This document summarizes a presentation on social change leadership based on a collaborative research project. The research involved 92 community-based organizations and 164 social change leaders. It identified leadership as a collective achievement involving three key practices: reframing discourse to challenge mental models, bridging differences to build alliances, and unleashing human energies. Implications for leadership theory include recognizing the strategic value of difference and experiences of communities of color and low-income groups.
"Shared Leadership in Social Change Organizations: Insights from a Participatory Research Perspective," a presentation by the Research Center for Leadership in Action, April 2007
This document provides an overview of people-centered organizations and highlights key discussions from recent events focused on this theme. It summarizes (1) a workshop on employee ownership models and how they can benefit both businesses and employees, (2) the National Coalition for Dialogue & Deliberation event on moving past polarization through public engagement techniques, and (3) a Presencing Institute workshop on opening oneself to channel emergent change. The document also shares notes on Clark University's initiative to develop a culture of respectful dialogue on campus.
Nature of Eco-Leadership: Insights from Community LeadersEric Kaufman
The nature of leadership is changing - challenges are becoming more complex, there is a greater reliance on interdependent work, and leadership is increasingly being viewed as a collective process. The emerging eco-leadership discourse and related theory are shifting the focus from individual leaders to shared leadership. Unfortunately, the vast majority of research on shared leadership has been conceptual, creating an urgent need for empirical evidence in support of the conceptual models. This talk addresses the emergence of eco-leadership and explores two case studies. This talk will empower participants to carry forward the concept of eco-leadership in research and practice.
This document discusses regenerative organizations and leadership. It begins by contrasting linear models of operation with integrated systems approaches. It then presents a framework for regenerative leadership with 4 quadrants focusing on individual and collective behaviors and mindsets. The final sections discuss other frameworks for sustainability and the principles of sustainability put forth by the Brundtland Commission.
Mdp 511 2012 organizations in development - session 1-2ANDREA_BEAR
The snail pushes through a green night, slowly making its way across the grass and earth. Its movement is described as deliberate and purposeful, though it is unknown what exactly drives its progress. Any traces of its passage would be subtle, like a thin broken trail. Its fury or passion, if any, is slow but persistent. The poem reflects on the snail's mysterious and methodical journey through a nightscape.
Dr Mark Elliott's presentation to ParticipationCamp09 - held the weekend of 27-28 June at NYU's Interactive Telecommunications Program @ the Tisch School of the Arts 721 Broadway, New York. Mark's talk focused on how to engage citizens in collaborative planning and policy-making using participatory tools and methods.
Creating sustainable digital communities for students & teachers reushle
This document discusses creating sustainable digital communities for learning. It provides principles for building communities, including making the community purposeful, engaged, connected, and about people. Structure is needed but also flexibility. Leadership is required and communities should bring members closer together rather than create separation. Examples of digital communities include communities of practice and collaborative models involving mentoring and digital environments. Questions are raised about community commitment and priorities competing with other work.
Regenerative organizations aim to:
1) Grow prosperity, celebrate community, and enhance health for all species over time.
2) Focus on changing consciousness to drive truly regenerative change through radical redesign.
3) Use a regenerative capacity index and strategic planning tools to help clients build regenerative capabilities and transition to regeneration.
"Shared Leadership in Social Change Organizations: Insights from a Participatory Research Perspective," a presentation by the Research Center for Leadership in Action, April 2007
This document provides an overview of people-centered organizations and highlights key discussions from recent events focused on this theme. It summarizes (1) a workshop on employee ownership models and how they can benefit both businesses and employees, (2) the National Coalition for Dialogue & Deliberation event on moving past polarization through public engagement techniques, and (3) a Presencing Institute workshop on opening oneself to channel emergent change. The document also shares notes on Clark University's initiative to develop a culture of respectful dialogue on campus.
Nature of Eco-Leadership: Insights from Community LeadersEric Kaufman
The nature of leadership is changing - challenges are becoming more complex, there is a greater reliance on interdependent work, and leadership is increasingly being viewed as a collective process. The emerging eco-leadership discourse and related theory are shifting the focus from individual leaders to shared leadership. Unfortunately, the vast majority of research on shared leadership has been conceptual, creating an urgent need for empirical evidence in support of the conceptual models. This talk addresses the emergence of eco-leadership and explores two case studies. This talk will empower participants to carry forward the concept of eco-leadership in research and practice.
This document discusses regenerative organizations and leadership. It begins by contrasting linear models of operation with integrated systems approaches. It then presents a framework for regenerative leadership with 4 quadrants focusing on individual and collective behaviors and mindsets. The final sections discuss other frameworks for sustainability and the principles of sustainability put forth by the Brundtland Commission.
Mdp 511 2012 organizations in development - session 1-2ANDREA_BEAR
The snail pushes through a green night, slowly making its way across the grass and earth. Its movement is described as deliberate and purposeful, though it is unknown what exactly drives its progress. Any traces of its passage would be subtle, like a thin broken trail. Its fury or passion, if any, is slow but persistent. The poem reflects on the snail's mysterious and methodical journey through a nightscape.
Dr Mark Elliott's presentation to ParticipationCamp09 - held the weekend of 27-28 June at NYU's Interactive Telecommunications Program @ the Tisch School of the Arts 721 Broadway, New York. Mark's talk focused on how to engage citizens in collaborative planning and policy-making using participatory tools and methods.
Creating sustainable digital communities for students & teachers reushle
This document discusses creating sustainable digital communities for learning. It provides principles for building communities, including making the community purposeful, engaged, connected, and about people. Structure is needed but also flexibility. Leadership is required and communities should bring members closer together rather than create separation. Examples of digital communities include communities of practice and collaborative models involving mentoring and digital environments. Questions are raised about community commitment and priorities competing with other work.
Regenerative organizations aim to:
1) Grow prosperity, celebrate community, and enhance health for all species over time.
2) Focus on changing consciousness to drive truly regenerative change through radical redesign.
3) Use a regenerative capacity index and strategic planning tools to help clients build regenerative capabilities and transition to regeneration.
This document serves as an introduction and overview of the Weadership Framework. For more information, see the project's website: www.enhancingworkforceleadership.org
Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
This document provides an overview of communities of practice by summarizing key definitions and the history of the concept. Communities of practice are informal groups that form around common interests or activities whose members learn from one another. They were first studied in apprenticeship contexts but the concept has since been applied to organizations. While communities of practice can enable knowledge sharing, their informal nature also means they may not always align with organizational goals. The document outlines debates around applying the concept to businesses and possibilities of virtual communities of practice with new technologies.
Beyond the usual suspects? The role of expert knowledge in sustainability indicator development for Scotland's upland estates. Presented by Jayne Glass at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.
The document discusses the Dimensions of Leadership Profile, which is a tool used to help individuals and organizations better understand leadership. It can be used to discover one's own leadership strengths, understand what kind of leaders someone wants to follow, and determine what kinds of leadership an organization needs. The profile examines leadership through four aspects - character, analysis, accomplishment, and interaction - and 12 specific dimensions of leadership including enthusiasm, integrity, courage, and collaboration. The goal is to help organizations develop leaders at all levels by gaining insights into leadership approaches.
What are communities of practice? How can they help drive productivity and improve organizational performance? What are the key success factors?
In this guide I will examine what CoPs are and how they have come about, as well as their role in learning and development today, and in driving organizational success. Furthermore, drawing on my experience at Cegos I will provide guidance on some of the key factors for setting up successful and sustainable CoPs in Asia.
This document provides an introduction and overview of a guide for conducting Social Equity Audits. It discusses the importance of social equity and addressing exclusion in development work. The guide contains frameworks and tools for organizations to evaluate their own practices and identify any exclusions. It describes the multi-year process of developing these tools with input from communities, organizations undergoing audits, auditors, and a core group. The document acknowledges those who contributed to creating the guide and making the social equity audit process participatory. It aims to help organizations reflect on and improve their social inclusiveness.
The Community Resilience System provides communities with a process and tools to assess their resilience and take actions to improve it. The system is based on whole community participation. It involves organizing community leadership, assessing resources and capabilities, determining threats, and developing a vision and goals for resilience. Communities then use this information to plan and prioritize actions to enhance normal functioning and rapid recovery. The system includes a knowledge base, a standardized process, and web-based tools to help any community apply it to become more resilient.
This document describes a roundtable discussion (RTD) role play activity that can be used to discuss real-life issues and reach consensus on the best course of action. The RTD has been used with undergraduate and postgraduate students in physical geography and health sciences contexts. It involves dividing students into small consultant groups for one of four stakeholder roles regarding a complex patient case. Students prepare position statements and one from each group participates in an online multidisciplinary team meeting, with support from their consultant group. The activity aims to develop decision-making, collaboration, and teamwork skills through exploring perspectives and synthesizing information. It is conducted over 6 weeks with briefing, action, and debriefing stages. Students complete an individual
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
This document provides an outline for a presentation on organizational development and the formation of multicultural virtual teams. The presentation will include a synthesis of literature on virtual teams and multicultural virtual teams, identification of gaps in the existing literature, and a discussion of the original topic which is the role of organizational development in developing multicultural virtual teams. It will also provide background context on organizational culture and multicultural virtual teams. The presentation will examine topics such as the evolution of virtual team management, skills needed to manage multicultural virtual teams, and opportunities for applying organizational development principles to multicultural virtual team management.
Detailing the change process in a large regional hospital towards applying design methods in the development of their services and care centre.
http://designforhealthcare.blogspot.com
Presented at Studying and Improving Design Practice Symposium at Aalto University
6.9.2012
Drupal and the keys to successful communities martin mayerdrupalconf
This document discusses the keys to successful online communities using Drupal and Livemocha as case studies. It outlines that communities should (1) create a framework that allows members to benefit collectively, (2) structure itself to be self-organizing, and (3) let users contribute content through collective action. Successful communities also motivate continual participation, allow members to shape rules, monitor internally for misuse, and provide easy conflict resolution. Both cooperation and competition among members are important, as is giving participants autonomy.
This document discusses communities of practice, which were first described by Jean Lave and Etienne Wenger in their 1991 work. They studied apprenticeships and how skills are learned through social interactions and participation. Key aspects of a community of practice include mutual engagement of members, a joint enterprise or shared goals, and a shared repertoire of resources and language. Communities of practice exist in many contexts like workplaces and are useful for understanding how knowledge and practices are transmitted socially.
Communities of practice (CoPs) are self-governing groups aligned with organizational strategy that share challenges and generate knowledge. The document discusses how to transform ideas into action through CoPs. It provides examples of current CoPs within the organization focused on developing smart TV channels and gamification techniques. Metrics are shown on the number of CoPs, participants, and intrapreneurs in 2013, with the goal of measuring results in 2014. Qualitative critical success factors of CoPs include empowerment, engagement, talent management, transformation, and knowledge management.
This document discusses the concept of "net∞WORKING" which refers to understanding organizations as ecosystems of networks and adopting a philosophy of "co-generating knowledge and innovation" through networked collaboration. It outlines 5 critical steps for effective net∞WORKING which are: 1) thinking of organizations as networks, 2) understanding informal networks, 3) seeing how knowledge is created through interactions, 4) analyzing patterns of participation, and 5) conducting organizational network analysis and creating network maps. The document then discusses how to use collaborative technology and take action to balance intentionality and control to create networked cultures that promote innovation.
1. The document summarizes key concepts from Wenger's book "Communities of Practice" including the concepts of participation, reification, meaning, identity, and learning as they relate to communities of practice.
2. Participation and reification are described as dual and interdependent processes that produce meaning within a community of practice. Participation involves active engagement while reification involves producing tangible outputs that represent the community's ideas.
3. Identity is shaped through participation and non-participation within and across multiple communities of practice. Membership within a community involves negotiation of meaning and one's position at boundaries between communities.
The document proposes launching a Community of Practice (CoP) within TEACH Me Services, a voluntary welfare organization that helps youth with special needs. The CoP would focus on building capabilities among practitioners dealing with client cases. A 5-phase framework is outlined: 1) establish the CoP identity and goals, 2) cultivate the community, 3) prototype activities, 4) launch the CoP, and 5) help it grow and be sustained. Regular meetings, case discussions, and expert consultations would facilitate knowledge sharing to help address challenges and develop solutions.
Aboriginal Leadership Development in Australiabanffcentre
This document discusses aboriginal leadership development in Australia. It provides biographies of several influential aboriginal leaders such as William Cooper, Vincent Lingiari, and Pearl Gibbs. It also examines some of the challenges to aboriginal entrepreneurship and leadership development, including racism, lack of human and social capital, and diminishing cultural capital. The document discusses some programs aimed at building aboriginal leadership and entrepreneurial skills, such as the Indigenous Leadership Program, the Aurora Project, and entrepreneurship education programs at various universities. It also profiles some aboriginal business organizations and chambers of commerce working to support aboriginal entrepreneurship.
Understanding how Indigenous community factors affect Indigenous entrepreneur...banffcentre
The document discusses factors that affect Indigenous entrepreneurship. It notes that Indigenous communities face many challenges, including a history of colonization that disrupted Indigenous culture, economies and self-sufficiency. Successful Indigenous entrepreneurship can help address these issues by creating businesses that respect traditions while allowing Indigenous people to participate in the modern economy. The author aims to understand how community-level Indigenous context influences the entrepreneurial process and outcomes. Case studies of various First Nations communities are presented to explore how factors like dependency, land issues, culture and social environment impact entrepreneurial success.
This document serves as an introduction and overview of the Weadership Framework. For more information, see the project's website: www.enhancingworkforceleadership.org
Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
This document provides an overview of communities of practice by summarizing key definitions and the history of the concept. Communities of practice are informal groups that form around common interests or activities whose members learn from one another. They were first studied in apprenticeship contexts but the concept has since been applied to organizations. While communities of practice can enable knowledge sharing, their informal nature also means they may not always align with organizational goals. The document outlines debates around applying the concept to businesses and possibilities of virtual communities of practice with new technologies.
Beyond the usual suspects? The role of expert knowledge in sustainability indicator development for Scotland's upland estates. Presented by Jayne Glass at the "Perth II: Global Change and the World's Mountains" conference in Perth, Scotland in September 2010.
The document discusses the Dimensions of Leadership Profile, which is a tool used to help individuals and organizations better understand leadership. It can be used to discover one's own leadership strengths, understand what kind of leaders someone wants to follow, and determine what kinds of leadership an organization needs. The profile examines leadership through four aspects - character, analysis, accomplishment, and interaction - and 12 specific dimensions of leadership including enthusiasm, integrity, courage, and collaboration. The goal is to help organizations develop leaders at all levels by gaining insights into leadership approaches.
What are communities of practice? How can they help drive productivity and improve organizational performance? What are the key success factors?
In this guide I will examine what CoPs are and how they have come about, as well as their role in learning and development today, and in driving organizational success. Furthermore, drawing on my experience at Cegos I will provide guidance on some of the key factors for setting up successful and sustainable CoPs in Asia.
This document provides an introduction and overview of a guide for conducting Social Equity Audits. It discusses the importance of social equity and addressing exclusion in development work. The guide contains frameworks and tools for organizations to evaluate their own practices and identify any exclusions. It describes the multi-year process of developing these tools with input from communities, organizations undergoing audits, auditors, and a core group. The document acknowledges those who contributed to creating the guide and making the social equity audit process participatory. It aims to help organizations reflect on and improve their social inclusiveness.
The Community Resilience System provides communities with a process and tools to assess their resilience and take actions to improve it. The system is based on whole community participation. It involves organizing community leadership, assessing resources and capabilities, determining threats, and developing a vision and goals for resilience. Communities then use this information to plan and prioritize actions to enhance normal functioning and rapid recovery. The system includes a knowledge base, a standardized process, and web-based tools to help any community apply it to become more resilient.
This document describes a roundtable discussion (RTD) role play activity that can be used to discuss real-life issues and reach consensus on the best course of action. The RTD has been used with undergraduate and postgraduate students in physical geography and health sciences contexts. It involves dividing students into small consultant groups for one of four stakeholder roles regarding a complex patient case. Students prepare position statements and one from each group participates in an online multidisciplinary team meeting, with support from their consultant group. The activity aims to develop decision-making, collaboration, and teamwork skills through exploring perspectives and synthesizing information. It is conducted over 6 weeks with briefing, action, and debriefing stages. Students complete an individual
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
This document provides an outline for a presentation on organizational development and the formation of multicultural virtual teams. The presentation will include a synthesis of literature on virtual teams and multicultural virtual teams, identification of gaps in the existing literature, and a discussion of the original topic which is the role of organizational development in developing multicultural virtual teams. It will also provide background context on organizational culture and multicultural virtual teams. The presentation will examine topics such as the evolution of virtual team management, skills needed to manage multicultural virtual teams, and opportunities for applying organizational development principles to multicultural virtual team management.
Detailing the change process in a large regional hospital towards applying design methods in the development of their services and care centre.
http://designforhealthcare.blogspot.com
Presented at Studying and Improving Design Practice Symposium at Aalto University
6.9.2012
Drupal and the keys to successful communities martin mayerdrupalconf
This document discusses the keys to successful online communities using Drupal and Livemocha as case studies. It outlines that communities should (1) create a framework that allows members to benefit collectively, (2) structure itself to be self-organizing, and (3) let users contribute content through collective action. Successful communities also motivate continual participation, allow members to shape rules, monitor internally for misuse, and provide easy conflict resolution. Both cooperation and competition among members are important, as is giving participants autonomy.
This document discusses communities of practice, which were first described by Jean Lave and Etienne Wenger in their 1991 work. They studied apprenticeships and how skills are learned through social interactions and participation. Key aspects of a community of practice include mutual engagement of members, a joint enterprise or shared goals, and a shared repertoire of resources and language. Communities of practice exist in many contexts like workplaces and are useful for understanding how knowledge and practices are transmitted socially.
Communities of practice (CoPs) are self-governing groups aligned with organizational strategy that share challenges and generate knowledge. The document discusses how to transform ideas into action through CoPs. It provides examples of current CoPs within the organization focused on developing smart TV channels and gamification techniques. Metrics are shown on the number of CoPs, participants, and intrapreneurs in 2013, with the goal of measuring results in 2014. Qualitative critical success factors of CoPs include empowerment, engagement, talent management, transformation, and knowledge management.
This document discusses the concept of "net∞WORKING" which refers to understanding organizations as ecosystems of networks and adopting a philosophy of "co-generating knowledge and innovation" through networked collaboration. It outlines 5 critical steps for effective net∞WORKING which are: 1) thinking of organizations as networks, 2) understanding informal networks, 3) seeing how knowledge is created through interactions, 4) analyzing patterns of participation, and 5) conducting organizational network analysis and creating network maps. The document then discusses how to use collaborative technology and take action to balance intentionality and control to create networked cultures that promote innovation.
1. The document summarizes key concepts from Wenger's book "Communities of Practice" including the concepts of participation, reification, meaning, identity, and learning as they relate to communities of practice.
2. Participation and reification are described as dual and interdependent processes that produce meaning within a community of practice. Participation involves active engagement while reification involves producing tangible outputs that represent the community's ideas.
3. Identity is shaped through participation and non-participation within and across multiple communities of practice. Membership within a community involves negotiation of meaning and one's position at boundaries between communities.
The document proposes launching a Community of Practice (CoP) within TEACH Me Services, a voluntary welfare organization that helps youth with special needs. The CoP would focus on building capabilities among practitioners dealing with client cases. A 5-phase framework is outlined: 1) establish the CoP identity and goals, 2) cultivate the community, 3) prototype activities, 4) launch the CoP, and 5) help it grow and be sustained. Regular meetings, case discussions, and expert consultations would facilitate knowledge sharing to help address challenges and develop solutions.
Aboriginal Leadership Development in Australiabanffcentre
This document discusses aboriginal leadership development in Australia. It provides biographies of several influential aboriginal leaders such as William Cooper, Vincent Lingiari, and Pearl Gibbs. It also examines some of the challenges to aboriginal entrepreneurship and leadership development, including racism, lack of human and social capital, and diminishing cultural capital. The document discusses some programs aimed at building aboriginal leadership and entrepreneurial skills, such as the Indigenous Leadership Program, the Aurora Project, and entrepreneurship education programs at various universities. It also profiles some aboriginal business organizations and chambers of commerce working to support aboriginal entrepreneurship.
Understanding how Indigenous community factors affect Indigenous entrepreneur...banffcentre
The document discusses factors that affect Indigenous entrepreneurship. It notes that Indigenous communities face many challenges, including a history of colonization that disrupted Indigenous culture, economies and self-sufficiency. Successful Indigenous entrepreneurship can help address these issues by creating businesses that respect traditions while allowing Indigenous people to participate in the modern economy. The author aims to understand how community-level Indigenous context influences the entrepreneurial process and outcomes. Case studies of various First Nations communities are presented to explore how factors like dependency, land issues, culture and social environment impact entrepreneurial success.
A First Nation Partnership Success Storybanffcentre
Wise Practices Symposium Presentation by Chief Sharon Stinson Henry, St. Eugene. September 2012, Indigenous Leadership and Management at The Banff Centre, Alberta Canada.
St. Eugene Golf Resort Casino: A First Nation Partnership Success Storybanffcentre
The document summarizes a unique partnership between the Chippewas of Rama First Nation and St. Eugene Mission. It describes how the First Nation has partnered with St. Eugene to build a casino, golf resort, and other community facilities like a seniors center and school. The partnership allows the Ktunaxa people to reclaim the land where their culture was once suppressed in a residential school and build a sustainable future.
The Purdy Crawford Chair in Aboriginal Business Studiesbanffcentre
The Purdy Crawford Chair in Aboriginal Business Studies promotes Aboriginal interest in business education and conducts research to support Aboriginal communities and business success. The Chair focuses on three areas: examining models of Aboriginal business success, recruiting Aboriginal students to study business, and enhancing business curriculum. Regional roundtables found interest in business but barriers around proximity, funding, and preparation. The Chair's research shows Aboriginal populations are growing fast with potential but lower education rates. Business education can promote self-reliance and independence. The Chair's mentorship program attracted many applicants and saw early success in university attendance.
Deep Listening is an Aboriginal concept of respectful listening that builds community. It involves giving one's undivided attention and understanding relationality to all things. The tepee exchange between Indigenous groups in Canada and Australia demonstrated Deep Listening, with a focus on connection to land, ancestors, and each other. Students in Australia learned about local shearwaters and expressed the birds' journey in an original song in the Boonwurrung language, celebrating the relationship between people and environment.
The document criticizes several common marketing practices from the West that are often adopted without consideration of their actual effectiveness. Specifically it argues that:
1) Separating communications into "above the line" and "below the line" is an outdated practice based on advertising agency commissions, not marketing effectiveness. Brand communications should be integrated instead of separated.
2) Interruption-based communications focused only on reach and frequency often fail to meaningfully involve customers or drive purchase intent.
3) A sole focus on brand awareness is misguided, as awareness only matters if the brand is making itself relevant to customers' lives. Purchase intent and behavior are better goals.
The document advocates for marketing practices focused
The document discusses the importance of strong financial management practices for Indigenous communities. It outlines how the First Nations Financial Management Board (FMB) establishes standards for First Nation financial administration, management systems, and performance. Communities that meet FMB standards gain access to capital markets for infrastructure financing. The standards are designed to build confidence with investors while supporting Indigenous self-governance and economic development. Meeting FMB requirements can improve governance, administration, transparency, and overall community capacity.
Onion Lake Cree Nation Integrated Cree Governancebanffcentre
The Onion Lake Cree Nation is working to become a self-sufficient sovereign nation by developing its own resources and governance structures. It is creating a Declaration of Sovereignty and economic development plan to achieve independence and provide for its citizens. The Nation aims to exercise its inherent rights through collaborative governance, traditional knowledge, family wellness, and economic programs.
VACFSS: A Story of Success Through Wise Practicesbanffcentre
This document summarizes the story of success of the Vancouver Aboriginal Child and Family Services Society (VACFSS). It outlines seven key success factors that have contributed to VACFSS becoming the largest urban Aboriginal child welfare agency in Canada: 1) Focusing on Aboriginal identity and culture; 2) Developing strong Aboriginal leadership; 3) Establishing a strategic vision and planning process; 4) Implementing effective governance and management; 5) Ensuring accountability and stewardship; 6) Conducting regular performance evaluations; and 7) Fostering collaboration, partnerships and good relationships. The document provides details on the practices VACFSS has implemented under each success factor.
Overview of the Master of Northern Governance and Development (MNGD) programbanffcentre
The document provides an overview of the Master of Northern Governance and Development (MNGD) program presented by the International Centre for Northern Governance and Development. The MNGD program was developed in response to the needs of northern partners and is designed to train the next generation of northern leaders. It utilizes a blended distance education model and professionalized cohort model to provide specialized, interdisciplinary training while incorporating Indigenous perspectives and international collaboration. Students conduct applied research internships to gain experience addressing real issues in the North.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help alleviate symptoms of mental illness and boost overall mental well-being.
Creating Indigenous Economies and Sustainable Communitiesbanffcentre
This document discusses creating indigenous economies and sustainable communities. It covers traditional indigenous property regimes that supported agriculture, hunting, fishing and trade [1]. Euro-American impacts included land dispossession and policies of dependency and removal [2]. Data shows Native American business ownership per capita is significantly lower than other groups [3]. Poverty has led to related issues but business ownership can help community stability through earned income and employment [4,6]. Effective self-governance is needed to create environments where people invest in communities [7]. Obstacles to economic development include lack of investments, rural locations, and bureaucratic hurdles [10]. With improved conditions, indigenous poverty is not inevitable and communities can assist and partner with
Indigenous Leadership Development in the United Statesbanffcentre
This document discusses indigenous leadership development in the United States. It provides context on key policy developments like the Indian Self-Determination and Education Assistance Act of 1975. It also outlines the main organizations in the field, dividing them into public vs corporate and generalist vs specialist. Several example organizations are described for each category. Finally, it discusses implications for how indigenous communities can thoughtfully utilize these training resources while maintaining self-determination.
The document summarizes the path of Westbank First Nation to self-government. It discusses how the Indian Act previously limited their potential but through negotiations, WFN established self-government in 2005. This gives them control over their lands and the ability to pass their own laws on issues like membership, education, health services and land management. Self-government has allowed WFN to engage in community planning and economic development to better support their members.
Community Development and Capacity Buildingbanffcentre
This document provides information on a community development and capacity building framework from the First Nations and Inuit Health Branch. It discusses key concepts such as community capacity, cultural competence, strength-based approaches, community-centeredness, leadership, holistic health, and partnerships. The goals are to increase knowledge and competencies around indigenous community development, better support community capacity, and facilitate innovative partnerships. Lessons from pilots highlighted the need for organizational change, building community capacity, and allowing communities to plan according to their own authorities.
Centralized air conditioning systems serve multiple spaces from one central location using chilled water distribution and extensive ductwork. They have higher efficiencies than decentralized systems due to shared cooling capacity. Common centralized systems use central chillers and distribute chilled water to air handling units or fan coils. Decentralized systems have independent cooling units in each space and offer more flexibility but lower efficiency. Common applications of centralized systems include large buildings like hotels, malls, and airports.
The document summarizes the history of the Interaction Design Association (IxDA) from its origins as a Yahoo group created in response to Bruce Tognazzini's call for interaction designers to unite, to its incorporation as a non-profit organization in 2005. Key events included the first leadership retreat that defined IxDA's purpose and goals, building an organizational structure and governance, and announcing IxDA to the interaction design community. The first executive committee and board of directors were also established to lead the new organization.
Beyond the Single Story: Exploring the Intersections of Leadership Educationcsi_acpa
Mark Torrez (Leadership Education Chair with the Commission for Student Involvement) leads an educational presentation on the intersections of leadership education as part of NASPA SLPKC's Webinar Series. The original presentation took place on September 18, 2012.
This document provides an overview of a leadership session on workforce challenges. It includes:
1. Questions for a community briefing on the most essential workforce challenge and how to invest resources to maximize impact.
2. A list of things learned about effective workforce leadership, such as adopting a wide view, building diverse networks, and encouraging experimentation.
3. Information on partners and contributors to the workforce leadership project, led by Social Policy Research Associates.
This document summarizes a workshop on leadership in a diverse global workplace. The workshop will explore the role of leaders in managing inclusion and productivity in a diverse workplace. It will feature a presentation from Professor Lisa Nishii of Cornell University on her research in leadership, diversity, and inclusion in a global context. The workshop will also include case studies from Danish companies operating globally and a discussion on developing diverse global workplaces. Participants will gain knowledge on strengthening efforts to develop diverse global workforces.
The role of communities leaders and leadership is growing in importance in rural places. The Blandin Foundation’s longstanding leadership program relies on not just building leadership skills but also building the networks and relationships needed as communities face new challenges.
This white paper discusses how coaching transformational leaders can incorporate the Myers-Briggs Type Indicator (MBTI) assessment to shape a high-performance organizational culture. It argues that shaping organizational culture is critical for leadership and performance improvement. The paper presents the L4 Strategy Model, which identifies four cultural patterns (cooperation, inspiration, achievement, consistency) that are correlated with effective performance when balanced. It then describes how the MBTI assessment can help leaders understand their personality preferences and how those preferences influence their natural tendencies to shape certain cultural patterns over others. Analyzing preferences can help leaders adopt a more balanced approach to cultural change.
This document provides an overview of dialogical approaches to organizational change management. It discusses Peter Senge's concept of the learning organization and emphasizes the importance of dialogue, reflection, and understanding complexity. The document also examines appreciative inquiry as a positive approach to change focused on an organization's strengths. Finally, it introduces the change kaleidoscope model for analyzing the contextual factors influencing change implementation options.
Smart Cities - The IntelCities Project - The Community of Practice as a virtu...Smart Cities Project
This report outlines the IntelCities Community of Practice (CoP) in terms of the capacity-building, co-design, monitoring and evaluation exercises underpinning the (virtual) organization’s eGovernment (eGov) service developments. It describes the CoP in terms of both the defining features and characteristics of the e-learning platform and knowledge management system developed under the IntelCities project.
The document discusses knowledge management strategies for a public health department. It defines knowledge and knowledge management, and describes how communities of practice can be used to facilitate knowledge sharing and application. Key challenges include engaging the right stakeholders, building trust, allocating adequate resources, and selecting appropriate platforms and activities. Performance indicators that were proposed to evaluate knowledge management activities include the number of community members and interactions, as well as the generation of relevant research outputs.
Alliance for Arts Learning Leadership 10-Year Visioning ProcessEugene Kim
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Social change leadership for collective impact: Lessons from the US
1. Social change leadership
for collective impact:
Lessons from the U.S.
Sonia M. Ospina
NYU/Wagner Research Center for Leadership in Action
Wise Practices in Indigenous Community
Development Symposium
THE BANFF CENTRE, Alberta, Canada
2012
1
5. Structure of my remarks
1. What we did: a collaborative research with
leaders in social change organizations
2. What we found: leadership as collective
achievement
3. What we learned: Implications for theory and
practice
5
6. Leadership for a Changing
World: 92 SCOs, 164 leaders
The LCW program (2001-2007)
Research & Documentation (2000-2009)
7. Community Voices Heard, CVH,
New York City
CVH is an organization of
low-income people,
predominantly women with
experience on welfare,
working to build power in
New York City and State to
improve the lives of our
families and communities.
8. Coalition of African, Arab, Asian, European,
and Latino Immigrants (CAAAELI), Chicago
CAAAELI aims to strengthen diverse voices of inter-generational
immigrant and refugee communities by building alliances through a
transformative process to develop grassroots power that impacts public
policy
9. People Organized in Defense of Earth and
her Resources, PODER
“We seek to empower our communities through education,
advocacy and action. Our aim is to increase the participation
of communities of color in corporate and government decision
making related to toxic pollution, economic development and
their impact on our neighborhoods.
9
10. LCW organizations are social
change organizations
• A nonprofit or public service organization
• Addresses root causes not symptoms of problems
• Increases the power of marginalized groups,
communities or interests
• “a grassroots response to systemic social
problems.”
(Chetkovich & Kunreuther, 2006: 14)
10
11. How are SCOs distinct
from other nonprofits?
• Work in environments of uncertainty and scarcity
• Work with constituency group, not on their behalf
• Promote participant self-determination and
autonomy
• Engage participants in decision-making and
governance
Transform constituents into stakeholders
• Aim to transform unjust power relations that affect
constituents
11
12. An ambitious research agenda
Core research team members make
Research Stream Participants Products
meaning in conversation with
members of a community
(co-researchers)
Ethnographic Inquiry: Collective Integration
Looking at leadership from the In what ways do
inside Up to 3 LCW
•Continuity participants’ communities
•Context communities trying to make
•In-depth focus/thick descriptions Ethnographies
social change
engage in the
LCW participants make meaning in
conversation with core research
work of
Narrative Inquiry: LCW participants and leadership?
Leadership Horizontal
team members
The LCW participants use representatives of their
their own voices to reflect communities Stories Analysis In what ways can
about leadership and academics and
construct meaning. practitioners co-
produce leadership
Inquiry Reports research and
Up to 2 groups of knowledge that is
Co-Operative Inquiry: 6-8 LCW valid and useful to
meaning from practice
Co-researchers (in an inquiry participants each both?
participants make
group) generate
Selected LCW
meaning/knowledge of
leadership in action.
12
13. Structure of my remarks
1. What we did: a collaborative research with
leaders in social change organizations
2. What we found: leadership as collective
achievement
3. What we learned: Implications for theory and
practice
13
14. … Key findings
• The work of leadership is about awakening the
community to its own strength:
• When community members see and feel
abundance in the midst of scarcity they are
ready to mobilize their collective energy
14
15. … Key findings: From
scarcity to abundance
“Collective” appreciative intelligence:
“the ability to see the inherent generative potential in a given
situation and act purposively to transform potential into
outcomes”
(Thatchenkery & Metzker, 2006)
Appreciative leadership:
“the relational capacity to mobilize creative potential and turn it
into positive power…”
(Whitney, Trosten-Bloom & Rader, 2010)
15
16. A framework of social change leadership in SCOs
Leadership Strategic work to construct and
drivers leverage power Change
A lived Long-term
problem
LEADERSHIP Outcomes:
Intermediate
(systemic PRACTICES outcomes: Changing
exclusion) Collective -Mental
-Technologies Capacity:
of -Individual models
Vision of - Policies
Management -Organiza
wellbeing -Core - Interorg. -Structures
and organizational
social tasks
-Relationships
justice
Basic assumptions: theory of change/ knowledge /human beings/power
Social change values: equality; solidarity; inclusion; democracy: transparency
W o r l d v i e w: “g r o u n d e d h u m a n i s m”
19. In what ways do communities trying to make social
change engage in the work of leadership?
19
20. The work of leadership
Developing many leadership practices that
help the organization
Reframe discourse
Bridge difference
Unleash human energies
20
21. Reframing discourse
challenging existing ‘templates’ and mental models
that contribute to make up or reinforce the
problems that the organizations are addressing
22. Gwich’in Tribes Steering
Committee
“The caribou is not just what we eat, but who we are. It is in our dances, stories, songs
and the whole way we see the world. Caribou is how we get from one year to the other”.
Sarah James
22
23. People Organized in Defense of Earth and
her Resources, PODER
“…redefining environmental
issues as social and
economic justice issues,
and collectively setting our
own agenda to address these
concerns as basic human
rights.”
23
24. Prompting Cognitive
shifts (Foldy, Goldman & Ospina, 2008)
• About the “issue”
• How an audience views the problem and/or the
solution
• About the constituency (those experiencing
the problem)
• How the constituency sees itself
• How one part of the constituency sees another
• How an outside audience sees the constituency
26. The Columbia River Inter-tribal Fish
Commission
The CRIFC 's mission is to ensure a unified voice in
the overall management of the fishery resources, and
as managers,
to protect reserved treaty rights
through the exercise of the
inherent sovereign powers of
the tribes
26
27. Underlying assumptions
of cross-boundary work
• Recognizing the strategic value of difference
• Difference: not a problem but a key resource;
• (and managing the paradox of unity/diversity)
• Balancing (real & pervasive) power inequities
• commitment to try to “even the odds” (in favor
of the vulnerable)
• Leveraging the power of networks
• Networks=strategic tools AND manifestations
of community (and shapers of identity)
27
28. Unleashing human energies
…creating the conditions to reclaim the right to
selfhood and full humanity
…and to recognize one’s power and expertise to
direct one’s life
…learning and
unlearning …
28
29. How?
Creating transformative learning spaces where
participants can build their strengths
•Harness lived experience (and develop people’s
voices)
•Draw strength from culture and identity
•Distill knowledge and practice skills
29
31. Leveraging the power of all practices
together: PODER goes to Court
• “…there was a time that we were all sisters and brothers, the
night sky our ceiling, the earth our mother, the sun our father,
our parents were leaders and justice our guide…”
31
32. Leveraging power
Reframing discourse + Bridging difference +
Unleashing human energies =
Preparedness, readiness, willingness to
engage in action to bring the future into the
present
Leadership practices leadership capital
32
33. Structure of my remarks
1. What we did: a collaborative research with
leaders in social change organizations
2. What we found: leadership as collective
achievement
3. What we learned: Implications for theory and
practice
33
35. Implications for leadership
theory
• Few studies of SCO in the mainstream literature
• Missing relevant voices (and stories) people of color,
low-income communities, indigenous groups…
• We can learn a lot about the human condition from their
experience!
• New interest on “relational forms of leadership”
and the collective dimensions of leadership
• Leaders in SCOs have been doing it for years!
• We can learn a lot about leadership from their
experience!
36. Closing thoughts
From Peter Senge:
“Ultimately, leadership is about how we shape futures
that we truly desire, as opposed to try as best we can
to cope with circumstances we believe are beyond our
control.”
“Look to the periphery, to people and places where
commitment to the status quo is low and where hearts
and minds are most open to the new.”
36
37. Donald Sampson’s words
to young people
…you are the ones who will lead us
into the future. Open your hearts
and your minds. Touch the
earth, the mother of all of us.
Begin to feel the beauty in the
rhythm from a spiritual stance.
Try to understand the land, the
plants, the wildlife, not only from
a scientific standpoint, but as
your relatives, your brother and
sister.
I have hope for a new Native American relationship with this land and with our
natural resources, a hope that lies deep in the heart of our children and which will
lie in the hearts of all of our future generations.
37
38. Thank you!
Want to learn more?
Research Center for Leadership in Action,
NYU/Wagner
www.wagner.nyu.edu/
leadership
38
Editor's Notes
How
Brief story The research was part of the LCW program Ford wanted to change the conversation about leadership 20 groups per year, for 5 years, for a program of 2 years; received a grand and resources for personal development; program wide meetings to develop a network; opportunity to participate in research activities R&D component -Consistent with the philosophy of the program -Appealing to progressive, combative leaders with little time and complete distrust in academia Responsible, not just taking from communities, but giving back not only rigorous research, but most importantly, relevant and useful Leaders as visible tip of an iceberg; Leadership as collective achievement; does not belong to individuals What happens when a group is able to find direction, commitment and alignment So to see it, we have to focus on the work the group is doing, not on what they say about leadership or on the leaders themselves It leadership is a construction acihivement that is constructed in the experience of doing the work, then as an experience, it has to be studied from the inside out qualitative; and from as many angles as possible multimodal And as an experience, it can only be understood by working with who are engaged rather than doing research about them Must have some degrees of participation; this has to be collaborative research
Community rooted A systemic approach to change Commitment to marginalized and low-income communities Commitment to democratic values Uncertainty, complexity, hostile environments & economic scarcity
Appreciative Leadership is the relational capacity to mobilize creative potential and turn it into positive power—to set in motion positive ripples of confidence, energy, enthusiasm, and performance—to make a positive difference in the world. Leadership happens when as community uses its strength to: See abundance where others see scarcity Transform abundance into resources Use resources to leverage power Engage in changing structures, policies and thinking an explicit world view to bring the future into the present Core assumptions about the world core values of social justice Implications Principled use of power Living the change you want to see
At the core of our framework are leadership practices They do not represent techiniques or capabilities, but a type of work that is embedded in the particular context of the organization and the broader environment where change is intended Practices are different from the technologies of management (strategic management, budgeting, human resource management, fund raising, board development, etc Different from the core tasks associated with the organization ’ s mission, if a hospital, we are talking about core tasks associated with healing and caring, in this case social change core tasks include organizing, doing advocacy, developing community and offering services The practices are embedded in a broader context that is brought about because of the experience of a lived problem of systemic exclusion by a community, a diagnosis in that community of the root causes of this problem and the formulation of a vision of the future that drives the work The work is also anchored in a worldview, which we have called “ grounded humanism ” based on the recalcitrant oposition and interruption to any act that dehumanices or reduces the dignity of people, be it at the micro or macro levels Embeded in this vision and worldview are practices, technologies and tasks that produce intermediate and long term outcomes of change Buidlign collective capacity is viewed as an end as well as a means toward the goal of levering power The work aims to generate the conditions to grow leadership inside the organization so as to make people feel what the vision of the future fells like in the present and also to generate the collective capacity to leverage power; it wants to create organizations full of leadership Changes are about pushing the “ needle ” of power from one end where power is concentrated and excludes, to the other where power is shared, redistributed, enlarged and can be used to break barriers so as to generate more inclusion
While visions for the future share common features, we found distinctions that reflect variations in the underlying theories of change in SCOs. The extent of systemic change being demanded may range from “inclusion” to “transformation,” or the group may also articulate a parallel need for “preservation.” When the underlying theory of change is transformation, systemic change means replacing the current system with another one. This view sees “the system” as the source of the identified problem. The Burlington Community Land Trust (BCLT), for example, works for land reform, which for them means changing the fundamental nature of land ownership in the United States. The group’s leaders disagree with the basic notion of private ownership of the land. “People should not think that they can own a piece of land and do whatever they want with it. They can’t own water. They can’t own air,” said one member. The group wants a change from individual to communal ownership of land, “That is the essential element of land reform: that land is owned in common. And individuals make use of the land as they need it…. But the land is ultimately owned by the community…” When the underlying theory of change is inclusion, systemic change means altering the current system so that its benefits reach everyone equally. SCOs holding this view recognize that some groups are systematically excluded from benefits such as adequate housing, clean air and water, and educational opportunities. New Road again provides a useful illustration. It does not envision a fundamental change as sought by BCLT, but is simply interested in gaining access for its community to the same resources and privileges held by other communities, like appropriate housing and home ownership. When the underlying theory of change is preservation, systemic change means stopping the destruction of traditional cultures by the great maw of American life. This view focuses on making room in the system for an independent cultural heritage that has been undermined or nearly eradicated.
While preservation is an end in itself, it generally accompanies an inclusive or transformational view of change. Groups can fight to preserve their way of life while also demanding the same benefits as other Americans. Or they can advocate for the wholesale replacement of particular systems, even as they struggle to preserve their own. The Gwich ’in Nation, a native tribe in the northern reaches of North America with members in both the United States and Canada, has seen massive changes over the decades that threaten their traditions and customs. To preserve their life, they are battling against opening the Arctic National Wildlife Refuge to oil and gas development. This organization does not advocate for a whole new system; but that the current system should protect their human rights as it protects others, seeking inclusive rather than transformational change.
How is the work that Gwichin steering committee doing an example of reframing?
Nurturing networks are both strategic tools and a way to manifest community (instrumental and expressive dimensions of the work) Our networks shape our identities, our identities shape our actions
The third leadership practice is UHE It requires create the conditions for transformational learning So that each group member can reclaim his or her condition of huma being and recognize the power inherent to direct their live It is about creating conditions for a personal transformation by viewing oneself and one ’s conditions differently from you did before A new understanding of how systems affect personal circumstances offers new capacity and trust to believe that it is possible and worthwhile to fight and to win It also motivates to find new competencies and skills to be able to contribute
Consider the work of advocacy, key task for social change Advocacy means active participation of citizens who influence decision making authorities Who does this? The constituents themselves They require abilities and knowledge to do this; they must learn about structures of power they want to influence; must identify the actors and establish trusting relationships with them; must learn about the policy issue as it is defined and as it ought to be defined This requires more than traditional training: the point of departure is the idea that participants are experts in their own right because they have experienced the problem first hand; and they have legitimate knowledge that can be quite important to think about the problem So this expertise is used to generate new capacity; at the core is the idea from popular education and civil rights work that you learn by doing, participaitng in mobilizations and being supported, and doing cycles of action-reflection But the work is also based on an understanding of the vulnerabilities that exist due to oppression
“ the ‘when ’ of leadership has to do with when it feels real for each person” “ ..each person, in his or her own way, has something to bring to the work, and when each contribution is valued, people recognize themselves as leaders and change is possible”… Pablo Alvarado from NDLON “ People who have been oppressed hold inside them the answers to their own development. I believe that I am able to create a setting that legitimizes their thoughts and beliefs and validates their experiences . Once we have achieved this, we can begin the process that allows individuals to articulate their needs and begin to acquire power over their own lives”
SCOs represent an important subcategory of nonprofit organizations, and yet we know very little about them They provide services, advocate for reform, demand accountability key actors of civil society!l They construct democracy at the local level! We know little both about the actual work that they do and how they are contributing to the solution of wicked programs, and we know little about the type of leadership that emerges from these less bureacratized and more community sensitive organizations The leadership literature has not drawn insights from the experience of people in these organizaitons, and in general, from the experience of people of color. – there is an amazing literature on black leadership that really teaches us a lot, but it does not make it to the mainstream leadership journals nor to the public service journals (mostly in educational journals) - In mainstream there are increasingly studies of black leaders, and yet, they are viewed as a special case from which it is not possible to generalize; unlike studies of white people who are the defaul from which to make universal statements - need to bring this voice and draw from the experience to THEORIZE ABOUT LEADERSHIP We can learn a lot Very imnportant: today ’s leading edge work in leadership studies: distributed, collective, shared leadership; relational leadership discourse says this is the way of the future; but inp ractice people do not know how to do it; yet these organizations have been emphasizing the collective dimensions of leadership for a long time!
From the article Living within the circle: A native american relationship with our natural resources In Natural Rresources and Environmental Issues, Volunt 3 Page 33