The summary discusses a workshop held at Michigan State University on April 14, 2011 focused on collaborating to help transform Detroit. The workshop used the Strategic Doing method to:
1) Identify assets participants were willing to share and potential opportunities from connecting these assets like developing a youth support network.
2) Define metrics to measure success and characteristics of potential outcomes.
3) Propose an initial project on urban gardening and a forum at MSU to start moving toward the outcomes.
4) Schedule follow up meetings to maintain connections and progress toward their goals.
Second only to the general concept of Web 2.0, virtual worlds are the source of more articles in PubMed than any other emerging social technology. Of the many virtual worlds, Second Life (a free, open source 3d virtual world platform) is the one with the strongest presence in health care communities, from patient groups and medical education to research and professional meetings. Second Life can enable health systems to create either public or secure private spaces for functions from patient education, outreach, staff training, remote meetings, or more. As with any social technology, understanding the context and norms of the online space are essential to making institutional engagement a success. In this session, we will look at case studies illustrating how some organizations have used Second Life for communication, collaboration and community engagement.
The I-Open Civic Wisdom Library is an archive of video interviews contributed by entrepreneurial leaders in research and industry. Interviews share individual perspectives and accounts of insight - civic intelligence - through the lens of the Innovation Framework, a heuristic model of investment in Open Source Economic Development.
Visit the Institute for Open Economic Networks (I-Open) at http://www.i-open.org
A presentation for Enriching Scholarship 2008 about trends in virtual worlds and applications of Second Life to academic and professional productivity.
The role of COINS in the Civic Space: Building a pathway to shared prosperity Betsey Merkel
Betsey Merkel, Co-Founder and Director, The Institute for Open Economic Networks (I-Open), presented a summary of this material at the COINS 2009 conference hosted by the Savannah College of Art & Design (SCAD) October 10, 2009 More http://www.coins2009.com/
The presentation describes a collaborative strategy for colleges, universities, and libraries in a networked model of I-Open Civic Forums to strengthen their role as conveners, connectors, and leaders in national and global prosperity. More http://i-open-2.near-time.net
The presentation describes an accelerated model of Civic Forums capable of incorporating COINS and CONDOR to connect legacy assets to innovation for education, economic, and workforce development. Our strategy is based on I-Open's experience in the last six years building face-to-face and online collaborative communities for enterprise collaboration. Learn more about our work at I-Open http://i-open.org
Learn more about COINS and CONDOR on the Swarm Creativity blog http://swarmcreativity.blogspot.com/
Second only to the general concept of Web 2.0, virtual worlds are the source of more articles in PubMed than any other emerging social technology. Of the many virtual worlds, Second Life (a free, open source 3d virtual world platform) is the one with the strongest presence in health care communities, from patient groups and medical education to research and professional meetings. Second Life can enable health systems to create either public or secure private spaces for functions from patient education, outreach, staff training, remote meetings, or more. As with any social technology, understanding the context and norms of the online space are essential to making institutional engagement a success. In this session, we will look at case studies illustrating how some organizations have used Second Life for communication, collaboration and community engagement.
The I-Open Civic Wisdom Library is an archive of video interviews contributed by entrepreneurial leaders in research and industry. Interviews share individual perspectives and accounts of insight - civic intelligence - through the lens of the Innovation Framework, a heuristic model of investment in Open Source Economic Development.
Visit the Institute for Open Economic Networks (I-Open) at http://www.i-open.org
A presentation for Enriching Scholarship 2008 about trends in virtual worlds and applications of Second Life to academic and professional productivity.
The role of COINS in the Civic Space: Building a pathway to shared prosperity Betsey Merkel
Betsey Merkel, Co-Founder and Director, The Institute for Open Economic Networks (I-Open), presented a summary of this material at the COINS 2009 conference hosted by the Savannah College of Art & Design (SCAD) October 10, 2009 More http://www.coins2009.com/
The presentation describes a collaborative strategy for colleges, universities, and libraries in a networked model of I-Open Civic Forums to strengthen their role as conveners, connectors, and leaders in national and global prosperity. More http://i-open-2.near-time.net
The presentation describes an accelerated model of Civic Forums capable of incorporating COINS and CONDOR to connect legacy assets to innovation for education, economic, and workforce development. Our strategy is based on I-Open's experience in the last six years building face-to-face and online collaborative communities for enterprise collaboration. Learn more about our work at I-Open http://i-open.org
Learn more about COINS and CONDOR on the Swarm Creativity blog http://swarmcreativity.blogspot.com/
Recientemente MetaQuotes ha actualizado su Plataforma de Trading MetaTrader 4 junto con el lenguaje MQL4. Os desvelamos en esta presentacion y en los proximos webinarios en que os afectan estos cambios, vitales en el funcionamiento de este programa
Recientemente MetaQuotes ha actualizado su Plataforma de Trading MetaTrader 4 junto con el lenguaje MQL4. Os desvelamos en esta presentacion y en los proximos webinarios en que os afectan estos cambios, vitales en el funcionamiento de este programa
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
Agile Strategy: A How-To Guide for Building and Nurturing Industry ClustersGIS Planning
Like attracts like. Success breeds success. Industry clusters are a boon to economic developers because of their magnetic effect on other businesses in the same sector, and the supply chain. But what do you do if you don't happen to be fortunate to already have a biotech, food processing or aerospace corridor in your community? According to guest presenter Ed Morrison, director of Agile Strategy, you go out and build one.
Morrison refers to his method as "strategic doing," accelerating network development in an intentional and disciplined way. This is different than the "analysis paralysis" methods of the past. It forms collaborations quickly by "linking and leveraging" assets across the network.
In this webinar, he discusses how to build regional innovation clusters, spaces where companies that share a similar competitive space decide to form a network, develop a strategic agenda to address common issues, and make anchor investments. This includes:
*Shifting the conversation towards collaboration
*Protocol for quickly building networks
*Developing a strategic, active agenda
*Managing this complex strategy with simple rules
*Identify different stages that clusters move through
Wabash Heartland Innovation Network Presentation February 2019 Ed Morrison
The Wabash Heartland Innovation Network (WHIN: http://whin.org) is designing new networks to support the development and deployment of technologies for smart manufacturing and smart agriculture.
We have been working on new approaches to ecosystem development that can accelerate the development of WHIN, This presentation explains.
Challenges to Cultural Change, Velocity 2012. For more on the DICE framework, see "The Hard Side of Change Management" in HBR's 10 Must-Reads in Change Management. http://hbr.org/product/hbr-s-10-must-reads-on-change-management-with-feat/an/12599-PBK-ENG?Ntt=change%2520the%2520hard%2520way
EECSport Steering committee overview of strategic doingKim Mitchell
Presentation to the EECS Shreveport steering committee on the strategic doing methods of Ed Morrison - slides provided by Ed Morrison under creative commons license.
Change Labs: Taking Bold Risks, But not AloneLisa Joy Trick
Citizens continue to demand government leadership on problems that are complex, multifaceted, and not solely within government jurisdiction: healthcare, the environment, poverty, transportation and crime, just to name a few. These are ongoing, intractable system-level problems that are complex: there is no procedure, no method, no approach, that can reliably, predictably, and repeatedly make progress on these areas.
These complex problems are beyond the scope of any one actor — individual, community, company, or government—to solve. Collaboration on cross-sector solutions is necessary, but far from straightforward. Provincial and federal governments, in particular, face an identity crisis. The traits that served them well historically, and form the core of their approach—stable, reliable, consistent… in a word, bureaucratic — are now factors constraining their ability to adapt, collaborate and innovate on complex challenges that do not substantively respond to traditional approaches.
Government needs to be able to innovate, which requires taking risk, something that runs contrary to an organization designed to reliably produce predicted outcomes and responsibly manage the public purse. This is especially true in a time of austerity, with a hyper-reactive media ready to jump on any mistake, and a distrusting public. Evolving to a new governance model is going to require a bridge.
Change labs refer to a wide range of social technologies that allow parties to experiment and share risk in a new way. Labs are a place where multiple parties come together around a common problem, in a “space”, which temporarily disrupts existing power structures. Actors work together to expand their understanding of a problem, identify points of intervention, and prototype and iterate solutions in a safe, supportive environment where participants co-develop and share the risk associated with those solutions. This has the potential to unlock new pathways on problems, by creating space for government to partner with others in a different way.
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MSU Strategic Doing Detroit Workshop Slides
1.
2. The material is copyright, 2011, Ed Morrison. It is distributed under a Creative Commons Attribution-ShareAlike 3.0 unported license. You are free to copy, distribute, transmit and adapt this material with the understanding that that you attribute the source as follows: "Source: Ed Morrison" For any reuse or distribution, you must make clear to others the license terms of this work. The best way to do this is with a link to this web page: http://http :// http://crea tivecommons.org/licenses/by-sa/3.0/
3.
4. Our challenges: Link and leverage resources across organizational and political boundaries Develop coherence to explain how MSU engages with Detroit Build sophisticated collaborations quickly
5. Our outcomes for today: Promising collaborations among MSU initiatives A new narrative to explain how MSU engages with Detroit New skills in building collaborations with Strategic Doing
7. But we grew up in a world of hierarchies and boundaries... Counties Cities and Towns Federal Agencies State Agencies K-12 Schools Higher Education Institutions Workforce Boards Social Service Organizations Chambers of Commerce Economic Development Organizations Foundations Regional Planning Organizations
8. We need a fast, strategic way to build collaborations across invisible fences...
11. Purdue and its partners redesigned a regional workforce system using this approach to achieve major productivity gains Completed Training Degrees and Certificates Awarded
12.
13. Civic leaders all over the country are recognizing the value of thinking differently about strategy
14.
15. Detroit’s challenge and the Great Lakes Nation “ ...schools and the means of education shall forever be encouraged.”
16. Our grandfathers created wealth by building large, globally competitive, hierarchical organizations capable of moving a lot of stuff... Hulett ore unloaders, Cleveland Automobile assembly line, Detroit Early Westinghouse assembly line, Pittsburgh
28. Next, we convert opportunities into a measurable outcome…What “success” looks like
29. We need to define what we will do together...What is one project that will move us to our shared outcome?
30. Finally, we need to define the details for getting back together
31.
32. Master Strategic Doing Pack: Michigan State 2 The first step in a Strategic Doing workshop involves capturing the names and contact information of all the people involved in building a new network. Please pass around this Master Pack, so that everyone can sign their name. Ed Morrison at the Purdue Center for Regional Development prepared this Strategic Doing Pack for a workshop at Michigan State University in East Lansing on April 14, 2011. Please contact Peggy Hosea at Purdue for more information: [email_address] . Focus area.-- Our conversation is focused on: This Master Pack is completed by: Name Organization e-mail
33. Strategic Doing Question 1: What could we do together? Identify the assets you are willing to share...Then connect them to define new opportunities What assets are we willing to share to help each other in our work in Detroit? Assets can be tangible (places to meet, money, Internet resources, and so on) or intangible (knowledge, experience, networks, passions). Here, you want to focus your conversation on what you are doing in Detroit and what you can possibly share. Listen carefully for how we might build connections among these assets. Focus your comments to make sure there is enough time. Examples: Bill K -- Focus on at-risk youth. Jane S -- Deep understanding of literacy. Susan D. -- Specialist in early child care.
34. Strategic Doing Question 1: What could we do together? Identify the assets you are willing to share...Then connect them to define new opportunities Now it is time to explore how we could uncover some new opportunities when we connect our assets. Here we create new opportunities by connecting our assets. As we connect more assets to an opportunity, the opportunity becomes clearer, more focused and stronger. In the spaces below, outline some opportunities where you can “link and leverage” the assets around the table. Be quick. Just jot down your ideas. Example of an opportunity connecting these assets: Examples: Bill K -- Focus on at-risk youth. Jane S -- Deep understanding of literacy. Susan D. -- Specialist in early child care. Opportunity: “Develop a ‘cradle-to-career’ youth support network similar to Strive in Cincinnati.” Opportunity 1: Opportunity 2: Opportunity 3:
35. Strategic Doing Question 2: What should we do together? Convert opportunities into outcomes with specific characteristics Our Opportunity: What metrics could you use to measure your success? Characteristic 1: Metric 1 Characteristic 2: Metric 2 Characteristic 3: Metric 3 The first step in converting an opportunity into an outcome is to describe what success might look like. We are trying to describe a complex future, so there will be a number of characteristics. One way to get at this is to ask yourself, “If we are successful, what will people experience that is different?” To illustrate, we will continue our example of a youth support network. Our Opportunity: Create a ‘cradle-to-career’ youth support network similar to Strive in Cincinnati. What metrics could you use to measure your success? Hint: If you cannot figure out how to measure your characteristic, it is too vague to be useful. Characteristic 1: A site visit to Cincinnati followed by representative coming to Detroit Metric 1: Report of site visit Characteristic 2: Regional asset map of youth support activities (version 1.0) Metric 2: Number of nodes Characteristic 3: An semi-annual gathering to develop and guide new network Metric 3: Strategy from gathering
36. Strategic Doing Question 3: What will we do together? Move toward your outcome with at least one project Name one project that will start moving you toward your outcome. What could you start doing tomorrow? Our project is: Conducting research on urban gardening and conducing a forum at MSU on strategies You can give your project more credibility with some milestones Milestone 1: By July, we will complete our site visit Milestone 2: By August, we will pool our information to complete initial asset map Milestone 3: By September, we will organize an initial gathering for October Name one project that will start moving you toward your outcome. What could you start doing tomorrow? Our project is: Mark your path forward with some milestones Milestone 1: By ____________________, we will ____________________________________________________ Milestone 2: By ____________________, we will ____________________________________________________ Milestone 3: By ____________________, we will ____________________________________________________
37. Strategic Doing Question 3: What will we do together? Draft a quick action plan Draft a quick action plan in which everyone commits to taking one step to move the project along: Who Action Step By When Bill K Develop on-site location to pool information June 15 Susan D Organize initial core team meeting June 15 Our Action Plan Who Action Step By When
38. Strategic Doing Question 4: When will we get back together? Make a commitment to reconnect and revise Maintaining alignments and connections is a dynamic process requiring continuous (but not constant) attention. Small amounts of time (1-2 hours per month) can be devoted to revising our strategy. The point is to come back together share what we have learned, re-align ourselves, and figure out our next steps. Follow-up Meeting Date June 1 Time 2:00PM Place Conference call: Susan will arrange Internet Details How will you use the Internet to stay connected? We’ll use e-mail for now. Might focus on a group blog. Bill will explore. Follow-up Meeting Date Time Place Internet Details How will you use the Internet to stay connected?
39.
Editor's Notes
In this first section we recognize that our world––our economy, our communities––are really composed of networks. This is a bit of a departure from old ways of thinking. Learning about networks is a little like putting on a new set of glasses. It takes some getting used to. But after a while we learn that we can see more clearly.
In our old approach strategy––strategic planning––a small group of leaders did all the thinking, while the rest of us did all the doing. This approach may work well in a hierarchical organization, like a large corporation, where there are clear lines of authority. It does not work well on our communities and regions. Our communities and regions are made up of networks. In networks, there is no hierarchy. No one can tell anybody else what to do. As a consequence, we need to come up with a new approach in order to design and implement strategy in today's economy. There’s one other problem. Nobody has enough time. So we would be better off if we could figure out a way to design and implement our strategies to collaborate that did not take too much time.
What is the grand vision for the Foundation’s future? How can it better support the University? In this day and age, UWM does not expect to build the critical infrastructure to become a world-class research university the way it was done in Madison. It cannot rely almost exclusively on the State to grow its academic and research enterprise. At UWM we need to create a public/private infrastructure that leverages the best of both worlds. At the Foundation, we have an opportunity to: [read slide] This is a bold vision. It is different from what we have done in the past. It will not be easy, but it is possible. And it is the only way the campus will realistically be able to reach its goals in the long term.
In this first section we recognize that our world––our economy, our communities––are really composed of networks. This is a bit of a departure from old ways of thinking. Learning about networks is a little like putting on a new set of glasses. It takes some getting used to. But after a while we learn that we can see more clearly.
In this first section we recognize that our world––our economy, our communities––are really composed of networks. This is a bit of a departure from old ways of thinking. Learning about networks is a little like putting on a new set of glasses. It takes some getting used to. But after a while we learn that we can see more clearly.
Strategic Doing involves asking and answering four questions. These questions seem him on the surface, to be very simple. In reality, the questions encourage us to think much more deeply about where we're going and how we will get there. These four questions guide deeper, focused conversations. We will look at each of these questions in more depth. The important point is that Strategic Doing involves answering all four questions every time we meet. It is a cycle that we repeat. As we learn more, we become more skilled at answering these questions. The process goes faster each time we go through it.
The first question of Strategic Doing is “What could we do together?” to answer this question we need to learn from each other what we are willing to share. In other words, we need to start with our assets. These assets can be tangible––such things as physical locations, our contacts or money––or they can be intangible: things we care about, our experience. In this first step we need to learn to interview each other and ask questions. We need to listen and look for patterns and possible connections. In other words, it is not enough simply to list our assets. We need to look for connections. As we look for these connections and find them, we define some new opportunities. So, for example, we may find that the librarian is interested and willing to help the workforce development professional provide guidance for recently laid-off workers. In this way the resources of the library can be made available to the public workforce system more easily. The point is, we will not find opportunities until we learn from each other what we have to share. That is the first step in Strategic Doing.
The second step in Strategic Doing involves converting at least one opportunity into a very clear, shared outcome. This step requires us to think much more concretely about the outcome that we would like to see. We need to describe this outcome in very clear terms, in order 1) to agree on what success looks like and 2) to motivate people to follow us. Remember, we cannot “command and control” people into action. They will only move in a direction, if they can emotionally engage with where we are going. We need to describe our destination in very practical and clear terms. The people we are trying to motivate are very practical. They will only move in a new direction, if they can see the outcome clearly in their minds. In addition, by describing our outcome clearly, we find ways to measure it. Indeed, chances are that if we come up with a description that we cannot measure, it is probably too vague to motivate people. Chances are, we have not come to a clear agreement on what success looks like.
Next, we need to define a project and an action plan. In other words, we need to define how we're going to get to our outcome. We have an understandable tendency to come up with good ideas for other people to do. This is one of the reasons why strategies are so difficult to implement. If we have a lot of people telling only a handful of people what to do, chances are nothing gets done. On the other hand, if we all take small steps in the same direction, we can collectively take big steps. So the third question of Strategic Doing, “What will we do together?”, Is designed to develop a clear project and an action plan in which people share a commitment to get something done.
The last step of Strategic Doing is easy to miss, but it is vitally important. We need to commit to come back together again to revise our strategy and figure out what works. In addition, we can spot new opportunities and make decisions to move in a new direction, if that makes sense. In other words, by committing to come back together again, we are committing to learn together. We are opening the opportunity that we can be flexible and adapt to new circumstances. This commitment, though seemingly simple, is vitally important to designing and implementing a strategy. In our world, change is constant, but progress is not a given. In order to progress, we need to share what we are learning with each other and continue down the road toward a more prosperous future. In other words, our progress depends on our commitment to each other.