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== TODO ==


* examples of orgs using tech
* use cases of AI
* more use of characters
* round out sections that only have refs
* success & failure - link to process
*


= Introduction =
= Introduction =
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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.


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.
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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.
|}




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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=
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From [[User:Janet]]'s notes:
From [[User:Janet]]'s notes:


There can be alternate ways to measure success from a qualitative perspective. Here are my  
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)
 
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
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.


principles of Appreciative Inquiry (AI)
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.


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  with point systems by examples such as how:


Here is a brief  description of Appreciative Inquiry (AI).  Appreciative Inquiry (AI) assumes that
# challenging
 
# achievable, adoptable
every living system has untapped and accounts of the  positive1. Appreciative Inquiry is a methodical
# realistic, solid
 
# integrated, institutionalized
discovery that a living system is at its optimum in social, political, economic, ecological, and
# shared
 
# interactive, active and dynamic  
human terms when it is most vibrant, effective and constructive2. AI seeks to build a
# empowerment as choices, participation in decisions, dignity, respect, cooperation and a sense of belonging to a wider community
 
# equity as equal opportunity and access to natural, social and economic resources  
transformational union between a people and it's capacities that are achievements, assets, unexplored
# sustainable in meeting needs without compromising future generations  
 
# internalized
potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, and strategic
# thoroughness
 
# thoughtfulness
competencies through lived values, traditions, stories, visions, expressions of wisdom spiritual
# respectful of oneself, others, the organization, environment
 
# evolving, innovative  
insights, and future possibilities 3. Appreciative Inquiry questions and dialogues to imagine and
# reflective of current priorities 14
 
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!''
 
 
 
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.
 
 
Suggested appreciative success indicators of a vision, design, action, or project can be measured
 
with point systems by examples such as how:
 
1. challenging
 
2. achievable, adoptable
 
3. realistic, solid
 
4. integrated, institutionalized
 
5. shared
 
6. interactive, active and dynamic  
 
7. empowerment as choices, participation in decisions, dignity, respect, cooperation and a sense of  
belonging to a wider community
 
8. equity as equal opportunity and access to natural, social and economic resources  
 
9. sustainable in meeting needs without compromising future generations  
 
10. internalized
 
11. thoroughness
 
12. thoughtfulness
 
13. respectful of oneself, others, the organization, environment
 
14. evolving, innovative  
 
15. reflective of current priorities 14
 


Suggested appreciative accountability and success can consist of:
Suggested appreciative accountability and success can consist of:


1. reports for recognizing and publicly praising accomplishments;  
# reports for recognizing and publicly praising accomplishments;  
 
# charts recording relative progress over time
2. charts recording relative progress over time
# anecdotal stories for publicizing successes  
 
# attending to those that make a difference 15
3. anecdotal stories for publicizing successes  
 
4. attending to those that make a difference 15
 
 


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


1. to define one's working relationship with an organization as a contribution  
# to define one's working relationship with an organization as a contribution  
 
# to acknowledge the impact that the quality of one's work on others  
2. to acknowledge the impact that the quality of one's work on others  
# to accept the outcome of one's actions 16
 
3. to accept the outcome of one's actions 16
 
 


A success story, for example, is Myrada in the year 2000 of an NGO in India for managing rural  
A success story, for example, is Myrada in the year 2000 of an NGO in India for managing rural  
development organized a network of 11 NGOs, 804 people, 70 different organizations, 500 community-
development organized a network of 11 NGOs, 804 people, 70 different organizations, 500 community-
based organizations representing about 10,000 people participating in appreciative inquiry  
based organizations representing about 10,000 people participating in appreciative inquiry  
workshops.17 The workshops included self-help affinity groups; self help group federations, teachers  
workshops.17 The workshops included self-help affinity groups; self help group federations, teachers  
associations, watershed development associations, watershed implementation committees, village forest
associations, watershed development associations, watershed implementation committees, village forest
committees, village health committees, children's clubs, local farmers associations, community  
committees, village health committees, children's clubs, local farmers associations, community  
health groups, and others18. The number and types of committees demonstrates the engaging,  
health groups, and others18. The number and types of committees demonstrates the engaging,  
implicating and participatory approaches of AI.
implicating and participatory approaches of AI.




=== Footnotes ===


Footnotes
1 - 5: Appreciative Inquiry - http://appreciativeinquiry.case.edu/intro/whatisai.cfm
1 Appreciative Inquiry
http://appreciativeinquiry.case.edu/intro/whatisai.cfm
 
2 ibid
 
3 ibid
 
4 ibid
 
5 ibid


6 Appreciative Inquiry
6 Appreciative Inquiry - http://www.appreciativeinquiry.net.au/
http://www.appreciativeinquiry.net.au/


7 Anne T. Coghlan, Hallie Preskill, Tessie Tzavaras Catsambas, An Overview of Appreciative Inquiry in Evaluation, New Directions for Evaulations, no. 100, Winter 2003, Wiley Periodicals, Inc.
7 Anne T. Coghlan, Hallie Preskill, Tessie Tzavaras Catsambas, An Overview of Appreciative Inquiry in Evaluation, New Directions for Evaulations, no. 100, Winter 2003, Wiley Periodicals, Inc.
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http://weblogs.elearning.ubc.ca/mathison/Appreciative%20Inquiry
http://weblogs.elearning.ubc.ca/mathison/Appreciative%20Inquiry


8 Appreciative Inquiry
8 - 12 Appreciative Inquiry -
http://www.appreciativeinquiry.net.au/
http://www.appreciativeinquiry.net.au/


9 ibid
13 Social constructivism:
 
10 ibid
 
11 ibid
 
12 ibid
 
13 Social constructivism
A social construction or social construct is any phenomenon "invented" or "constructed" by participants in a particular culture or society existing because people agree to behave as if it exists or follow certain conventional rules.
A social construction or social construct is any phenomenon "invented" or "constructed" by participants in a particular culture or society existing because people agree to behave as if it exists or follow certain conventional rules.
http://en.wikipedia.org/wiki/Social_construction
http://en.wikipedia.org/wiki/Social_construction
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http://wiki.wsu.edu/wsuwiki/Revised_Accountability_Statement
http://wiki.wsu.edu/wsuwiki/Revised_Accountability_Statement


17 International Institute for Sustainable Development, Beyond Problem Analysis: Using Appreciative Inquiry to Design and Deliver Environmental, Gender Equity and Private Sector Development Projects, Trip Report 3: July - December, 2000 India http://www.iisd.org/ai/myrada_report3.htm
17 - 18 International Institute for Sustainable Development, Beyond Problem Analysis: Using Appreciative Inquiry to Design and Deliver Environmental, Gender Equity and Private Sector Development Projects, Trip Report 3: July - December, 2000 India http://www.iisd.org/ai/myrada_report3.htm
 
18 ibid


=Participating in WikiCED=
=Participating in WikiCED=
real time additions
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[[Category:WikiCED notes]]
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