exploring our future together slide deck
TRANSCRIPT
• Introduction
• Context Setting
• Understanding our Situation
• Mapping our process for working
together
• Creating a Compelling Story
• Identifying Next Steps
• Wrap up
• Everyone has wisdom
• We need everyone’s wisdom to create a meaningful result
• There are no absolute right or wrong answers
• Everyone will hear and be heard
• You can change your mind
• Unhinge from your distractions
• Have fun
• What are you cautious about in
undertaking these discussions?
• What are you excited or hopeful
about with these discussions?
The birth, growth, destruction and renewal of a forest
Birth/
Exploitation
Conservation
Creative
Destruction
Renewal
The Renewal LoopThe Performance
Loop
Source: http://www.plexusinstitute.org/edgeware/archive/think/main_aides9.html
choice crisis
reconnect
managenew
thinking
confusiondevelop &
adapt
birth
New Ideas: Creative * Messy * Uncertain*
First hand insights * Outside ideas * Multiple
Perspectives * Flat structure & process * Probes & Little Experiments * Options
Effectiveness: Entrepreneurial * Generalists *Roles * Adaptive structure and process * Prototypes & Pilot Projects * Variation * Lag times •Flexible funding * Flexible rules * Tolerance for •Risk * Dead ends * Emerging Practice
Productivity: Efficiency * Certainty * Stability * Conservation * Hierarchical structure & process *Rules, Policies & Procedures * Standardization * Specialists * Fast Returns * Low Risk Tolerance
Vision: Charismatic * Unraveling * Chaotic * Loss, Anger, Blame, Conflict * Little structure or process * Reflection * Relationships * Essence *
Values * Principles * New Energy & Urgency
expand
possibilities
& buy-in
place
bets
refine
conserve
shared vision,
broad direction
declining
ROI
Traps Description Typical Challenges
SCARCITY People struggle to ‘birth’ something
likely to lead to outcomes and
garners the support it requires to
thrive.
The ideas are not compelling. Underdeveloped
decision-making process & criteria. Members
disagree on which options to pursue. Members
have insufficient credibility. Energy spread too
thin across many directions.
PARASITIC People seem unable to sustain or
grow their work because it is
‘parasitic’ on the host(s) that gave it
birth.
Over reliance on key – often founding –
members of the group. Dependence on start-up
pool of resources. Approach works well only at a
certain scale or in unique context.
RIGIDITY People are unable or unwilling to
change or dismantle an approach
that no longer fits the evolving
context in which they operate.
Psyche of immediate return. Fear of uncertainty.
Self-Interest. Lack of clear exit rules. Concern
about perception of failure. Pressure to continue
by entrenched constituency (e.g. ‘too big to fail’).
CHRONIC
DISASTER
People find themselves ‘spinning’
and unable to get traction on a
compelling new vision, values and
intent for moving forward.
Inability to let go of the past. Weak trust amongst
members. Difficulty in agreeing on shared vision
and values. Volatile environment.
The Innovators Dilemma
• Whether/how to “let go” of
the current approach
without being precisely
clear about the substance,
strengths and weaknesses of
the alternatives.
The Renewal Paradox
• It is often easier to await the
manifest failure of the
existing patterns and
approaches before
beginning the renewal
process - even though it
may mean the eventual
renewal process is more
fragile and less robust.
Develop common ground,
compromise or compete.
Follow the
‘best practice’
recipe.
Use expertise, experiment and
build knowledge.
Learn-by-doing,
see what emerges,
adapt.Create stability, look for
opportunities to innovate.
• The solution depends on how the problem is framed and vice-versa (i.e. the problem definition depends on the solution)
• Stakeholders have (possibly radically) different world views and frames for understanding the problem and solution.
• The constraints that the problem is subject to and the resources needed to solve it change over time.
• The issues and solutions contain paradoxes and dilemmas.
• The problem is never solved definitively.
Combination of two
or more organizations resulting in one organization(s) losing their identity
Combination of two or more organizations
into a new identity
Commitment of two or
more organizations to
shared goals
without integrating
organizational
functionsA group of like-minded organizations around a
common, agreed upon goal
Organizations engaged in collective networking and learning about a common topic
Organizations combine programs or administrative
capabilities that are managed by a new separate entity
• Includes the review of your organizations’ current
situation, strengths, weaknesses, opportunities, and
threats
• Explores the complementary characteristics of the
organization you want to work with (selection
criteria)
• Identifies potential viable partner(s) based on criteria
• Take stalk of your own organization’s effectiveness
• Complete a self assessment: cultural, financial, operational
• Identify potential partner(s)
• Understand clearly how integration or other collaborative
relationship could benefit your organization
At the end of the preparation stage, you should know whether
integration is a viable option, whether the organization is generally
prepared, and which organizations are viable partners.
Po
ten
tia
l A
ctio
ns
Each organization should sign a memorandum of
understanding, stating their commitment to (the working
relationship) if legal, financial, and other key issues can be
resolved satisfactorily.
• Gauge level of mutual interest for various options
• Share information with the potential partner
• Solicit information and input from stakeholders
• Makes recommendation on whether to pursue
an integration or other working relationship
• Avoid focusing too much on logistical details
• Form a joint committee with clear roles and responsibilities
• Identify which forms of collaboration are open for discussion
• Begin communication with stakeholders
• Explore the mission or vision of the new collaborative
• Talk to funders
Po
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ctio
ns
• Seek legal counsel if pursuing a form of integration
• Continue to seek stakeholder input
• Frame negotiations around new mission statement
• Seek grants for process
• Commit to confidentiality
• Negotiate the terms of the working relationship
• Resolve key issues and “must haves” such as
name, governance, identity, structure,
programs, services, staffing, etc.
• Identify financial requirements
Negotiation may result in a primary legal agreement
that sets out most of the key terms.
Po
ten
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ctio
ns
If amalgamating, an “Application for
Amalgamation” must be filed with Service Alberta
as per the Societies Act.
• Pass a special resolution at a meeting of the
membership
• Nominate transitional board of directors
• Create communication plan
• Consider other legal agreements required
• Membership vote to approve legal
document
• Develop communication plan
• Explain rational and vision for greater
community impact
Po
ten
tia
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ctio
ns
Generally it is recommended to complete a
review of the implementation process for
accountability and lessons learned.
• Develop a detailed implementation plan
• Use an implementation committee and
working groups
• Provide training and orientation
• Host social events
• Integrate governance, operational,
program, and service systems as outlined
in negotiations
• Transfer assets
• Integrate policies and procedures
• Foster new culture and attend to
stakeholder moral
Po
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tia
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ctio
ns
• Improved service quality
• Develop new integrated services
or solutions for clients
• Offer a broader range of services
to existing clients
• Expand client base
• Extend geographic reach
Source: WoodGreen Community Services, June 2012
• Strengthen ability to attract and retain staff and volunteers
• Strengthen financial position
• Strengthen ability to attract funding
• Strengthen brand presence
• Strengthen advocacy for clients and the sector
• Strengthen operational resources
• Acquire new skills, expertise, and technology
Source: WoodGreen Community Services, June 2012
• Achieve economies of scale,
organizational efficiencies, or
cost savings
• Eliminate service overlaps with
other organizations
Source: WoodGreen Community Services, June 2012
• Transfer responsibility for services
or program areas that are
struggling or non-core to the
mission of the organization
• Address difficulty in sustaining
organizational performance
Source: WoodGreen Community Services, June 2012
• Failure to engage and inform
stakeholders sufficiently
• Difficulty determining a plan to
integrate structure (i.e., board; staff)
• Challenges around “brand
stewardship”
• Emotional responses to language
Source: Why Nonprofit Mergers Continue to Lag
• Strong leadership
• Focus on how the new working relationship benefits the communities you serve
• Communication
Source: Why Nonprofit Mergers Continue to Lag