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September 18, 2007 1
Seeing and Leading Seeing and Leading Differently: Differently:
Asset Building and Complex Asset Building and Complex ChangeChange
Sustainability: Balancing Stability and Change
September 18, 2007 2
Seeing and Leading Differently: Seeing and Leading Differently: Asset Building and Complex Asset Building and Complex
ChangeChangeWebinar Series, 2007
4/3 The Landscape Diagram 5/22 Self-Organizing Change 7/17 Planning in the Midst of
Chaos 9/18 Sustainability: Balancing
Stability and Change
September 18, 2007 3
Your Guides . . . GlendaYour Guides . . . Glenda
Glenda H. Eoyang, Ph.D.Glenda H. Eoyang, [email protected]@hsdinstitute.org
Executive Director HSD Institute Teacher and youth developer ’76 to ’81 Training consultant ’81 to ’92 Began working with SI ’95 Focusing with SI on assets and complex
change since ’05 Worked with Royce, Nancy, and Kristin to
explore complex change and asset building at 2006 Conference
Continue to teach and learn with the asset building community
September 18, 2007 4
We heard from you . . . We heard from you . . . The addition of Nancy’s examples and stories helped you see and apply the
concepts more concretely. You are becoming more comfortable with the webinar technology with each
one. Experience is helpful! The audio can sometimes still be a problem You appreciated having the PPT slides to print out ahead of time and found
the one-page intros we have on-line very helpful. The webinars have been well-structured and easy to follow The suggestion to cover up the text box was helpful You would like to see more webinars on various other topics
September 18, 2007 5
Today we will . . . Today we will . . .
Review previous webinars in this series.NOTE: You don’t have to have seen previous webinars for this one to be helpful!
Sail the Seven Cs of Sustainability. Help you plan to sustain your initiative.
September 18, 2007 6
A Quick Review:A Quick Review:Landscape DiagramLandscape Diagram
Certainty
Agreeme
nt
Close to Far from
Far
from
Clo
se to Organized
Unorganized
September 18, 2007 7
A Quick Review:A Quick Review:Self-Organizing ChangeSelf-Organizing Change
Complex Adaptive System (CAS)Complex Adaptive System (CAS)
A collection of individual agents, who have the freedom to act in unpredictable ways, and whose actions are interconnected such that they produce system-wide patterns.
Examples: termite colonies, stock markets, the Internet, gardens, human beings, groups of people
September 18, 2007 8
A Quick Review:A Quick Review:Self-Organizing ChangeSelf-Organizing Change
Complex Adaptive Systems (CAS)Complex Adaptive Systems (CAS)
Agents
System-wide
Patterns
September 18, 2007 9May 22, 2007 9
CDECDE Model: Model:Conditions for Conditions for Self-OrganizingSelf-Organizing
Container: Holds the agents together until system-wide patterns can form.
Examples: an asset taskforce, an asset conference or event
Difference: Provides the potential for change and shows the pattern.
Examples: Youth summit with adult listeners; school climate survey which features the responses of youth and the responses of adults in a school building
Exchange: Establishes the connections among agents and between individuals and the whole.
Examples: coaching, dialogue, funding streams, proposals, evaluation
C E
D
September 18, 2007 10
Planning is NOT. . .Planning is NOT. . . Just list of things to do. Just an annual ritual. An exercise to satisfy funders and board members. The same thing for every organization.
Planning is. . .Planning is. . . The way you use your past to inform action. Adaptation to fit your current situation. Preparation for a productive future.
September 18, 2007 11
Planning in the Midst of Planning in the Midst of ChaosChaos
1. Have a plan, but hold it lightly.
2. Plan to plan again.
3. Look toward multiple horizons.
4. See the future from different points of view.
5. Expect to stretch and fold.
6. Leave space for surprise.
7. Plan for every part of the landscape.
September 18, 2007 12
HEALTHY Children InitiativeHEALTHY Children Initiative Multiple organizations—school, health care, public
health department, city, county, agencies, unions Focus on health of children in the community. Future Search defined three concerns:
Vaccinations and inoculations Sight and hearing assessments Obesity and nutrition
Active projects were funded for two years and showed significant change in outcomes.
The funding went away, but the work did not. They used the Seven Cs to sustain their efforts.
September 18, 2007 13
YOUR InitiativeYOUR Initiative Follow along in your handout as we talk about the
Seven Cs. Consider what you are doing now to sustain your
effort—whatever your current phase of development.
Consider what more you might do to sustain your work into the future.
Share your thoughts with your team as you all move toward healthy sustainability over time.
September 18, 2007 14
Sustainability
Connections• To Current Programs• To Current Needs• To Community & Customers
TheTheSeven CsSeven Cs
Of Of SustainabilitSustainabilit
yy
September 18, 2007 15
Connections are the lifeblood of sustainability. They include personal relationships, but they also
include: Legal agreements Funding sources Collaborations Neighborhood and community ties Planning processes
Connections are both INSIDE your initiative and organization and OUTSIDE with others.
Connections• To Current Programs• To Current Needs• To Community & Customers
September 18, 2007 16
HEALTHY Children Initiative Most important connections were:
Schools Professional organizations (pediatricians, dieticians, teachers, etc.) Parents
Public policy and legislative measures connected all the players together.
Connections• To Current Programs• To Current Needs• To Community & Customers
September 18, 2007 17
Sustainability
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
Connections• To Current Programs• To Current Needs• To Community & Customers
TheTheSeven CsSeven Cs
Of Of SustainabilitSustainabilit
yy
September 18, 2007 18
Coherence causes and results from shared mental models.
Things need to “make sense” to all players—that’s coherence.
Vision needs to be coherent, but so do: Policies and procedures Services and measures Internal and external changes
Sustainable coherence comes from shared learning and continuous improvement.
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
September 18, 2007 19
HEALTHY Children Initiative
One-page explanation of the purpose and goals of
the initiative with contact information for more
details.
Annual review and revision of the one-pager.
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
September 18, 2007 20
Of Of SustainabilitSustainabilit
yy
Sustainability
Communications•Who•What•How
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
Connections• To Current Programs• To Current Needs• To Community & Customers
TheTheSeven CsSeven Cs
September 18, 2007 21
Communicate, communicate, communicate. Be strategic because communication is expensive. Plan the work and work the plan. Diversity AND redundancy are both the soul of
effective communication. Consider all your audiences:
Internal and external Clients and funders Near and far New and old
Communications•Who•What•How
September 18, 2007 22
HEALTHY Children Initiative Quarterly press releases regarding activities and
performance against goals. One-hour “dog and pony show” for PTA, Lion’s
Club, faith communities, and anyone else who would listen.
Communications•Who•What•How
September 18, 2007 23
Sustainability
Communications•Who•What•How
Constructs• For Planning• For Resources• For Documentation
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
Connections• To Current Programs• To Current Needs• To Community & Customers
TheTheSeven CsSeven Cs
Of Of SustainabilitSustainabilit
yy
September 18, 2007 24
Infrastructure gives stability and continuity to your work.
Plan, document, and implement policies and procedures to build resilient constructs.
Think “thin.” Don’t overburden with investment to build and/or maintain infrastructure.
Review/revise constructs often to be sure they still serve your purposes.
Constructs• For Planning• For Resources• For Documentation
September 18, 2007 25
HEALTHY Children Initiative Two standing committees:
Communication Data collection and analysis
Annual one-day open meeting for planning and coordination.
Constructs• For Planning• For Resources• For Documentation
September 18, 2007 26
Sustainability
Communications•Who•What•How
Continuous Assessment• For “fit”• For Success Criteria• For Continuous Improvement
Constructs• For Planning• For Resources• For Documentation
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
Connections• To Current Programs• To Current Needs• To Community & Customers
TheTheSeven CsSeven Cs
Of Of SustainabilitSustainabilit
yy
September 18, 2007 27
A sustainable initiative is never finished.
Continue to ask questions about how you’re doing and how your environment is changing.
As your environment changes, be sure you are adapting.
Know your criteria for success and evaluate well. Expect to change continually. If you aren’t
improving you are deteriorating.
Continuous Assessment• For “fit”• For Success Criteria• For Continuous Improvement
September 18, 2007 28
HEALTHY Children Initiative Annual measures. Findings considered at annual meeting. Annual revision of one-pager, dog-and-pony show,
and press releases
Continuous Assessment• For “fit”• For Success Criteria• For Continuous Improvement
September 18, 2007 29
Commitment• Of Individuals• Of Resources• Of Institutions
Sustainability
Communications•Who•What•How
Continuous Assessment• For “fit”• For Success Criteria• For Continuous Improvement
Constructs• For Planning• For Resources• For Documentation
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
Connections• To Current Programs• To Current Needs• To Community & Customers
TheTheSeven CsSeven Cs
Of Of SustainabilitSustainabilit
yy
September 18, 2007 30
Commitment• Of Individuals• Of Resources• Of Institutions
Your initiative will continue when people care enough.
Encourage, measure, and reinforce commitment. Incorporate commitment into your planning for all
the other Cs. Expect individual commitment to go up and down
over time, but never let it go to zero. Recognize when it is time for a graceful exit or
radical transformation.
September 18, 2007 31
HEALTHY Children Initiative Annual open meeting included:
Celebration of improvement in performance. Recognition for work well done in the previous year. Lots of new opportunities for people to become involved. Network-building activities to ensure that people knew each
other.
Commitment• Of Individuals• Of Resources• Of Institutions
September 18, 2007 32
Sustainability
Communications•Who•What•How
Continuous Assessment• For “fit”• For Success Criteria• For Continuous Improvement
Constructs• For Planning• For Resources• For Documentation
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
Connections• To Current Programs• To Current Needs• To Community & Customers
Capacity BuildingAll of this is done within a context of ongoing
development.
Commitment• Of Individuals• Of Resources• Of Institutions
TheTheSeven CsSeven Cs
Of Of SustainabilitSustainabilit
yy
September 18, 2007 33
New phases require new skills. Investing in capacity strengthens
all the Cs. Customize learning for individuals and roles. Consider capacity for:
Individuals Teams Organizations Communities
Capacity BuildingAll of this is done within a context of
ongoing development.
September 18, 2007 34
HEALTHY Children Initiative Capacity building was incorporated into all
communications: Press releases Professional organization connections Annual meetings Dog-and-pony shows
Capacity BuildingAll of this is done within a context of ongoing
development.
September 18, 2007 35
Sustainability
Communications•Who•What•How
Continuous Assessment• For “fit”• For Success Criteria• For Continuous Improvement
Constructs• For Planning• For Resources• For Documentation
Coherence• Concepts/Direction• Expectations and Services• External Forces and Trends
Connections• To Current Programs• To Current Needs• To Community & Customers
Capacity BuildingAll of this is done within a context of ongoing
development.
Commitment• Of Individuals• Of Resources• Of Institutions
TheTheSeven CsSeven Cs
Of Of SustainabilitSustainabilit
yy
September 18, 2007 36
References and ResourcesReferences and Resources
For more information about planning in the midst of chaos, read:
Legacy: Sustainability in a Complex Human System available for download from:
www.odnetwork.org/resources/HSD
September 18, 2007 37
Continue the conversation Continue the conversation on-lineon-line
To download today’s presentation and related resources go to:
www.search-institute.org/change/complexchange/07.
To continue the conversation and add your own relevant resources, join the Complex Change listserv by going to
http://lists.search-institute.org/mailman/listinfo/complexchange
For additional resources on complex change, visit: www.hsdinstitute.org
September 18, 2007 38
Seeing and Leading Seeing and Leading Differently: Differently:
Asset Building and Complex Asset Building and Complex ChangeChange
Thanks to:Nancy Tellett-RoyceKristin JohnstadThe wonderful people at Search Institute
YOU for all the work you do in the interest of youth!