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''' | '''Being a catalyst for change in an organization.''' | ||
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= 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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= Considerations for introducing technology change = | = Considerations for introducing technology change = | ||
Many people dream about being a change hero, making one suggestion – like Rosa Parks, African American civil rights activist whom the U.S. Congress later called "Mother of the Modern-Day Civil Rights Movement did in 1955 when she refused to obey a bus driver's orders - and suddenly we have a successful transformation that everyone recognizes. The reality is usually far more complicated. | Many people dream about being a change hero, making one suggestion – like Rosa Parks[http://en.wikipedia.org/wiki/Rosa_Parks], African American civil rights activist whom the U.S. Congress later called "Mother of the Modern-Day Civil Rights Movement did in 1955 when she refused to obey a bus driver's orders - and suddenly we have a successful transformation that everyone recognizes. The reality is usually far more complicated. | ||
People have very good reasons to be hesitant about change. It's always a good idea to wait and see what other organizations similar to yours, are doing. If you're going to try to leap ahead, make sure you have solid partners and that you are not compromising the organization (i.e.: changing the organization's focus or making participation more difficult for some). | People have very good reasons to be hesitant about change. It's always a good idea to wait and see what other organizations similar to yours, are doing. If you're going to try to leap ahead, make sure you have solid partners and that you are not compromising the organization (i.e.: changing the organization's focus or making participation more difficult for some). | ||
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=How to introduce change= | =How to introduce change= | ||
Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes fail. To prevent making these mistakes, Kotter created the following eight change phases model: | Often, creating value requires significant change. John Kotter concluded in his book "A force for Change: How Leadership Differs from Management" (1990) that there are eight reasons why many change processes fail. To prevent making these mistakes, Kotter created the following eight change phases model: | ||
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Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements, and must be committed to working with people during each developmental phase. | Individuals who want to introduce or lead change in organizations are key agents who should have the ability to connect people to their specific requirements, and must be committed to working with people during each developmental phase. | ||
APPRECIATIVE INQUIRY: From a post-modern or participatory democratic perspective, Gervase R. Bushe, observed in his article "[http://www.gervasebushe.ca/aimeta.htm When is Appreciative Inquiry Transformational]" (2005) that there are two key characteristics of AI change interventions that succeed: | APPRECIATIVE INQUIRY: From a post-modern or participatory democratic perspective, Gervase R. Bushe, observed in his article "[http://www.gervasebushe.ca/aimeta.htm When is Appreciative Inquiry Transformational]" (2005) that there are two key characteristics of AI change interventions that succeed: | ||
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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 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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It's important to have a long term plan that matches the organization's mandate and constituents, day to day changes consistent with your constituents, all the while keeping an eye out for 'disruptive' opportunities. | It's important to have a long term plan that matches the organization's mandate and constituents, day to day changes consistent with your constituents, all the while keeping an eye out for 'disruptive' opportunities. | ||
Eve Sibley, founder of [http://www.worldfoodgarden.org WorldFoodGarden.org], writes: | |||
<blockquote> | |||
I was just a lone artist/activist with a tiny bit of money to spare when I got into this a year and a half ago. I saw the potential of using the ever-growing internet to help more people sustainably grow their own food, so I invested that money into hiring somebody to build a website towards those ends. My biggest hurdle has been that I didnt know anything about website languages or databases or anything technical when I got in, just had a vision that included "a website." So basically what happened was I expended all of my funds on a site written in (proprietary software) which no one really wants to update because of the language, so now we are having to start over in a lot of ways by forming a volunteer development team that believes in the cause and wants to make the site move forward. Long story short - the empowerment of the individual that is happening through internet technology gave me (an individual) permission to try use it to change the world, but there are soo many different technical options that the mission almost drowned in that sea. In one light it is a funding issue, but in another its that the accelerated advancement of IT is just really hard to keep up with if you aren't trained to know what is what. | |||
</blockquote> | |||
Marshall McLuhan states “We shape our tools, and afterwards our tools shape us.” New systems must be considered for their most simple and practical benefits, as well as their impact. Expectations must be managed to not expect too much out of the hype, yet still "expect the unexpected." | Marshall McLuhan states “We shape our tools, and afterwards our tools shape us.” New systems must be considered for their most simple and practical benefits, as well as their impact. Expectations must be managed to not expect too much out of the hype, yet still "expect the unexpected." | ||
== | For example, Twitter, a current craze, is presented in the media as a way to follow celebrities, or sent brief messages about our most mundane activities. But using Twitter as a "social search" - finding individuals currently available and interested in topics important to you (including activism, fundraising, regional and sectoral issues) opens up a whole new dimension. Some organizations use Twitter (and other "social media" like the more popular Facebook) as a tool for advocacy and fundraising. Searching for your organization's interests online can easily connect you to a potential vibrant, relevant network. | ||
==Technology applications== | |||
There are a number of main applications of technology in social organizations. They range from the most practical document creating, simple, communications using email, narrow and broadcast communication and participatory means such as forums, polls and wikis. | There are a number of main applications of technology in social organizations. They range from the most practical document creating, simple, communications using email, narrow and broadcast communication and participatory means such as forums, polls and wikis. | ||
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We focus on wiki because it promotes one of the original ideas of the Web, easy participation, and newer developments promote easier exchange of information – for example, using another organization's data in your Web site using systems such as Semantic Mediawiki. | We focus on wiki because it promotes one of the original ideas of the Web, easy participation, and newer developments promote easier exchange of information – for example, using another organization's data in your Web site using systems such as Semantic Mediawiki. | ||
=Technology use in the non profit sector= | =Technology use in the non-profit sector= | ||
In considering technology use in the non-profit sector, "three major "themes" seemed to emerge: the perceived lack of technology in the | In considering technology use in the non-profit sector, "three major "themes" seemed to emerge: the perceived lack of technology in the non-profit sector, the push to "catch up", and the unique strength of the non-profit sector in the information age." (http://www.merrillassociates.net/topic/2001/04/technology-and-non-profits) | ||
[[todo:reinforce these themes]] | [[todo:reinforce these themes]] | ||
Often, social organizations who rely on funding will have to tailor their proposals so they appear to follow external mandates. This disconnect can lead to a distortion in implementation | Often, social organizations who rely on funding will have to tailor their proposals so they appear to follow external mandates. This disconnect can lead to a distortion in implementation where no real goals are reached or can simply lead to wasteful, pointless resources, such as unused computers or websites developed without any real motivation as organizations simply need the overhead funds available in implementation or can't reasonably focus on the benefits. | ||
Ambivalence to adopt new technology can be around concerns of "dehumanization" of an organization, key to the unique strength (the personal trust and connection) of social organizations. It can also be observed that the creative and social uses of technology are portrayed as secondary to the technical (mathematical) and commercial applications, all focused on treating individuals as numbers. Yet social organizations that embrace implementation of technology can help define it as fundamentally useful to their causes, by aligning with trends such as fair use, access and accessibility, and focusing on developing richer profiles of people, peer connections, and organizational interfaces. | Ambivalence to adopt new technology can be around concerns of "dehumanization" of an organization, key to the unique strength (the personal trust and connection) of social organizations. It can also be observed that the creative and social uses of technology are portrayed as secondary to the technical (mathematical) and commercial applications, all focused on treating individuals as numbers. Yet social organizations that embrace implementation of technology can help define it as fundamentally useful to their causes, by aligning with trends such as fair use, access and accessibility, and focusing on developing richer profiles of people, peer connections, and organizational interfaces. | ||
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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] | |||
... | ... also numerous topic specific groups exist on sites like Facebook. | ||
=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 | |||
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. | |||
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!'' | |||
4. | 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: | |||
# challenging | |||
# achievable, adoptable | |||
# realistic, solid | |||
# integrated, institutionalized | |||
# shared | |||
# interactive, active and dynamic | |||
# 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 | |||
# sustainable in meeting needs without compromising future generations | |||
# internalized | |||
# thoroughness | |||
# thoughtfulness | |||
# respectful of oneself, others, the organization, environment | |||
# evolving, innovative | |||
# reflective of current priorities 14 | |||
Suggested appreciative accountability and success can consist of: | Suggested appreciative accountability and success can consist of: | ||
# reports for recognizing and publicly praising accomplishments; | |||
# charts recording relative progress over time | |||
# anecdotal stories for publicizing successes | |||
# attending to those that make a difference 15 | |||
Suggested appreciative accountability reinforces responsibility of individuals: | Suggested appreciative accountability reinforces responsibility of individuals: | ||
# 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 | |||
# 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 === | |||
1 - 5: Appreciative Inquiry - http://appreciativeinquiry.case.edu/intro/whatisai.cfm | |||
1 Appreciative Inquiry | |||
http://appreciativeinquiry.case.edu/intro/whatisai.cfm | |||
6 Appreciative Inquiry - http://www.appreciativeinquiry.net.au/ | |||
6 Appreciative Inquiry | |||
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/ | ||
13 Social constructivism: | |||
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 | ||
=Participating in WikiCED= | =Participating in WikiCED= | ||
Feel free to change this document to make it more useful! | |||