getting from here to there: effective strategies for community change
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Slidedeck for Strategic Doing session for 60 nonprofit leaders in Boone County IndianaTRANSCRIPT
Copyright 2014 – Scott HutchesonThis work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
Getting From Here to There:Effective Strategy for Community Change
Scott Hutcheson, Ph.D.
Boone County Nonprofit SummitLebanon, IN – April 30, 2014
What to Expect From this Workshop
• Gain insights from recent research on community change strategies • Develop new or deepen existing inter-organizational collaborations• Practice “swarm” social innovation over the next 90 days by
launching nearly a dozen new collaborative strategies in Boone County
What to Expect From this Workshop
• Gain insights from recent research on community change strategies • Develop new or deepen existing inter-organizational collaborations• Practice “swarm” social innovation over the next 90 days by
launching nearly a dozen new collaborative strategies in Boone County
#BooneNPSummit
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
The Great and the Near Great in the White River Country
by Z. M. Horton The Baxter Bulletin
Dec 31, 1915
S. J. Hutcheson, a well known farmer and stockman ofNorfork, roping a calf
White River Ferry at Norfork, Arkansas, circa 1900
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Norfork, Arkansas
(pop. 550)
Boone County
8
•7 incorporated cities & town•15 unincorporated cities & towns•12 townships•74 nonprofits
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics•Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
9
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
The Extension Economist Vs. The Rocket Scientist
10
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
11
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
12
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Hierarchy of Complex Systems
•Social Organizations – economics, education, politics• Individual Human – language capacity, knowledge accumulation, design and use of tools•Animal – mobility, information processing•Plants – viability•Open Systems – matter, energy•Cybernetics – computers•Clockworks – engines•Frameworks – buildings, cells
13
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
Complexity =Messes
Public issues are complex
Institutions emerged to
deal with the complexity
There are lots of institutions
No single institution is
“in charge” of most public
issues
Complex environment
Recipe for EFFECTIVE Strategies
• Have a network organizational structure• Frame strategies primarily around
building on existing assets • Have a planning and implementation
processes that is iterative • Include short-term, easy-win goals• Decentralize responsibilities for
implementation among multiple organization • Use metrics to learn what is working
and to make adjustments along the way• Build high levels of trust among
participants• Assure that participants are ready to
change
The Collaboration Continuum
Turf
Trust
TIME
SharingResources
Sharing Information
MutualAwareness
Co-Execution
Co-Creation
Acknowledgment Exploration Cooperation Collaboration Innovation
Adapted from Collaboration Continuum from ACT for Youth
A process that enables civic leaders to form collaborations quickly, guide them toward measurable outcomes, and make adjustments along the way.
What is Strategic Doing?
We will be answering four questions:
1. What could we do together?
2. What should we do together?
3. What will we do together?
4. What’s our 30/30?
What is Strategic Doing?
Boone County
How we can break the cycle of generational poverty and transform Boone County into a vibrant, thriving community where every citizen
is empowered to reach their full potential?
•Arts & Culture•Community Development•Education•Health & Wellness•Human Services•Associations•Youth Development
The Conversation in Midville
“Our “best and brightest” leave town and never come back.”
“Remember the good old days when you could make $30/hour at ABC Manufacturing? Those days are gone forever.”
“We have a skills mismatch. We still have decent-paying manufacturing jobs but nobody with the right skills for those jobs.”
“Can you believe all the empty storefronts downtown?”
“The bridge on Highway 7 is about to fall down. Someone’s going to get killed!”
“Homelessness! I never thought I would see the day when there were homeless people in Midville.”
Exercise One : Reframing the Issue
What could we do
together?
Reframing the Conversation in Midville
Issue: Skills Mismatch
Exercise Two : Identifying AssetsWhat could
we do together?
Identifying Assets in Midville
Exercise Three: Linking & Leveraging Assets
What could we do
together?
Linking & Leveraging Assets in Midville
Exercise Four: Finding the “Big Easy”
What should we do
together?
Finding the “Big Easy” in Midville
Exercise Five: Turning Opportunities into Outcomes
What should we do
together?
Strategic Outcomes for Midville
Exercise Six: Pathfinder Projects & Action Plans
What will we do
together?
Pathfinder Project & Strategic Action Plan for Midville
Following Up & Staying in TouchWhat’s our 30/30?
Following Up & Staying in Touch in Midville
What Does Success Look Like?
What Does Success Look Like?
Scott Hutcheson, Ph.D.765-479-7704
[email protected]/in/scotthutcheson/
www.twitter.com/jshutch64www.facebook.com/scott.hutcheson
Thank You
Copyright 2014 – Scott HutchesonThis work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.