uc berkeley school of public healthchl.berkeley.edu/images/stories/conference/doyle and van...

Paul T. Doyle & Associates, LLC 616-889-0838 ptd@PaulTDoyle.com

PAUL T. DOYLE & ASSOCIATES, LLC

Center for Health Leadership

Annual Conference

“Collaboration Matters”

UC Berkeley School of Public Health

PAUL T. DOYLE & ASSOCIATES, LLC

“Grass Roots to Grass Tops

Intentional Relationship Building for

Health Care Systems”

Paul Doyle, Paul T. Doyle & Associates, LLC

Traci Van, Sutter Health

community engagement

objectives

• Apply techniques of Intentional Relationship Building® with diverse

organizational and community stakeholders to develop and sustain

collaborative relationships.

• Learn and apply the techniques of Appreciative Inquiry (AI)

• Understand the “Rules of Engagement” of intentional relationship

building.

• Utilize the Community Engagement Worksheet® to plan the initial

approach for intentional relationship building

Click to edit Master subtitle style

“The process of working collaboratively with

and through groups of people affiliated by

geographic proximity, special interest, or

similar situations to address issues affecting

the well-being of those people.

Fawcett et al., 1995,

Centers for Disease Control (CDC)

« Principles of Community Engagement »

Community Engagement:

Creating ripples of change through

• Respect

• Influence

• Knowledge

• Trust

Community Engagement

Initiating a momentum shift in community through collaboration.

“Nothing is as fast

as the speed of

trust”

Stephen M. R. Covey

Intentional Relationships Building

Proactively developing strength based relationships with

individuals, groups or organizations that would not

otherwise be pursued due to lack of awareness, trust or

capacity to see the potential value. (Doyle)

Intentional Relationship Building: “Value Proposition”

• Solid alliances across diverse community groups

• Positive community perception

• Increased grant funding opportunities

• Recognized as the provider and partner of choice

• Enhanced recruitment and retention

• Cost efficient use of time and resources

Intentional Relationship Building

Identify the appropriate “Gatekeepers” who holds a specific

community’s trust and can facilitate access.

It will influence the effectiveness of your efforts.

Don’t discount the value of nurturing

the internal relationships

(employees) to enhance the external

relationships (community).

Make sure all people feel valued.

The “Internal Community”

• Churches

• Neighborhood Associations

• Faith Based Organizations

• Education Institutions

• Advocacy Groups

Potential Collaborators:

Utilizing Appreciative Inquiry™

Embrace and understand

an individual or

organization by focusing

on their strengths, not their

weaknesses.

Appreciative Inquiry | A Positive Revolution in Change

• The art and practice of asking unconditionally positive questions that

strengthen a system‟s capacity to apprehend, anticipate, and

heighten positive potential

• Assumes that every organization or community has untapped

potential within their “positive core”

• Links the knowledge and energy of this core directly to an

organization or community‟s change agenda

Cooperrider

Appreciative Inquiry |

• Examples

• Solidify relationships based on the consistency of your

results, not just high profile activity

• Respect the ability community provides in resolving their own

issues, from “grassroots to grass tops”

Resolve “issues” with results

Recognize the “Rules of Engagement”

The rules that can either limit

or enhance the effectiveness

of your intentional relationship

building efforts.

Present yourself ready to listen

and learn from their ideas before

you present yours.

Rules of Engagement

Establish a Learning Posture

Rules of Engagement

Develop Platforms of Trust

Develop or utilize community venues, forums or events where an

environment for open dialogue is encouraged and everyone„s voice

is respected.

Community trust is like a savings account.

Micro deposits accumulate interest over a

period time.

But small withdrawals can deplete decades of

valuable investment.

Rules of Engagement - Platforms of Trust

The Trust Account

• Remember you are called to be a partner not a doormat…

or a dictator!

• Always value diverse perspectives

• But …maintain self respect for yourself

• And remember why you are at the table

Rules of Engagement:

Maintain the Proper Posture

Be transparent about your

objectives up front, but make

sure they are grounded in your

organization‟s Mission and

Vision.

No hidden agendas!

Rules of Engagement

Present your “Genuine Intentions”

The spoken or unspoken

agreement between parties

in regard to purpose that

establishes a base from

which to work

Rules of Engagement

Establish Common Ground

When painting the picture

...share the brush!

Give the community an opportunity to

contribute from the start.

People can deal with almost any how, if

they have a why.

from “Man’s Search for Meaning” by Viktor Frankl

Rules of Engagement

Create “buy-in” through inclusion

• Invest to build their capacity

• Always leave something that provides residual value

• Do not deplete the communities trust and resiliency to

participate in future efforts or activities by not delivering

results

Rules of Engagement

No “Strip Mining”

Rules of Engagement

Maintain the spirit of collaboration

Give and take…and build the

bridge as you walk on it together

If your relationship is always comfortable

…then it’s not growing!

Rules of Engagement

Putting it Together Case Studies Practice

What is the desired end result?

What is the value proposition?

1. For you/your organization?

2. For the stakeholders?

3. For the community at large?

Who are the key influential stakeholders?

Groups or individuals?

(eg: neighborhood associations, faith

community, chambers

Why are they important?

(eg: well connected, influential)

What is the current state of the relationship?

(eg: trusting, engaged, distant)

What are the driving issues? (perceived reputation, community connections)

What are the limiting factors? (level of organizational diversity, lack of desire to commit, financial)

What is the best engagement approach for the stakeholders? (forums, breakfast meetings, round table discussions)

Itemize the appropriate Rules of Engagement

Community

Engagement

Worksheet

Group Exercise

It takes progressive

improvement…

not postponed perfection!

Contact Info

Traci Van, Community Benefit Director

Sutter Health

415-600- 6793

vant@Sutterhealth.org

Paul Doyle, Principal

Paul T. Doyle & Associates, LLC

616-889-0838

ptd@paultdoyle.com

uc berkeley school of public healthchl.berkeley.edu/images/stories/conference/doyle and van...

Documents

best lab uc berkeley – the best lab at uc berkeley

navigating uc berkeley

uc berkeley sustainability

uc berkeley ppt

uc berkeley idp_brochure

uc berkeley nanolab summer internship...

phi public health for the internet joe hellerstein intel...

matei zaharia uc berkeley parallel programming with spark...

mets at uc berkeley

geoffrey bower, uc berkeley

matei zaharia uc berkeley introduction to spark internals...

uc police department, berkeley campus map · uc police...

sarah anzia goldman school of public policy, uc...

uc berkeley ee review

the emergence of the public - uc berkeley school of

uc berkeley brand stewardship claire holmes avc,...

college informational evening 2019 › uploaded › photos...

richard a muller uc berkeley. richard a muller uc berkeley

berkeley data analytics stack (bdas) overview ion stoica uc...

uc berkeley€¦ · uc berkeley uc berkeley electronic...