being absorbed by other fields like user experience (UX) and content strategy. It argues that technical communicators need to expand their skills to include UX and content strategy in order to remain employable. University programs are updating their curriculums to reflect these changes. While some professional organizations for technical communicators have experienced declining membership as the field broadens, local UX chapters and conferences are growing rapidly. Technical communication jobs are decreasing as companies hire more people with UX and content strategy skills.
The document discusses ongoing work within ISO to develop standards around societal security and community resilience, with a focus on the Private and Public Partnership (PPP) standard. The PPP standard aims to provide guidance on establishing cooperative relationships between public and private organizations to enhance resilience. The standard addresses defining common objectives, roles and procedures to prevent and manage incidents impacting society. The summary outlines the key stages in developing an operational PPP: 1) an idea is explored, 2) relevant actors are engaged to define common objectives, 3) commitments are formalized through contracts, and 4) operational capabilities are stabilized and matured over the long term through validation exercises and trust-building.
Coaching material about strategic use of ICT and Communication Tools.pdfBrodoto
This document provides coaching material on strategic use of information and communication technologies (ICT) and social media tools for social entrepreneurs. It is divided into three modules. Module I discusses ICT tools for optimizing daily work, including project management, internal communication, external communication, collaboration, educational/presentation, and video/graphic editing tools. Module II focuses on using social media strategically on platforms like Facebook and Instagram. Module III presents impact tools for social enterprises regarding business, impact measurement, networking, and cooperation. The document aims to equip social entrepreneurs with digital skills and strategies to improve their operations and outreach.
Corporate Social Responsibility (CSR) and CommunicationIE University
Exploring European cross-national differences and tendencies
Taking pride in being a good company without being perceived as having an opportunistic purpose is anything but easy. We analyzed the practice of top European companies and asked experts’ opinions about risks and opportunities related to communicating CSR.
7 - Examination of Successful VILT PracticesWilliam West
This white paper examines practices for effective virtual instructor-led training (VILT). A survey of 114 learning professionals found that VILT use is growing rapidly due to its ability to reduce travel costs and train more people. Topics commonly delivered via VILT include customer/product training, professional development, and sales training. Those reporting highly effective VILT programs blend it with other modalities and use engagement tools like live conversation and polling during sessions.
In class discussion chapter 2 organizational strategy, competitissuser337fce
This document contains responses from two students, Trisha Brook and Alejandra Guerrero, discussing topics related to organizational strategy and information systems.
Trisha discusses how a "flat world" with advanced IT creates more opportunities for global collaboration and lifelong learning in business. Alejandra analyzes how the Internet has affected Porter's five competitive forces model by making it easier for new competitors to enter markets, increasing choices for consumers, and reducing firms' proprietary information advantages. She explains how each of the five forces - threat of new entry, supplier power, buyer power, substitution threats, and industry rivalry - has been impacted by new technologies and the information available online.
The CIPR's Artificial Intelligence (AI) panel has published new research revealing the impact of technology, and specifically AI, on public relations practice. It predicts the impact on skills in the profession in the next five years.
The document discusses how the field of technical communication is evolving and being absorbed by other fields like user experience (UX) and content strategy. It argues that technical communicators need to expand their skills to include UX and content strategy in order to remain employable. University programs are updating their curriculums to reflect these changes. While some professional organizations for technical communicators have experienced declining membership as the field broadens, local UX chapters and conferences are growing rapidly. Technical communication jobs are decreasing as companies hire more people with UX and content strategy skills.
The document discusses ongoing work within ISO to develop standards around societal security and community resilience, with a focus on the Private and Public Partnership (PPP) standard. The PPP standard aims to provide guidance on establishing cooperative relationships between public and private organizations to enhance resilience. The standard addresses defining common objectives, roles and procedures to prevent and manage incidents impacting society. The summary outlines the key stages in developing an operational PPP: 1) an idea is explored, 2) relevant actors are engaged to define common objectives, 3) commitments are formalized through contracts, and 4) operational capabilities are stabilized and matured over the long term through validation exercises and trust-building.
Šis pranešimas supažindins jus su Europos Parlamentu ir jo veikla. Daugiau apie Europos Parlamentą sužinotumėte dalyvaudami e-Akademijos Europos Sąjungos kurse: Pažintis su Europos Parlamentu
le chéile Group Income and Growth Investment Seminar 05.11.13le chéile Group
Carmignac Patrimoine is a diversified international fund managed by Carmignac Gestion, a French asset management firm. The fund aims to minimize risk while seeking returns through flexible allocation across international equities, bonds, and currencies. It is managed by three portfolio managers who collaborate on asset allocation decisions. As of September 2013, the fund had increased its equity exposure to 50% due to improving market conditions while maintaining balanced currency exposure between the dollar and euro. Over its 24-year history, Carmignac Patrimoine has outperformed its composite benchmark, demonstrating strong performance across various market cycles.
The document provides an overview of Global Intelligence Alliance (GIA), an advisory group that provides on-demand market and competitive intelligence across the technology, media, and telecommunications industries. GIA works with clients to develop strategic plans, evaluate sales and marketing strategies, conduct M&A screening, and provide competitive intelligence. The document highlights GIA's network of over 70 experts worldwide and examples of its advisory work and client projects in areas such as telecom, hardware, software, and media.
Lexalytics Text Analytics Workshop: Perfect Text AnalyticsLexalytics
This document summarizes and promotes the text analytics capabilities of Perfect Text Analytics. It discusses how Perfect is fast, usable, consistent, provides new knowledge, is inclusive of all text, and is trainable. Customer use cases are presented in reputation management, politics, market intelligence, hospitality, financial services, pharma, and opinion mining. The document outlines planned enhancements over the next year, including sarcasm detection, foreign language support, and more customizable tools. Overall, it argues that text analytics can provide valuable insights across many industries when combined with business logic.
Novembre 2010 : Scanblog, et son partenaire OpenedMind, présentent les résultat de la 2e vague de leur baromètre ECHO - Les français face aux médias sociaux et la e-réputation.
De vraies évolutions sont constatées depuis seulement 6 mois.
+56% de conversation online, les réseaux sociaux qui deviennent la 2nde source prioritaire pour s'informer en France... Les blogs qui chutent...
Evidemment, ces chiffres ne vont pas arranger tout le monde.
Les résultats sont sur www.echo-study.com, et encore + de détails sur www.scanblog.com
How Internal Communications can drive Organizational ChangePoppulo
Download the complete (free) guide on the same topic here: http://bit.ly/2MeXmXX
Change is now business as usual at organizations. And today internal communicators need to move from ‘managing’ change to leading and enabling change.
Presentation takeaways:
- The essential role of internal communication during change management
- The questions to ask when building a strategy
- Understanding the 7 key drivers of change
- How to gain insight and measurement into your campaigns
- The value of sharing results with stakeholders
- Change management is an approach to any project or organizational change that addresses the less visible and often emotional resistance and risks that oppose a change.
We present "How Internal Communications can drive Organizational Change" - a 7 minute must-read deck for every IC professional.
---
We know that every organization faces different communication challenges. Call us now if you’d like to discuss yours with one of our IC experts.
Intl. +353 21 242 7277
UK 0800 904 7955
US 781 443 7600
or visit Poppulo.com
B2B Social Media: research into its role in the ICT buying processThe Marketing Practice
Half of buyers agree that suppliers should have a social media presence, and over 1 in 4 buyers have met suppliers through social media interactions, with 1 in 3 of those buyers then giving business to that supplier. LinkedIn and Facebook are the most used social media platforms. Social media is most influential early in the buying process and after the purchase. Making uninvited contact via social media is not as frowned upon as expected. Analysts, peers and suppliers are the top sources of information on social media.
Dimensions and methodologies for empowerment SUCHITRA SINGH
The document discusses dimensions and methodologies for empowerment. It defines empowerment as obtaining opportunities for marginalized groups directly or through help from others. Five core dimensions of empowerment are discussed: (1) surrendering control, (2) creating buy-in, (3) sourcing new ideas, (4) getting employees' votes, and (5) creating team decisions. Methodologies discussed include addressing challenges at all levels from individual to societal, focusing on strengths rather than deficits, and facilitating empowerment through a continuum of strategies from individual development to social change. Specific tools used by a community empowerment group are also outlined.
Read 290 Critical Reading as Critical ThinkingOnlineWeek .docxcatheryncouper
Read 290: Critical Reading as Critical Thinking
Online
Week 6
This week you will be taking the quiz covering chapters 1 through 5 from the ARQ text. You will also be taking Exam #1 on Friday. The following checklist should help you to stay organized and focused on your online assignments.
Week 6 – Checklist
1. View the Week 6 video announcement or Read the Week 6 announcement to get an overview of this week’s assignments.
2. Take the quiz on Chapters 1 through 5 in the ARQ text. The quiz consists of 25 multiple choice and true/false questions. It should not take more than 1 hour to complete. The quiz is due by Wednesday at 11:59pm.
3. Prepare for Exam #1 by completing the following steps:
a) Read the article “It’s a Job for Parents, Not the Government”
b) View the Exam 1 – Sample Analysis Presentation
4. Take Exam #1. The exam will be available from 12:00am until 11:55pm on Friday. You will have 2 hours to complete the exam. You will need to complete the following steps:
a) Read the Exam 1 Article
b) Analyze the article by completing the Exam 1 Worksheet
c) Access and complete the Exam. Use your worksheet to answer the questions about the article. Then submit your exam.
d) Submit your worksheet using the link provided in the week 6 section of TITANium. You must submit your worksheet to get credit for this exam.
Good luck!
Week Seven: Managing Knowledge
Information Resource Management
IT620
February 22, 2014
Running head: MANAGING KNOWLEDGE 1
MANAGING KNOWLEDGE 3
MANAGING KNOWLEDGE 2
Managing Knowledge
Chapter 14: Question 3. How do human capital, structural capital, and customer capital differ?
ANSWER.
Human capital, structural capital and customer capital are three basic fundamentals of any organization. They differ in their roles playing for that organization. Human capital is the efficiency of a human being on the basis of its skills; more the human is skilled and efficient results in more human capital. On the structural capital is the efficiency of the organizations to provide environment in which they can increase the efficiencies of humans working for them such as data, systems, knowledge and designs. The customer capital is the relationship bond with organization products, stronger the bond between the customer and the products results in a stronger customer capital.
Chapter 14: Question 8. What approach did the energy company take to encourage knowledge sharing among its 15 business units?
ANSWER.
The approach that the energy company took to encourage sharing among its 15 business units was establishing peer groups from various units. The idea was to have employees share his or her knowledge without the involvement of leadership to avoid political aspects. Since this was unsuccessful it was decided to provide a human portal for employees where they can ask questions regarding the problems they faced with their customers and employees from other business units provides a solution to them, its kind ...
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
These slides propose a few guidelines and concrete projects to relaunch MaFI as a group that will focus on the psychological and cognitive aspects of facilitation of market systems development (MSD) programmes.
The document summarizes a session from the SEEP Annual Conference in 2014 on scaling impact in inclusive market systems. The session focused on the state of the Market Facilitation Initiative (MaFI) and opportunities for collaboration. Key points included: MaFI continues growing slowly with impressive engagement among members; focus on sustainable knowledge production; exploring e-learning strategies for scaling facilitator training. Participants discussed topics like measuring systemic change, models for input/output market facilitation, and integrating human-centered design into development projects.
Cultivating communities of practice at International Labour OrganizationFlavio Fabiani
The project aims at developing 8 communities of practices for the 8 Areas of Critical Importance of the Institute of Labour Organization:
1. Promoting more and better
jobs for inclusive growth
2. Jobs and skills for youth
3. Creating and extending social
protection floors
4. Productivity and working
conditions in SMEs
5. Decent work in the rural
economy
6. Formalization of the informal
economy
7. Strengthening workplace
compliance through labour
inspection
8. Protection of workers from
unacceptable forms of work
This document discusses how social networking can be used to promote ethical leadership. It recommends that organizations provide training to employees on ethical codes and proper use of social media. This helps ensure confidential information is not shared and prevents reputational damage. Social media can also be used for knowledge sharing, recruitment, and brand promotion in a transparent way. Maintaining strong ethics is important as it makes organizations more attractive to potential employees and saves costs of legal issues down the road.
I wanted to share some insight on one of the most challenging aspects of Grant Making. Measuring outcomes has proven to be challenging, but there is away to accomplish your goals to make the world a better place. Salesforce has put together a deck that allows stakeholders in this space the ability to develop a roadmap for success with the ability to iterate on those measurements to consistently improve outcomes.
Imagining Social Work Education into the Future: Skills for Social Justice in...Laurel Hitchcock
Technology is profoundly shaping the world, especially in the delivery of education. Concurrently, services like telehealth, predictive analytics, and technology aids (i.e. Fitbits, apps and home listening devices) affect service delivery. Given these changes, how do social workers promote social justice and support privacy and equity? And consider needs of the vulnerable while harnessing technology for good? How does social work redefine the profession in the face of algorithmic solutions to human problems? This panel will introduce a dialogue about what’s happening, where are gaps in social work education, and how programs might reinvent in a rapidly-changing environment.
Viv Price and David Robertson discuss sustaining behavior change in organizations. They see a trend of employees wanting to continuously learn and develop new skills. Their framework focuses on different levels of ownership for sustainment activities - by the organization, managers, and individuals. They provide an example of successfully distributing safety responsibilities across levels rather than just to the safety manager. Clients sometimes struggle by not planning sustainment activities early or underestimating the time needed. The "See It, Need It, Do It, Live It" framework helps choose the right activities based on the learning environment and ownership levels.
Šis pranešimas supažindins jus su Europos Parlamentu ir jo veikla. Daugiau apie Europos Parlamentą sužinotumėte dalyvaudami e-Akademijos Europos Sąjungos kurse: Pažintis su Europos Parlamentu
le chéile Group Income and Growth Investment Seminar 05.11.13le chéile Group
Carmignac Patrimoine is a diversified international fund managed by Carmignac Gestion, a French asset management firm. The fund aims to minimize risk while seeking returns through flexible allocation across international equities, bonds, and currencies. It is managed by three portfolio managers who collaborate on asset allocation decisions. As of September 2013, the fund had increased its equity exposure to 50% due to improving market conditions while maintaining balanced currency exposure between the dollar and euro. Over its 24-year history, Carmignac Patrimoine has outperformed its composite benchmark, demonstrating strong performance across various market cycles.
The document provides an overview of Global Intelligence Alliance (GIA), an advisory group that provides on-demand market and competitive intelligence across the technology, media, and telecommunications industries. GIA works with clients to develop strategic plans, evaluate sales and marketing strategies, conduct M&A screening, and provide competitive intelligence. The document highlights GIA's network of over 70 experts worldwide and examples of its advisory work and client projects in areas such as telecom, hardware, software, and media.
Lexalytics Text Analytics Workshop: Perfect Text AnalyticsLexalytics
This document summarizes and promotes the text analytics capabilities of Perfect Text Analytics. It discusses how Perfect is fast, usable, consistent, provides new knowledge, is inclusive of all text, and is trainable. Customer use cases are presented in reputation management, politics, market intelligence, hospitality, financial services, pharma, and opinion mining. The document outlines planned enhancements over the next year, including sarcasm detection, foreign language support, and more customizable tools. Overall, it argues that text analytics can provide valuable insights across many industries when combined with business logic.
Novembre 2010 : Scanblog, et son partenaire OpenedMind, présentent les résultat de la 2e vague de leur baromètre ECHO - Les français face aux médias sociaux et la e-réputation.
De vraies évolutions sont constatées depuis seulement 6 mois.
+56% de conversation online, les réseaux sociaux qui deviennent la 2nde source prioritaire pour s'informer en France... Les blogs qui chutent...
Evidemment, ces chiffres ne vont pas arranger tout le monde.
Les résultats sont sur www.echo-study.com, et encore + de détails sur www.scanblog.com
How Internal Communications can drive Organizational ChangePoppulo
Download the complete (free) guide on the same topic here: http://bit.ly/2MeXmXX
Change is now business as usual at organizations. And today internal communicators need to move from ‘managing’ change to leading and enabling change.
Presentation takeaways:
- The essential role of internal communication during change management
- The questions to ask when building a strategy
- Understanding the 7 key drivers of change
- How to gain insight and measurement into your campaigns
- The value of sharing results with stakeholders
- Change management is an approach to any project or organizational change that addresses the less visible and often emotional resistance and risks that oppose a change.
We present "How Internal Communications can drive Organizational Change" - a 7 minute must-read deck for every IC professional.
---
We know that every organization faces different communication challenges. Call us now if you’d like to discuss yours with one of our IC experts.
Intl. +353 21 242 7277
UK 0800 904 7955
US 781 443 7600
or visit Poppulo.com
B2B Social Media: research into its role in the ICT buying processThe Marketing Practice
Half of buyers agree that suppliers should have a social media presence, and over 1 in 4 buyers have met suppliers through social media interactions, with 1 in 3 of those buyers then giving business to that supplier. LinkedIn and Facebook are the most used social media platforms. Social media is most influential early in the buying process and after the purchase. Making uninvited contact via social media is not as frowned upon as expected. Analysts, peers and suppliers are the top sources of information on social media.
Dimensions and methodologies for empowerment SUCHITRA SINGH
The document discusses dimensions and methodologies for empowerment. It defines empowerment as obtaining opportunities for marginalized groups directly or through help from others. Five core dimensions of empowerment are discussed: (1) surrendering control, (2) creating buy-in, (3) sourcing new ideas, (4) getting employees' votes, and (5) creating team decisions. Methodologies discussed include addressing challenges at all levels from individual to societal, focusing on strengths rather than deficits, and facilitating empowerment through a continuum of strategies from individual development to social change. Specific tools used by a community empowerment group are also outlined.
Read 290 Critical Reading as Critical ThinkingOnlineWeek .docxcatheryncouper
Read 290: Critical Reading as Critical Thinking
Online
Week 6
This week you will be taking the quiz covering chapters 1 through 5 from the ARQ text. You will also be taking Exam #1 on Friday. The following checklist should help you to stay organized and focused on your online assignments.
Week 6 – Checklist
1. View the Week 6 video announcement or Read the Week 6 announcement to get an overview of this week’s assignments.
2. Take the quiz on Chapters 1 through 5 in the ARQ text. The quiz consists of 25 multiple choice and true/false questions. It should not take more than 1 hour to complete. The quiz is due by Wednesday at 11:59pm.
3. Prepare for Exam #1 by completing the following steps:
a) Read the article “It’s a Job for Parents, Not the Government”
b) View the Exam 1 – Sample Analysis Presentation
4. Take Exam #1. The exam will be available from 12:00am until 11:55pm on Friday. You will have 2 hours to complete the exam. You will need to complete the following steps:
a) Read the Exam 1 Article
b) Analyze the article by completing the Exam 1 Worksheet
c) Access and complete the Exam. Use your worksheet to answer the questions about the article. Then submit your exam.
d) Submit your worksheet using the link provided in the week 6 section of TITANium. You must submit your worksheet to get credit for this exam.
Good luck!
Week Seven: Managing Knowledge
Information Resource Management
IT620
February 22, 2014
Running head: MANAGING KNOWLEDGE 1
MANAGING KNOWLEDGE 3
MANAGING KNOWLEDGE 2
Managing Knowledge
Chapter 14: Question 3. How do human capital, structural capital, and customer capital differ?
ANSWER.
Human capital, structural capital and customer capital are three basic fundamentals of any organization. They differ in their roles playing for that organization. Human capital is the efficiency of a human being on the basis of its skills; more the human is skilled and efficient results in more human capital. On the structural capital is the efficiency of the organizations to provide environment in which they can increase the efficiencies of humans working for them such as data, systems, knowledge and designs. The customer capital is the relationship bond with organization products, stronger the bond between the customer and the products results in a stronger customer capital.
Chapter 14: Question 8. What approach did the energy company take to encourage knowledge sharing among its 15 business units?
ANSWER.
The approach that the energy company took to encourage sharing among its 15 business units was establishing peer groups from various units. The idea was to have employees share his or her knowledge without the involvement of leadership to avoid political aspects. Since this was unsuccessful it was decided to provide a human portal for employees where they can ask questions regarding the problems they faced with their customers and employees from other business units provides a solution to them, its kind ...
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
These slides propose a few guidelines and concrete projects to relaunch MaFI as a group that will focus on the psychological and cognitive aspects of facilitation of market systems development (MSD) programmes.
The document summarizes a session from the SEEP Annual Conference in 2014 on scaling impact in inclusive market systems. The session focused on the state of the Market Facilitation Initiative (MaFI) and opportunities for collaboration. Key points included: MaFI continues growing slowly with impressive engagement among members; focus on sustainable knowledge production; exploring e-learning strategies for scaling facilitator training. Participants discussed topics like measuring systemic change, models for input/output market facilitation, and integrating human-centered design into development projects.
Cultivating communities of practice at International Labour OrganizationFlavio Fabiani
The project aims at developing 8 communities of practices for the 8 Areas of Critical Importance of the Institute of Labour Organization:
1. Promoting more and better
jobs for inclusive growth
2. Jobs and skills for youth
3. Creating and extending social
protection floors
4. Productivity and working
conditions in SMEs
5. Decent work in the rural
economy
6. Formalization of the informal
economy
7. Strengthening workplace
compliance through labour
inspection
8. Protection of workers from
unacceptable forms of work
This document discusses how social networking can be used to promote ethical leadership. It recommends that organizations provide training to employees on ethical codes and proper use of social media. This helps ensure confidential information is not shared and prevents reputational damage. Social media can also be used for knowledge sharing, recruitment, and brand promotion in a transparent way. Maintaining strong ethics is important as it makes organizations more attractive to potential employees and saves costs of legal issues down the road.
I wanted to share some insight on one of the most challenging aspects of Grant Making. Measuring outcomes has proven to be challenging, but there is away to accomplish your goals to make the world a better place. Salesforce has put together a deck that allows stakeholders in this space the ability to develop a roadmap for success with the ability to iterate on those measurements to consistently improve outcomes.
Imagining Social Work Education into the Future: Skills for Social Justice in...Laurel Hitchcock
Technology is profoundly shaping the world, especially in the delivery of education. Concurrently, services like telehealth, predictive analytics, and technology aids (i.e. Fitbits, apps and home listening devices) affect service delivery. Given these changes, how do social workers promote social justice and support privacy and equity? And consider needs of the vulnerable while harnessing technology for good? How does social work redefine the profession in the face of algorithmic solutions to human problems? This panel will introduce a dialogue about what’s happening, where are gaps in social work education, and how programs might reinvent in a rapidly-changing environment.
Viv Price and David Robertson discuss sustaining behavior change in organizations. They see a trend of employees wanting to continuously learn and develop new skills. Their framework focuses on different levels of ownership for sustainment activities - by the organization, managers, and individuals. They provide an example of successfully distributing safety responsibilities across levels rather than just to the safety manager. Clients sometimes struggle by not planning sustainment activities early or underestimating the time needed. The "See It, Need It, Do It, Live It" framework helps choose the right activities based on the learning environment and ownership levels.
This document discusses effective communication and public relations strategies for organizations. It emphasizes building trust through honesty, being proactive rather than reactive, and maintaining open communication with stakeholders. A key strategy discussed is using a "dynamic public relations approach" which involves setting goals and objectives, communicating them externally, gathering feedback, and adjusting the public relations program based on how stakeholders perceive the goals and objectives. The document stresses that maintaining good public relations requires flexibility and responsiveness to change over time.
Coaching material about innovation process.pdfBrodoto
This document provides an overview of coaching material on social innovation. It introduces key concepts around social innovation, including definitions, terminology, and how social innovations address societal problems. The material aims to help participants understand social innovation ecosystems and recognize social innovations and their impacts. It covers topics such as defining social innovation, tools and approaches for developing innovations, and financing possibilities for supporting innovations. The overall goal is to equip participants with knowledge of social innovation.
The document discusses the opportunities and regulatory considerations for companies in regulated industries using social media. It notes that while social media provides opportunities, industries like healthcare and financial services need to stay compliant with additional regulations. It provides an overview of key regulators like the FTC, FINRA, SEC, and FFIEC and their social media guidelines. It emphasizes developing social media policies, educating employees on compliance, and using technology to automate compliant social posting and separate business and personal accounts. The goal is for companies to leverage social media effectively while managing risk.
This document discusses technological innovations and media management. It provides definitions for key terms related to media management, such as media planning, media objectives, and media strategies. It also discusses technological innovation and how it relates to broader concepts of innovation. The document outlines some positive and negative impacts of technological innovations and media, such as improved transportation and communication but also increased risk to privacy and security. It describes processes for managing technological innovation. In conclusion, it recommends that businesses provide social media guidelines for employees rather than banning platforms, and that social media should be used to the business' advantage.
Similar to MaFI Quick Chat #3: Journey to Facilitation with Eric Derks (20)
ACDI/VOCA's Activate is a tool to walk project staff through six steps, resulting in an Social Behaviour Change strategy and M&E plan. First, Activate will provide a set of customizable behaviors with simple guidance on how to select and tailor those behaviors. After projects identify and customize these behaviors, they will have a clearer picture of which behaviors they are trying to change. Activate will then provide training curricula and guidance on barrier analysis and formative research, so that staff will understand how to collect data on drivers and barriers of those behaviors. It will also include a set of sequential decision-making process aides, guidance on best practices from behavioral sciences, and resources on Behavior Mapping to connect target behaviors to M&E processes.
The results of a poll done to get feedback from members about a proposal to focus MaFI on the human and organisational sides of facilitation of market systems development.
The document summarizes a meeting of the Market Facilitation Initiative (MaFI) that promoted facilitation of market systems development. It discussed MaFI's strategy in action through Market Facilitation Clinics that allow practitioners to address challenges together, and a Tools Portal to help facilitators access appropriate tools. Participants provided ideas on how the Clinics and Portal could better support practitioners and ensure application of market systems approaches in sectors like women's economic empowerment and food security.
This document outlines an agenda for a lunch session on market facilitation clinics. It discusses the background and rationale for the clinics, as well as the methods used and results obtained. Key elements of the clinics are defined and examples are given of feedback received. Next steps discussed include following up with past participants, rolling out additional thematic programs, and adapting the pilot clinic approach based on lessons learned.
This set of slides provide an account of the meeting building upon the original slides that were used that day. Comments and questions from the participants and replies from the facilitator were added. The slides also contain the main insights and recommendations from the breakout groups which focused on five concrete ideas that could become part of MaFI's 2016 Work Plan; namely:
- adaptable management
- facilitation
- complexity for scale
- practitioner groups
- financial inclusion through market systems
1) The document examines how effectively evaluations are contributing to learning among market development practitioners. It discusses findings from a survey of 25 practitioners that identified barriers like the quality and dissemination of evaluation results.
2) The survey found that while practitioners generally have opportunities to participate in and discuss evaluations, some lack incentives for learning like dedicated time or review in appraisals.
3) The author proposes a framework and recommendations to better incentivize learning, including tying evaluator compensation to demonstrated learning, using IT for internal feedback loops, and sector-wide surveys of learning initiatives.
A white paper produced by Kenya Markets Trust (KMT) and Engineers Without Borders (EWB) to promote the application of lean management principles to the field of inclusive market development
This is one of the learning documents produced by USAID's Leveraging Economic Opportunities (LEO) Programme. MaFI members will use this document to share knowledge about theories and practices related to market systems.
The Market Systems Framework initiative aims to align the VC framework with systems concepts, make the very poor more visible, and better express the fact that VCs are adaptive, multi-layered, non-linear, and relationship based. The initiative seeks to define inclusive market systems and propose recommendations for project design and implementation.
The framework will be used to develop a detailed learning agenda to address how we (i) analyse market systems, (ii) use the analysis to design inclusive interventions that achieve systemic change, and (iii) measure the results.
You can learn more about LEO at: http://www.acdivoca.org/LEO
This document provides instructions for members of MaFI (Microfinance Opportunities' Access to Finance Initiative) to introduce themselves on LinkedIn in order to build trust within the organization. Members are asked to answer three questions about their current work, an important recent lesson, and what help they would ask for from a fairy godmother or genie. They are then instructed to post their introductions and answers on the MaFI LinkedIn page under a specific discussion title format. The purpose is to get to know other members better through open sharing and build higher levels of trust, which can contribute to more effective learning, coordination, and collaboration.
The paper starts out by examining the civil society strategy of the Danish Ministry of Foreign Affairs which forms the basis for public NGO financing in Denmark. The assessment of the Danish policy environment includes extensive reference to a paper on the role of civil society in pro-poor growth initiatives prepared by CISU, an umbrella and fund for smaller Danish NGOs. Secondly, a couple of studies on the experiences of Danish NGOs working with the private sector are presented. Starting from a short reference to the role of NGOs and private sector in the area of microfinance, the paper then presents the role of the NGO in the development of pro-poor value chains including the planning and analysis process. Interventions are further specified in terms of a number of areas in which NGOs can support lead firms and small producers followed by a presentation of a number of ways that NGOs can ensure that working with the private sector indeed benefits the very poor. (Taken from the paper)
The Market Learning Event had the following aim:
To promote the appropriate use of market analysis and market based programming in humanitarian contexts through the consideration of the current and potential engagement with markets. The event set out to answer the following questions:
What are we doing today in relation to humanitarian programming and research?
What should we be aiming for?
What have we learnt in terms of challenges and solutions?
What do we need to do now and what is the priority?
The event combined presentations on experience and learning in assessment, analysis and response in relation to markets (see Agenda in Annex 1 for topics) in both the humanitarian and development sector, with working group discussions to explore gaps in knowledge and practices, and outline possible solutions for addressing these. While the learning had a clear humanitarian focus, the event aimed to explore developmental and private sector practices and knowledge, to allow for broadened learning and different approaches that could feed in and support the further development of humanitarian engagements.
This is a document that proposes a vision and strategies to do a second round of testing to find out a sustainable and efficient model to promote local-global dialogues between MaFI and LLGs all over the world.
This is the short version of the MaFI 2013 Work Plan. If you do not have much time to read the details, here’s a summary of objectives and modules:
Objectives:
- To continue influencing the principles, rules and practices of international development to promote facilitation approaches in inclusive market development using the MaFI-festo as a general guideline.
- To further the practice and thinking of inclusive market development facilitation through a systematic process of learning and action-research between market facilitators and M&E and complexity experts, mainly through the Complexity Dialogues and the Systemic M&E Initiative.
- To produce knowledge products based on MaFI’s learning agenda and processes (e.g. online discussions, webinars and in-person meetings) that inform and build the capacity of field practitioners and are relevant and interesting to other decision-makers such as donors and lead firms.
- To promote in-person interactions and local-global dialogue, learning and coordination through formal and informal initiatives such as Local Learning Groups, MaFI Ambassadors, workshops and conferences.
- To continue improving the efficiency and effectiveness of MaFI’s back-end operations (e.g. guidance to members, processing and selection of requests to join, MaFI introductions, selection of Top Influencer of the Month, etc.)
Modules:
- M&E of MaFI: To build better theories of change and indicators to monitor how learning and collaboration processes change in MaFI and to assess MaFI’s impacts on its members
- MaFI “Instructions Manual”: To codify the operational principles and the lessons learned by the facilitator of MaFI since its beginnings in 2007-8 and to provide tips and instructions about how to manage the back-end processes that keep MaFI running efficiently.
- Systemic M&E, Phase II: To illustrate the practical application, implications and impacts of the principles proposed in the Systemic M&E synthesis document in the context of inclusive market development initiatives.
- Complexity Dialogues: To build a learning agenda that will help MaFI to interact in a more systematic way with complexity experts to improve the application of complexity science in inclusive market development practice and policy-making.
- Capacity Building: To build global convergence and consensus around the basic skills and attitudes that effective and efficient facilitators of inclusive market development initiatives should have.
- Knowledge Production System: To convert the best discussions ever produced by MaFI into knowledge products that are easy to read and can reach large numbers of practitioners globally, both for information and training purposes.
- Local Learning and collaboration: To promote locally contextualised learning and collaboration between key development actors such as field practitioners, policy-makers and donors around issues related to facilitation of inclusive market development
“The purpose of this paper is to stimulate debate on what makes for good monitoring. It draws on my reading of history and perceptions of current practice, in the development aid and a bit in the corporate sectors. I dwell on the history deliberately as it throws up some good practice and relevant lessons. This is particularly instructive regarding the resurgence of the aid industry’s focus on results and recent claims about scant experience in involving intended beneficiaries and establishing feedback loops. The main audience I have in mind are not those associated with managing or carrying out evaluations. Rather, this paper is aimed at managers responsible for monitoring (be they directors in Ministries, managers in consulting companies, NGOs or civil servants in donor agencies who oversee programme implementation) and will improve a neglected area.” (Daniel Ticehurst)
IF YOU WANT TO DOWNLOAD THIS PAPER BUT DO NOT HAVE A SLIDESHARE ACCOUNT, PLEASE GO TO: http://bit.ly/mafisystemandesynthseep This paper is the synthesis of conversations that started in MaFI in June 2010 and a series of online and in-person conversations that took place in the second half of 2012. This paper captures the voices of practitioners, academics, donors and entrepreneurs who are trying to find better ways to monitor and evaluate the influence of development projects on market systems and learn more, better and faster from their interventions. The paper flags up three critical issues related to targeting, accountability and sustainability; and PROPOSES SEVEN PRINCIPLES that could help practitioners and policy-makers to designs and implement appropriate and usable systemic M&E frameworks.
This document contains evidence that supports some of the ideas proposed by MaFI members in the MaFI-festo and in the Systemic M&E initiative. Development is also about relationships, not just about technicalities and money; reality is complex; flexibility and ability of practitioners to connect and leverage the system's resources are key; etc.
This document provides an overview of the "FAN Approach", which stands for "Free Actors in Networks". It emerged from a Dutch experiment involving networks of farmers working on sustainability initiatives. The key ideas are:
1. Networks cannot be managed like projects due to their voluntary nature and lack of hierarchy. They require a different "network approach" focused on motivating people rather than controlling tasks.
2. This approach centers around "Free Actors" who recognize destructive patterns in a network and work to restore connections. Their role is crucial for a network's health.
3. Tools of the FAN approach like the "Spiral of Initiatives" and "Network Analysis" help network members reflect on relationships,
Note: the results of this discussion are available at: http://www.slideshare.net/marketfacil/systemic-mand-e-synthesis-31jan2013
This is the first version of the paper that we will use to promote debate, reflection and progress around the systemic M&E initiative. The initiative’s main objective is to promote a rethink of how we measure our impacts on market systems and their evolution towards more inclusion, productivity and efficiency (i.e. how do we know that the markets systems we work with are actually going to continue reducing poverty and protecting the environment even after we have left the scene).
The paper is a live document and it is intended to evolve with the conversations that donors, academic researchers, and practitioners working in inclusive market development and finance/microfinance development. Most of these conversations will take place in MaFI, in USAID’s Microlinks (23-25 Oct, 2012) and the SEEP 2012 Annual Conference. Your comments and questions are welcome (please use the comments box here).
The systemic M&E is one of the concrete solutions proposed by the MaFI-festo (http://slidesha.re/mafifesto2) to make international development cooperation more facilitation-friendly, and therefore, more cost-effective.
Extreme poverty remains a challenge in Bangladesh despite reductions in overall poverty. The extreme poor have eroded assets, malnutrition, health issues, and exclusion from services. Standard poverty reduction strategies do not work for them due to assumptions about capacity and opportunities that do not apply. A new approach is needed that combines subsistence support, safety nets, health care, education to break intergenerational poverty cycles. Social protection including unconditional transfers is imperative for the most vulnerable. A pro-poor political settlement is needed to fund prevention, protection and promotion through expanded taxation.
More from MaFI (The Market Facilitation Initiative) (20)
You may be stressed about revealing your cancer diagnosis to your child or children.
Children love stories and these often provide parents with a means of broaching tricky subjects and so the ‘The Secret Warrior’ book was especially written for CANSA TLC, by creative writer and social worker, Sally Ann Carter.
Find out more:
https://cansa.org.za/resources-to-help-share-a-parent-or-loved-ones-cancer-diagnosis-with-a-child/
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Understanding of Self - Applied Social Psychology - Psychology SuperNotesPsychoTech Services
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MaFI Quick Chat #3: Journey to Facilitation with Eric Derks
1. MaFI - The Market Facilitation Initiative
Journey to Facilitation: helping development organisations to adopt facilitation approaches
Quick Chat #3 with MaFI member Eric Derks1
This Quick Chat is mainly focused on Eric’s experiences in Bolivia, supporting actors in the dairy
and fresh fruit value chains to undertake such transition. However, Eric also draws on his
experience in other countries such as Serbia, Mongolia, Lebanon, Bangladesh, Sierra Leone and
Liberia.
Lucho Osorio2
: What are the main challenges that you have faced in trying to convince
development organisations (let’s call them NGOs as a shortcut) to shift from direct service and
inputs provision to facilitation approaches?
Eric Derks: Inadequate knowledge and experience of facilitative approaches is perhaps the most
significant hurdle, but by no means the only one. The skills of development practitioners
providing direct services to target groups (farmers, small-holders, etc.) are very different than
the skills required for facilitation.
One key difference is that facilitation places the practitioner in a different relation with the
market actors. Another is that facilitation asks that practitioners strive to promote other,
commercial actors, to engage in supportive relations with the target groups and not jump in and
do it themselves.
Lucho: I think this is very interesting and I agree with you. I would say that the attitudinal
dimension is critical. Not just knowledge and skills. Though, I think that they are interdependent.
What do you normally do to start challenging those attitudes at the very beginning? How do you
start; who do you talk to; what types of meetings/workshops you promote; what tools you use,
etc...
Eric: The first thing is to challenge the sustainability of impacts (the outcomes of the project)
generated through the direct provision of services.
Lucho: And how do you do that? Do you bring stories of success and failure related to this?
Eric: This can be a conceptual exercise that can be related back quickly to people's experiences.
There are a host of stories about how direct provision, when it ceased, the impacts achieved
dematerialized or the benefits to the target group actually worsened.
It's also a logical argument. "If producers' access to markets is an on-going issue, then if a
project with a short-term involvement fills this role, how can it be expected that producers will
continue to have this access?
1
MaFI Chats are done via Skype chat (SMS). At the time of this interview (July 2009) Eric was working for
Action for Enterprise (AFE). To know more about Eric, see his LinkedIn profile at
http://www.linkedin.com/in/ericderks
2
Lucho Osorio is the Facilitator of MaFI and the International Coordinator of the Markets and Livelihoods
Program at Practical Action. MaFI is a working group of The SEEP Network (www.seepnetwork.org)
1
2. Lucho: Hmmm. So, you use three techniques: making people connect with their own
experiences; presenting cases from other organisations; and building with people a logical
(common sense) argument. Is this correct?
Eric: That's a pretty good summary of this step. From this examination of certain weaknesses of
direct provision approaches, it's then important to explore and discuss alternatives, which can
begin in a workshop setting and proceed, ideally, towards application as in conducting program
design, developing activity plans that better reflect facilitation approaches, etc.
Lucho: What you mention gives me the idea that convincing people of the benefits of a
facilitating approach is not that difficult. However, there is in practice a great inertia against
change. Is this mainly related to organisational factors?
Eric: Ah… the other factors. In addition to organisational factors, I would include performance
measurement and donor support. Of course organisational factors alone are fairly broad so I'll
let you ask the questions!
Lucho: It is a complex issue - with too many factors making synergy…
Eric: Breaking down or unpacking the organisational factors to consider I'd itemize them as:
i) organisational structure of the project in implementation
ii) the skill sets and job descriptions of personnel
Lucho: What I want to establish before we move on is: from your experience, how hard has it
been for you to convince people that moving into a facilitation approach is better than
continuing to behave as a direct service provider (at least at the conceptual level)?
Eric: It can prove difficult and I would point to several areas where people distrust the
facilitative approach:
1. Distrust that facilitative approaches will yield results comparable to those achieved in
direct provision
2. Distrust of market actors to enter into relations with targeted producers in an
acceptable manner and provide the types of services that producers lack
3. Difficulty of practitioners to envision their role and value to a project as a facilitator
instead of a provider of direct services, which is very satisfying (understandably)
4. Anxiousness about disappointing or displeasing target producers with whom
practitioners have developed a rapport and certain expectations
Lucho: Very interesting. I think that, for point 1 there is a challenge in terms of the causation
mechanisms (direct provision being more clear and linear than the cause-effect mechanisms of
facilitation, which are more indirect, less predictable and less tangible).
For point 2, I think that the issue of moving from a protective approach (the “nanny” NGO) into
an empowerment approach where marginalised producers defend themselves is key.
Point 3 is a more abstract one; very closely related to attitudes. But I think the only solution
here is learning through experience that a facilitator role can also be satisfying and even more
meaningful in terms of scale and sustainability of poverty reduction.
2
3. Eric: I think it's also key in moving away from the “nanny approach” to recognise that our target
beneficiaries are part of a much larger system and that they will not all succeed or thrive. In
market systems, businesses come into existence and go out, what is important that the
trajectory of change promoted by the development practitioner pulls more people into it than it
spits out and that it's on a course where actors can increase their competitiveness and growth
without outside assistance.
Lucho: For point 4, I think there is a very interesting issue of power and social relations when
staff work for a long time in the same locations. This may block their ability to let go... a very
complicated issue indeed that relates to the strategies or policies of NGOs in terms of length and
depth of presence in a given place.
No need to respond to my comments but if you want to share any insight or criticise them, it
would make my day!
Eric: I agree with your comments on point 3 but would add that in the management field, one
impediment to successful change or transitions within companies is that there is minimal
resistance and good buy-in from people involved or implicated.
Lucho: Especially buy in from senior staff - or do you think buy in from field staff can influence
senior staff and high level strategies or policies within the NGO?
Eric: Senior staff play a critical role in crafting performance indicators and holding front line
managers and field personnel accountable to them. As such, they too, as you note, need to buy-
in to facilitative approaches and provide the support and "stickiness" necessary.
Lucho: I understand, but in order to break the vicious circle... where do you normally start? Or
there are no recipes as usual? Who do you convince first?
Eric: Donors? As performance incentives and indicators of success emanate mainly from here.
Lucho: Aha! Now you are getting into dangerous territory!!!
Eric: From experience, I've worked mostly with front-line staff. I think I have not been as
successful in my activities as I would like because it's hard to include senior people in the time-
consuming activities of program design, etc.
I think perhaps that different support mechanisms need to be developed that would allow
senior as well as front-line personnel to undertake the transition together.
Which brings us back to donors: if the incentive structure changed to push the transition,
then...Yes; dangerous territory, but...
Lucho: Now, I want to ask you about your experiences in terms of subsidies...
Eric: I don't get enough of them!
3
4. Lucho: It is true that we need to move to a facilitation approach but in some cases we need to
unlock the system using "smart" subsidies. How do people react to this idea or how do they see
the issue of subsidies according to your experience?
Eric: Subsidies are essential to the facilitative approach. They are the carrot and stick, the main
tool of the project.
With people I work with, I describe them as the lever to cajole, encourage, support, etc.
businesses to engage in a new, innovative practices that aims to increase growth,
competitiveness and greater inclusion of target groups. For example: a business investing in
training its farmer and suppliers.
The challenge I often see is that projects squander this tool by misapplying the subsidy on
unworthy businesses. Some strategy should be in place for deciding who merits support from
subsidy and who doesn't.
Lucho: Especially because subsidies give power to those in charge to decide how they are used
and who they should be given to.
Eric: Exactly.
Lucho: How do people in development organisations react to the way you explain subsidies? Do
they take that idea on board?
Eric: When reactions are strongly against this idea, they centre on unwillingness to use these
funds to the direct benefit of fairly, or relatively well-off businesses (i.e. not the target group).
Lucho: I have seen the same thing! This is linked to the lack of systemic thinking!
Eric: Yes, good point.
Lucho: Nanny NGOs cannot see beyond "their" communities...
Finally... what would you say are the key principles for "smart" subsidies? Say, your top 3.
Eric:
1. Strategic selection of beneficiaries of the subsidy
2. MOUs with company/beneficiaries as to how the subsidies are to be used and what the
contribution/responsibility of the company is
3. No dependencies are created regardless of where or with whom they are used
Lucho: Any final reflections or additional points before we finish?
Eric: Only to say congratulations to you and MaFI for putting this together and leading such a
thoughtful discussion. You're on to something here (this process) and I'm glad to have
contributed. Looking forward to more.
4
5. Attachment
Fragments from an email from Eric dated 28-04-2009 (in preparation for the Quick Chat)
Organisations face, at least four challenges when they try to move from direct provision
of assistance to target MSMEs (micro-enterprises, producers, etc.) to facilitation of
commercial relationships within value chains:
1. Inadequate knowledge and experience of facilitative approaches that would equip
senior managers, project leaders and front-line staff with the ability to:
• recognise and promote opportunities for facilitating stronger inter-firm relations
based on the commercial incentives of market actors
• identify, select and structure collaborative relations with value chain actors who
have incentives to invest in mutually supportive relations with target MSMEs
• plan successive project activities, which often requires an ability to respond to a
variety of intended and unintended outcomes of discrete activities
2. Organisational or project management structures:
• project staff sizes tend to be numerous and staff are often deployed to be in
close proximity to target MSMEs, which has several potentially disadvantageous
consequences, such as:
o continued reliance and expectation of MSMEs on project support and
o distortion of opportunities for other value chain actors to invest in
support to target MSMEs as a means of developing a reliable base of
suppliers
• organisational structures tend to be top-down with information and directives
flowing to front-line staff with inadequate flow of information from field staff
about how market actors are reacting to interventions in order to improve or
modify activities
• performance indicators tend to focus primarily on impacts on MSMEs and/or
target populations with few indicators of the sustainability of commercial
relations between value chain actors and target MSMEs
• many projects have difficulty incorporating flexibility into project planning to
adjust to unintended outcomes of activities, new opportunities and new learning
(which is seldom complete at the time of project design)
3. Resistance to change: Transitioning from direct provision of inputs and services to
MSMEs into facilitative approaches is sometimes a radical change for development
practitioners. Some of the factors that may harden a practitioner's resistance
include:
5
6. • distrust of market actors to:
o enter into relations with targeted MSMEs in an acceptable manner and
o provide MSMEs with the assistance or support that the development
organisation deems necessary or that it thinks it can do better
• distrust that facilitative approaches will yield results comparable to those of
direct provision of services to target MSMEs
• inability of development practitioners to envision their place and value in a new
project strategy, which is exacerbated should practitioners lack the ability to plan
and implement facilitative activities and should project management not
adequately revise and articulate the new roles and responsibilities of staff
• anxiety about disappointing or displeasing target MSMEs (and other
stakeholders) with whom a relationship has already been established by shifting
the primary role of practitioners from working with MSMEs to collaborating
more closely with other value chain actors
6
7. • distrust of market actors to:
o enter into relations with targeted MSMEs in an acceptable manner and
o provide MSMEs with the assistance or support that the development
organisation deems necessary or that it thinks it can do better
• distrust that facilitative approaches will yield results comparable to those of
direct provision of services to target MSMEs
• inability of development practitioners to envision their place and value in a new
project strategy, which is exacerbated should practitioners lack the ability to plan
and implement facilitative activities and should project management not
adequately revise and articulate the new roles and responsibilities of staff
• anxiety about disappointing or displeasing target MSMEs (and other
stakeholders) with whom a relationship has already been established by shifting
the primary role of practitioners from working with MSMEs to collaborating
more closely with other value chain actors
6