managing community change - afoa canada 2014/confpresentations2014... · managing community change...
TRANSCRIPT
Managing Community Change
Ismo Heikkila, CFP
National Director,
Financial Education & Communication
Aboriginal Services
T.E. Wealth
AFOA Canada National Conference
February 25 - 27, 2014
Halifax, NS
Sharon Stevenson, CAFM
Finance Manager
Peguis School Board
Peguis First Nation, Manitoba
Speaker
Ismo Heikkila, CFP
National Director, Financial Education & Communication,
T.E. Wealth Aboriginal Services
Ismo brings over 30 years of financial services experience and an effective ability to communicate to a
broad spectrum of issues related to change management, communication planning and financial
education. He leads the delivery of Financial Education and Communication Strategies for Aboriginal
clients of T.E. Wealth across Canada.
Ismo works with Aboriginal community leaders to design complementary programs that assist them in
meeting responsibilities around wealth management. He is a regular speaker on such matters having
spoken at the Canadian Institute 50 Best Employers Conference, The Human Resources Professional
Association National Conference, The World Future Society Annual Conference as well as the
Aboriginal Financial Officers Association (AFOA) National and Regional Conferences. Ismo also
consults and authors articles on matters relating to adult learning and financial literacy.
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Sharon Stevenson, CAFM
"Meshakay Kinew" of the Turtle Clan of the Peguis Anishinabe.
As a child Sharon can be found holding class with her dolls and stuffed animals, when she wasn't at
the highway selling drinks and chips to passersby. Her early years helped to promote her to seek a
Business education and a career in financial management of an First Nation Education Authority.
Sharon has also worked with the Royal Bank in a management capacity and has served a term with
Indian Affairs Headquarters office. Sharon proudly shares her skills, experiences and ideas with
community members, First Nations and friends. Always looking for opportunities, new skills and friends
she hasn't met yet, Sharon can be found actively involved in the community and organizations across
Canada. Her motto is "Community strength comes from within."
Speaker
Today’s topics
• The Community
• Managing change
• Learning & literacy
• Communication
• Appreciative Inquiry
• Best practices
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The Community
• Goals
• Capacity building
• Empowerment
• Strategies
• Primarily mainstream
• Evolving trends
• Communities taking control
• Programs representing “own culture”
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The Community
“Social advance depends as
much upon the process
through which it is secured
as upon the result itself.”
- Jane Addams
Nobel Peace Prize laureate,
social worker, and suffragist (1860-1935)
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Time & Change
• Time is needed to fully establish and integrate a
capacity – building process
• Some models expect to much too soon
• Historical, cultural, special, political environment
plus time is needed
• Pressure to succeed may cause failure – need
time to build trust, improve communication,
develop solid working relationships
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What we know…
• Strategy
• Tactics
• Templates
• Leaders & managers
• Influencers
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Review of the learning process
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Information Mental
Education Emotional
Awareness
Understanding
Acceptance
Competency
Action
Factors to consider
• Age
• Gender
• Current health
statues
• Marital/family status
• Income
• Personal assets
• Literacy
• Current events
• Organization culture
• Residency
• Ethnicity
• Personal values
• Education
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Traditional definition of literacy…
“You either can
read or you cannot
read”
therefore
“You are either
literate or not
literate”
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New definition of literacy
“Literacy is the ability to understand
and use information from written text
in a variety of contexts to achieve goals
and further develop knowledge and potential”.
- Organization for Economic Co-operation and Development
International Assessment of Adult Competencies - 2013
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What we want to accomplish….
• guide us to appreciate the “people issues”
• give us tools we can use to manage change
• stimulate discussion among members
Overview of managing change
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What major issues do individuals think
about every day?
• Health
• Relationships
• Career
• Finances
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• Understand member is on the receiving end of change
• Manage change so the members will “own” the process
People challenges
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Culture
• comfort in routines
• fear of change
• “initiative” fatigue
People factors
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Progress requires four pre-conditions:
• knowing what to do and why
• knowing how to do it
• wanting to do it
• having the resources
Gaining buy-in
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Resistance
Overt Covert
• Memos, meetings, one-on-one,
public behaviors
• Hidden and can go unnoticed until it
destroys a change initiative
• More constructive than covert
because it can be heard and be
addressed
• Clandestine unrest from indirect
complaining to sabotage
• Usually the result of low trust and
inadequate preparation
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• Diverging Goals
- change is seen as a threat to established
goals and means of achieving goals
• Economic Motives
- change seen as a threat to current resource
allocation
• Political Motives
- change seen as a threat to establishment
power relationships
Community sources of resistance
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Communication
Step 1
Sender Message Receiver
Step 2
Receiver Message Sender
Step 3
Sender Message Receiver
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The communication gap
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Issue focus
Time
Chief & Council
Managers
Members
Establish key messages
Answer the 5 W’s
• WHO: Who is affected? Who is championing? Who is Watching?
Who cares?
• WHAT: What impact will it have on me? What will I have to do
differently?
• WHERE: Where can I ask for help? Where can I get more
information?
• WHEN: When will I hear more? When will these changes happen?
• WHY: Why is this necessary? Rewards & Consequences
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Who will be affected?
• Internally – the community members
• Externally – non-members
• How will they react?
• What are their expectations?
• How can they impact the success of the initiative?
• What approaches will be successful with each?
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• What are the current methods?
- Face-to-face
- Electronic
• What are the potential methods?
- Committees
- Special Events
• What methods do the members prefer?
(do our research...get the support of the “go to” members)
Communication delivery
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“Something important is happening”
“This is a good change!
I’m ready to take the next
step!”
“I understand the importance of
these changes
and what they mean to me.”
“I wonder what these changes will
mean to me?”
“This sounds important
and interesting,. I’d like
to find out more.”
Actio
n
Awareness to action model
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Appreciative Inquiry
• Theory and practice of
organizational change
• Result of dissatisfaction
with Action Research
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Problem solving Appreciative Inquiry
Felt need ‘identification of problem’
Appreciating and valuing the best of what is
Analysis of causes Envisioning what might be
Analysis of possible solutions
Dialoguing what should be
Action planning Innovating what will be
Basic assumption: community
is a problem to be solved
Basic assumption: community
is a mystery to be embraced
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Problem solving & Appreciative Inquiry
Why Appreciative ?
• Appreciation is a process of
affirmation, it is an act of attention
• Create change by paying attention to
what you want
• Appreciation helps groups generate
images for themselves based on an
affirmative understanding of their past
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Assumptions of Appreciative Inquiry
• In every society, organization or group, something works
• What we focus on becomes our reality
• Reality is created in the moment and there are multiple realities
• The act of asking a question influences in some way
• People have more confidence and comfort to journey to the future when they carry forward parts of the past
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Assumptions of Appreciative Inquiry
• If we carry parts of the past forward,
they should be what is best about the
past
• It is important to value difference
• The language we use creates our
reality
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Appreciative Inquiry process
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Discover and value
Dreaming - envisioning
the future
‘What might be’
Design through
Dialogue
‘What should be
Destiny - co-construct
the future
‘What will be’
Amplification
Stories
• Quality of stories told
- new telling, new insight
• Recording of stories told
- rich in detail, own voice
• Sharing of stories told
- thematic feedback, documents, video
Propositions – capturing the elements
• Surveys
• Feedback on surveys
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Appreciative Inquiry summary
• The task of management is meaning -
making and creating possibilities
• Communities are networks of
conversation
• Affect action through communication
• Communication contains moral order
• Managing change by managing the
communication
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How does this connect with
what I am doing?
You should be:
• thinking
• hoping
• planning
• dreaming
Feedback – transition points of connection
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MANAGING CHANGE
ON
THE REZ…
“IT’S ALL RELATIVE”
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“CHANGE IS INEVITABLE.
CHANGE IS CONSTANT.”
Benjamin Disraeli
“CHANGE IS INEVITABLE.
CHANGE IS CONSTANT.”
Benjamin Disraeli
Inspirational quotes
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• The World has come to the Rez…
• Information helps direct the path of change.
• Communication is the key to managing change.
Managing change
• Awareness – what do we need to do
• Understanding – what we are trying to do
• Acceptance – agree to the need for change
• Competency – being able to implement change
• Action – creating an plan of action for implementation.
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Managing change
Individual Change
• Communication with a few people.
Family/Group Change
• Groups or Pockets of People
Community Change
• Band meetings, Consultation
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Relative change
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Inspirational quotes
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In my mother’s time:
• Having tea/coffee
• Family lunch at mom’s
• Phoning family & friends
• Community kitchens
• Hunting trips
• Posters at mailboxes
• Bingo
• Band meetings
• Ole tyme dances
• Church
Methods
In my Daughter’s Time:
• Newsletters
• Websites
• Texting
• Emails
• Digital signs
• Radio/TV
• Bingo
• Spiritual gatherings
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Methods
What works?
Communication tactics to implement change
• Small changes – be the change that you want.
• Group changes – invite people to become involved.
• Community changes – invite groups of people to become involved.
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What works?
• Community Champions
• Share ideas & thoughts
• Support person or group
• Spread the word
• Create plan of action
• Communication updates
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Creating change
What do we need to do?
Provide cultural identity to young Anishinabekwe in Peguis
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Creating change
Why are we doing it?
Young women are lost and do not know their identity and culture.
We are losing our traditional knowledge.
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Creating change
Are we in agreement to do it?
Yes, it is needed in community & there is interest from the young
women in the community to engage in cultural programs in the Peguis.
People are stepping up to share their skills & knowledge.
Young women are asking for the program.
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Creating change
Are we able to implement it?
The school offers a land-based education program and the community
has a Hunters & Gatherers program for young men.
We have the resources, the interest and the capabilities.
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Creating change
How are we going to do it?
Get Champions on board, meet to develop plan, spread the word,
secure resources (mentors, classroom), develop budgets, seek funding
options, establish start dates, communicate updates to community,
Enjoy what you are doing & celebrate your successes.
“Walking in Our Grandmothers Footsteps”
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Creating change
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Why we are creating change?
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" It is said that if you want to know
what you were doing in the past,
look at your body now;
if you want to know what will
happen to you in the future, look at
what your mind is doing now“
- Dalai Lama
Contact information
Ismo Heikkila, CFP
National Director,
Financial Education & Communication
Aboriginal Services
26 Wellington Street East, Suite 710
Toronto, ON M5E 1S2
Direct: (416) 640-8572
Cell: (647) 520-3879
www.tewealth.com
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Contact information
Sharon Stevenson, CAFM
Finance Manager, Peguis School Board
Box 190 Peguis
Peguis, MB R0C 3J0
Direct: (204) 645-2648
THANK YOU!
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