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ACTIVATING WHAT’S CORE: process of discovery

WHAT IS SUSTAINABILITY?. EMBRACING CHANGE: act of creation. ACTIVATING WHAT’S CORE: process of discovery. CULTIVATING CONDITONS: adapt and influence. EXERCISE: REFLECTED BEST SELF. Think of a time when you were at your best in your work. Jot down as many details as possible.

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ACTIVATING WHAT’S CORE: process of discovery

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  1. WHAT IS SUSTAINABILITY? EMBRACING CHANGE: act of creation ACTIVATING WHAT’S CORE: process of discovery CULTIVATING CONDITONS: adapt and influence

  2. EXERCISE: REFLECTED BEST SELF • Think of a time when you were at your best in your work. Jot down as many details as possible. • What happened? • Who else was there? • Why does that particular experience come to mind? • How does this connect to your personal core values?

  3. EXERCISE: REFLECTED BEST SELF • Connect with a partner not at your table, share your reflection and discuss: • What strengths were you activating? • What does it feel like to be thriving? • How were your fueling your organization’s sustainability in this experience?

  4. EXERCISE: REFLECTED BEST SELF

  5. EXERCISE: REFLECTED BEST SELF

  6. EXERCISE: REFLECTED BEST SELF • Speaker: Share your visual with a partner and talk about what it represents for you. • Listeners, reflect back: • What strengths do you hear in this story? • What values are present? • What distinctive qualities do you see this person demonstrating in their leadership?

  7. STRATEGIC LEADERSHIP: What context are you in? Domain of Emergence “unknown unknowns” Probe – sense – respond Domain of Expertise “known unknowns” Sense – analyze – respond Domain of Rapid Response “unknowables” Act – sense – respond Domain of Best Practice “known knowns” Sense – categorize – respond Cynefin framework

  8. Theory of Change as Strategic Framework A theory of change is a way to visually represent an organization’s thinking about how it contributes to desired changes in the world. Clarity of intended impact Inspiring CHANGE Problem analysis,Focus of our efforts Sensing CONTEXT Core values, distinctive approach Clarifying CORE

  9. Theory of Change as Strategic Framework Sensing CONTEXT • Why name the problem? • Problems are dynamic and change over time – both as the conditions around us change, and as our understanding of the issues change • Having a shared analysis of the problem helps focus our efforts • Clearly articulated, compelling problems can be motivating and inspire people to collective action Problem analysis

  10. Problem Statement Examples A persistent lack of innovative, quality education in low-income communities threatens our collective future. Despite individual or familial exceptions, communities of color remain locked out of economic, political, and social power. Schools are part of a racist and classist system that perpetuates inequity.

  11. Theory of Change as Strategic Framework Sensing CONTEXT EXERCISE: DRAFT PROBLEM STATEMENTS Problem statement defined: A concise and compelling description of the conditions we aim to change. Problem analysis

  12. Because all organizing is science fiction, we are dreaming new worlds every time we think about the changes we want to make in the world. - WalidahImarisha, co-editor of Octavia’s Brood: Science Fiction Stories from Social Justice Movements

  13. Theory of Change as Strategic Framework • Intended Impact Statements • Answer the question, “We will know we are successful when…” • Respond directly to the problem we aim to address, as we have articulated it. • Represent our organizational commitment to a specific set of positive changes we aim to realize in the community, field, or movement. Clarity of intended impact Inspiring CHANGE

  14. Examples of Anticipated Changes All members of our community recognize and value their cultural identity and have a strong sense of self worth.   Parents, students, community members and staff are active decision-makers in their school community. Schools are staffed by skilled, experienced, dedicated and diverse educators prepared to support positive identity development and equipped to actively interrupt instances of inequity. School staff and leadership better reflect the backgrounds and experiences of the communities they serve.

  15. Theory of Change as Strategic Framework EXERCISE: DRAFT IMPACT STATEMENTS Impact statement defined: Specific, observable changes that indicate the problem is being resolved. Clarity of intended impact Inspiring CHANGE

  16. Focus of Change and Organizational Strategy In a theory of change process we “backward map” – starting with an analysis of the problem and a commitment to specific impact, and then confirming organizational focus and strategy. Sensing CONTEXT Where will we focus our efforts and resources? Clarifying CORE What distinctive, cross-cutting approaches do we employ?

  17. Strategic people, not strategic plans “Participation is not a choice. We have no choice but to invite people into the process of rethinking, redesigning, restructuring the organization. We ignore people’s need to participate at our own peril. If they’re involved, they will create a future that already has them in it.” Bringing Life to Organizational ChangeJournal for Strategic Performance Measurement, April/May 1998 Margaret Wheatley (left) and Myron Kellner-Rogers

  18. Closing Reflections Given this problem statement and intended impact, how might we need to re-orient our work, structures, people?

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