WikiCED manual - Revision history

DavidM: Undo revision 1642 by Ohitodehux (Talk)

2010-11-24T03:42:22Z

Undo revision 1642 by Ohitodehux (Talk)

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Ohitodehux at 03:31, 24 November 2010

2010-11-24T03:31:57Z

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24.200.170.79: /* Measuring success, learning from failure */

2009-10-13T20:14:02Z

Measuring success, learning from failure

← Older revision		Revision as of 20:14, 13 October 2009
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	Building evaluation capacity entails developing a system for creating and sustaining evaluation practices9. Evaluation scholars have recommended that evaluation be more democratic, pluralistic, deliberative, empowering, and enlightening10. Current evaluation practices are diverse, inclusive of multiple perspectives, and supportive of the use of multiple methods, measures, and criteria11. Evaluation Appreciative Inquiry is a highly participatory form of inquiry to address issues12. Appreciative Inquiry and collaborative, participatory, stakeholder, and learning-oriented approaches to evaluation emphasize *social constructivism, that is, that making sense and meaning is achieved through the interaction13.		Building evaluation capacity entails developing a system for creating and sustaining evaluation practices9. Evaluation scholars have recommended that evaluation be more democratic, pluralistic, deliberative, empowering, and enlightening10. Current evaluation practices are diverse, inclusive of multiple perspectives, and supportive of the use of multiple methods, measures, and criteria11. Evaluation Appreciative Inquiry is a highly participatory form of inquiry to address issues12. Appreciative Inquiry and collaborative, participatory, stakeholder, and learning-oriented approaches to evaluation emphasize *social constructivism, that is, that making sense and meaning is achieved through the interaction13.

	Suggested appreciative success indicators of a vision, design, action, or project can be measured		Suggested appreciative success indicators of a vision, design, action, or project can be measured with point systems by examples such as how:

	with point systems by examples such as how:

	# challenging		# challenging
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	# shared		# shared
	# interactive, active and dynamic		# interactive, active and dynamic
	# empowerment as choices, participation in decisions, dignity, respect, cooperation and a sense of		# empowerment as choices, participation in decisions, dignity, respect, cooperation and a sense of belonging to a wider community
	belonging to a wider community
	# equity as equal opportunity and access to natural, social and economic resources		# equity as equal opportunity and access to natural, social and economic resources
	# sustainable in meeting needs without compromising future generations		# sustainable in meeting needs without compromising future generations
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	# reports for recognizing and publicly praising accomplishments;		# reports for recognizing and publicly praising accomplishments;

	# charts recording relative progress over time		# charts recording relative progress over time

	# anecdotal stories for publicizing successes		# anecdotal stories for publicizing successes

	# attending to those that make a difference 15		# attending to those that make a difference 15

24.200.170.79: /* Measuring success, learning from failure */

2009-10-13T20:13:06Z

Measuring success, learning from failure

← Older revision		Revision as of 20:13, 13 October 2009
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	There can be alternate ways to measure success from a qualitative perspective. Here are my suggestions from an appreciative perspective. Please be aware that I am using this term appreciative freely. The suggested measurements of qualitative evaluation and success in this paper are based on my personal explorations and therefore do not, in any way or form, reflect the principles of Appreciative Inquiry (AI)		There can be alternate ways to measure success from a qualitative perspective. Here are my suggestions from an appreciative perspective. Please be aware that I am using this term appreciative freely. The suggested measurements of qualitative evaluation and success in this paper are based on my personal explorations and therefore do not, in any way or form, reflect the principles of Appreciative Inquiry (AI)


	Here is a brief description of Appreciative Inquiry (AI). Appreciative Inquiry (AI) assumes that every living system has untapped and accounts of the positive1. Appreciative Inquiry is a methodical discovery that a living system is at its optimum in social, political, economic, ecological, and human terms when it is most vibrant, effective and constructive2. AI seeks to build a transformational union between a people and it's capacities that are achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, and strategic competencies through lived values, traditions, stories, visions, expressions of wisdom spiritual insights, and future possibilities 3. Appreciative Inquiry questions and dialogues to imagine and innovate about successes, hopes, and dreams instead of negating and criticizing downward into a diagnostic spiral of despairing hopelessness4.		Here is a brief description of Appreciative Inquiry (AI). Appreciative Inquiry (AI) assumes that every living system has untapped and accounts of the positive1. Appreciative Inquiry is a methodical discovery that a living system is at its optimum in social, political, economic, ecological, and human terms when it is most vibrant, effective and constructive2. AI seeks to build a transformational union between a people and it's capacities that are achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, and strategic competencies through lived values, traditions, stories, visions, expressions of wisdom spiritual insights, and future possibilities 3. Appreciative Inquiry questions and dialogues to imagine and innovate about successes, hopes, and dreams instead of negating and criticizing downward into a diagnostic spiral of despairing hopelessness4.



	In working with small children who are climbing into a dangerous area, instead of saying ''don't climb there!'' Re-direct the children with a positive gesture ''Look!! Play here!''		In working with small children who are climbing into a dangerous area, instead of saying ''don't climb there!'' Re-direct the children with a positive gesture ''Look!! Play here!''



	AI's vision based approach and 4-D Model consists of stages of Discovery, Dream, Design and Doing and 4-I Model of Inquire, Imagine, Innovate and Implement 5. The SOAR (Strengths, Opportunities, Anticipations, and Results) framework for inquiry and decision-making is a compatible AI framework to strategic planning 6. SOAR is integral to developing strong relationships to implement sustainable development practices7. AI's triple bottom line of economic prosperity, environmental stewardship, and social equity or "profit, planet, people." provides a solid framework for measuring and evaluating progress toward a sustainable socio-environmental-economic model with another social construction and metaphor8.		AI's vision based approach and 4-D Model consists of stages of Discovery, Dream, Design and Doing and 4-I Model of Inquire, Imagine, Innovate and Implement 5. The SOAR (Strengths, Opportunities, Anticipations, and Results) framework for inquiry and decision-making is a compatible AI framework to strategic planning 6. SOAR is integral to developing strong relationships to implement sustainable development practices7. AI's triple bottom line of economic prosperity, environmental stewardship, and social equity or "profit, planet, people." provides a solid framework for measuring and evaluating progress toward a sustainable socio-environmental-economic model with another social construction and metaphor8.



	Building evaluation capacity entails developing a system for creating and sustaining evaluation practices9. Evaluation scholars have recommended that evaluation be more democratic, pluralistic, deliberative, empowering, and enlightening10. Current evaluation practices are diverse, inclusive of multiple perspectives, and supportive of the use of multiple methods, measures, and criteria11. Evaluation Appreciative Inquiry is a highly participatory form of inquiry to address issues12. Appreciative Inquiry and collaborative, participatory, stakeholder, and learning-oriented approaches to evaluation emphasize *social constructivism, that is, that making sense and meaning is achieved through the interaction13.		Building evaluation capacity entails developing a system for creating and sustaining evaluation practices9. Evaluation scholars have recommended that evaluation be more democratic, pluralistic, deliberative, empowering, and enlightening10. Current evaluation practices are diverse, inclusive of multiple perspectives, and supportive of the use of multiple methods, measures, and criteria11. Evaluation Appreciative Inquiry is a highly participatory form of inquiry to address issues12. Appreciative Inquiry and collaborative, participatory, stakeholder, and learning-oriented approaches to evaluation emphasize *social constructivism, that is, that making sense and meaning is achieved through the interaction13.


	Suggested appreciative success indicators of a vision, design, action, or project can be measured		Suggested appreciative success indicators of a vision, design, action, or project can be measured
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	# attending to those that make a difference 15		# attending to those that make a difference 15


	Suggested appreciative accountability reinforces responsibility of individuals:		Suggested appreciative accountability reinforces responsibility of individuals:

24.200.170.79: /* Measuring success, learning from failure */

2009-10-13T20:12:32Z

Measuring success, learning from failure

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24.200.170.79: /* Connecting and getting advice */

2009-10-13T19:57:31Z

Connecting and getting advice

← Older revision		Revision as of 19:57, 13 October 2009
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	* Better utilize online resources for technology expertise		* Better utilize online resources for technology expertise
	http://www.usfca.edu/inom/research/INOM-Tech%20Use%20in%20Small%20NPs.pdf		http://www.usfca.edu/inom/research/INOM-Tech%20Use%20in%20Small%20NPs.pdf

			== Links and resources ==

	Many online resources exist in support of non profits, technology and combining the two.		Many online resources exist in support of non profits, technology and combining the two.
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	* http://www.nonprofittech.com		* http://www.nonprofittech.com
	* http://www.network-centricadvocacy.net/		* http://www.network-centricadvocacy.net/
			* http://www.feverbee.com - lots of good online community discussion, including [http://www.feverbee.com/2009/09/onlinecommunitybooks.html Essential Reading For Building Online Communities]

	... ~~and~~ numerous topic specific groups on sites like Facebook.		... also numerous topic specific groups exist on sites like Facebook.

	~~speaking informally, discovering motivations - inspired~~

	=Measuring success, learning from failure=		=Measuring success, learning from failure=

DavidM: /* Participating in WikiCED */

2009-08-27T13:43:40Z

Participating in WikiCED

← Older revision		Revision as of 13:43, 27 August 2009
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	=Participating in WikiCED=		=Participating in WikiCED=
	~~real time additions~~

	~~View~~ this document ~~in an accessibility checker: http://wave.webaim.org/report?url=http://ced.zooid.org/wiki/WikiCED_manual&md=nils (currently with some errors to be corrected due~~ to ~~the graph)~~		Feel free to change this document to make it more useful!

	~~[[Category:WikiCED notes]]~~

DavidM: /* How to introduce change */

2009-08-27T13:41:58Z

How to introduce change

← Older revision		Revision as of 13:41, 27 August 2009
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	David Cooperrider and Diane Whitney describe in their article "[http://appreciativeinquiry.case.edu/uploads/whatisai.pdf A Positive Revolution in Change]" that change results from an Appreciative Inquiry focus on five key principles:		David Cooperrider and Diane Whitney describe in their article "[http://appreciativeinquiry.case.edu/uploads/whatisai.pdf A Positive Revolution in Change]" that change results from an Appreciative Inquiry focus on five key principles:

	*The constructionist principle~~:..~~Organizations are socially co-constructed realities; therefore, articulate desirable collective futures.		{\|
	*The principle of simultaneity~~:..~~The first question is fateful; change begins the second the system begins to engage in inquiry.		\|'''The constructionist principle'''
	*The poetic principle~~:.............~~We create our organization in our daily stories; therefore, use words that energize and inspire people.		\|Organizations are socially co-constructed realities; therefore, articulate desirable collective futures.
	*The anticipatory principle~~:.....~~The collective image of the future guides us; therefore, artfully create positive images.		\|-
	*The positive principle~~:...........~~Craft the unconditional positive question to generate momentum and sustainable change.		\|'''The principle of simultaneity'''
			\|The first question is fateful; change begins the second the system begins to engage in inquiry.
			\|-
			\|'''The poetic principle'''
			\|We create our organization in our daily stories; therefore, use words that energize and inspire people.
			\|-
			\|'''The anticipatory principle'''
			\|The collective image of the future guides us; therefore, artfully create positive images.
			\|-
			\|'''The positive principle'''
			\|Craft the unconditional positive question to generate momentum and sustainable change.
			\|}

DavidM: /* Introduction */

2009-08-27T13:37:36Z

Introduction

← Older revision		Revision as of 13:37, 27 August 2009
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	This manual is designed to help individuals, working in an organization, find ways to effectively introduce beneficial change, without full “top-down” support (i.e.: management, funders, other power sources). In other words, you may be working in an organization and learn about a better way to do things. Everything from suggesting a composting programme, telecommuting, to using a new web-based communication system. Everyone else is too busy doing things the same way they always have, management has their own long term plans, but you think it's worthwhile to push for your change. This manual can help you.		This manual is designed to help individuals, working in an organization, find ways to effectively introduce beneficial change, without full “top-down” support (i.e.: management, funders, other power sources). In other words, you may be working in an organization and learn about a better way to do things. Everything from suggesting a composting programme, telecommuting, to using a new web-based communication system. Everyone else is too busy doing things the same way they always have, management has their own long term plans, but you think it's worthwhile to push for your change. This manual can help you.

	~~THe~~ requirement for change from within is recognized everywhere. In the business world, it's becoming known as "intrapeneurship." This manual is particularly designed for those involved in Community Economic Development (CED). We're going to use change based on low cost technology as our lens because the spread of the Internet and the ready access to computers have created many opportunities; however, aspects of this manual should be applicable to many circumstances.		The requirement for change from within is recognized everywhere. In the business world, it's becoming known as "intrapeneurship." This manual is particularly designed for those involved in Community Economic Development (CED). We're going to use change based on low cost technology as our lens because the spread of the Internet and the ready access to computers have created many opportunities; however, aspects of this manual should be applicable to many circumstances.

	Our references include [http://www.gervasebushe.ca/appinq.htm#applied Appreciative Inquiry], an organizational development process designed to engage individuals within an organizational system in its renewal, change and focused performance. We're also going to reference CED approaches, current software development methodologies, and our own experience and opinions.		Our references include [http://www.gervasebushe.ca/appinq.htm#applied Appreciative Inquiry], an organizational development process designed to engage individuals within an organizational system in its renewal, change and focused performance. We're also going to reference CED approaches, current software development methodologies, and our own experience and opinions.

DavidM: /* Introduction */

2009-08-27T13:37:14Z

Introduction

← Older revision		Revision as of 13:37, 27 August 2009
Line 12:		Line 12:
	This manual is designed to help individuals, working in an organization, find ways to effectively introduce beneficial change, without full “top-down” support (i.e.: management, funders, other power sources). In other words, you may be working in an organization and learn about a better way to do things. Everything from suggesting a composting programme, telecommuting, to using a new web-based communication system. Everyone else is too busy doing things the same way they always have, management has their own long term plans, but you think it's worthwhile to push for your change. This manual can help you.		This manual is designed to help individuals, working in an organization, find ways to effectively introduce beneficial change, without full “top-down” support (i.e.: management, funders, other power sources). In other words, you may be working in an organization and learn about a better way to do things. Everything from suggesting a composting programme, telecommuting, to using a new web-based communication system. Everyone else is too busy doing things the same way they always have, management has their own long term plans, but you think it's worthwhile to push for your change. This manual can help you.

	This manual is particularly designed for those involved in Community Economic Development (CED). We're going to use change based on low cost technology as our lens because the spread of the Internet and the ready access to computers have created many opportunities; however, aspects of this manual should be applicable to many circumstances.		THe requirement for change from within is recognized everywhere. In the business world, it's becoming known as "intrapeneurship." This manual is particularly designed for those involved in Community Economic Development (CED). We're going to use change based on low cost technology as our lens because the spread of the Internet and the ready access to computers have created many opportunities; however, aspects of this manual should be applicable to many circumstances.

	Our references include [http://www.gervasebushe.ca/appinq.htm#applied Appreciative Inquiry], an organizational development process designed to engage individuals within an organizational system in its renewal, change and focused performance. We're also going to reference CED approaches, current software development methodologies, and our own experience and opinions.		Our references include [http://www.gervasebushe.ca/appinq.htm#applied Appreciative Inquiry], an organizational development process designed to engage individuals within an organizational system in its renewal, change and focused performance. We're also going to reference CED approaches, current software development methodologies, and our own experience and opinions.