getting from here to there: effective strategies for community change
Post on 14-Sep-2014
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Slidedeck for Strategic Doing session for 60 nonprofit leaders in Boone County IndianaTRANSCRIPT
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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
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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
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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
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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
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White River Ferry at Norfork, Arkansas, circa 1900
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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)
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Boone County
8
•7 incorporated cities & town•15 unincorporated cities & towns•12 townships•74 nonprofits
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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.
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The Extension Economist Vs. The Rocket Scientist
10
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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.
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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.
![Page 13: Getting From Here to There: Effective Strategies for Community Change](https://reader034.vdocuments.site/reader034/viewer/2022051512/541530148d7f728a6c8b4588/html5/thumbnails/13.jpg)
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.
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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
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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
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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
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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?
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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?
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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
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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.”
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Exercise One : Reframing the Issue
What could we do
together?
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Reframing the Conversation in Midville
Issue: Skills Mismatch
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Exercise Two : Identifying AssetsWhat could
we do together?
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Identifying Assets in Midville
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Exercise Three: Linking & Leveraging Assets
What could we do
together?
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Linking & Leveraging Assets in Midville
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Exercise Four: Finding the “Big Easy”
What should we do
together?
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Finding the “Big Easy” in Midville
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Exercise Five: Turning Opportunities into Outcomes
What should we do
together?
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Strategic Outcomes for Midville
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Exercise Six: Pathfinder Projects & Action Plans
What will we do
together?
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Pathfinder Project & Strategic Action Plan for Midville
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Following Up & Staying in TouchWhat’s our 30/30?
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Following Up & Staying in Touch in Midville
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What Does Success Look Like?
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What Does Success Look Like?
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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.