Funders should apply to community agencies to fund them.
Can you get your head around that?
I know. Funders won’t do that, but imagine if they did.
What would that look like?
Why would that approach be more impactful and cost-effective than current practice?
Would this upside down version of funding foster more partnerships?
Would there be a transformative power-shift?
I am as certain as you are we will never have a ubiquitous funding system where funders write proposals to community groups hoping to be chosen to invest in their work. But perhaps innovative ideas have more of a chance when we suspend certainty and embrace a wild idea or allow ourselves a bit of time to consider a heretical proposition. Continue reading Upside Down Thinking about Funding and Funders→
Your freedom of choice (or mine) does not trump the human rights of another.
Human rights are fundamentally and legislatively enshrined and set the stage for how we live together. Human rights are hardwired into our collective identity. The very act of challenging the human rights of another human being is, in effect, questioning or challenging who you are as a human being living with other human beings.
In Alberta, legislation has been passed that will no longer allow child-free rental housing in the province. The fact that legislation was in effect forced upon the government by a Court of Queen’s Bench judgement is fodder for another posting. However, the fact that Albertans are debating the legislation is disturbing. Continue reading Freedom of Choice and Human Rights→
Collective Impact is multi-sector approach to large-scale collaboration that is authentically inclusive of citizens in its development and implementation – in particular citizens who have life-experience with the big problems or issues being addressed, such as poverty, climate change, family violence, and so many more.
Collective Impact is not an approach aimed at creating program changes among a few agencies or undertaking collaboration in order to compete with other community initiatives. Rather, it tends to be focused on efforts to leverage talents, existing services, innovations, and resources in order to effect significant changes to policies and systems and where needed, significant programmatic changes. Such changes might occur within governments or government-run institutions, within education and health institutions, within business, or within service providers.
At recent sessions and workshops I held in Vancouver (Community Change Institute) and in Edmonton (Upside Down Thinking) , I shared a perspective on three types of problems identified by Brenda Zimmerman and how they connect to three types of change, three types of learning, and various types of thinking required in addressing each type of problem. My intent is to help our collective thinking about significant problems/issues facing our communities.
Such a simple question, four small words that get at the core of our community change work.
It’s not a question confined to a step in a visioning or planning process. It’s place is within us, no matter where we are going or if we are standing still.
It’s not just a question about purpose or vision. It is also inquiry into who we are and how coming together around something that matters to all of us might change us. After all, change of any size is made by people; the changes they make only occur because of the changes within themselves. Continue reading Why are we here?→
In July and August, I sought out individuals in my personal and professional network to contribute to a major paper I was writing on Collaborative Leadership and Co-Creating Cities of the Future. I sought out participation through Facebook, via a survey which I promoted in emails and through Twitter.
The paper was released last week at Tamarack’s Community Change Institute. It’s not a coincidence that it was titled: Cities of the Future: Co-Creating Tomorrow.
I have to say I was so pleased with the participation and the depth and range of responses. The narrative written by participants was so compelling, at least half of the paper is written in their own words and the remainder is presented in aggregate, through summary commentary. I do admit I might have thrown in my own point of view here and there, but the paper truly is one example of co-creation. Continue reading 35 Voices On Collaborative Leadership and Co-Creating Cities of the Future→
Banff, Alberta. Located in one of the most beautiful areas in Canada. People come from all over the world by the bus loads. There is money being made for sure. Nothing wrong with making money, right?
The hotel industry does alright. I perused hotels there via Expedia and most of the rooms available were $400 to $500 per night. Then there’s all the restaurants and bars, the tourist shops, art galleries, the rafting experiences, horseback riding, and on and on.
Life is good in Banff. Good for business people. Good for visitors who can afford to be there. But what about the workers at the clothing stores, or at the restaurants, or the ones who clean the rooms at the $500 per night hotel? Continue reading Working yet Homeless in Banff, Alberta→
Upside Down Thinking has a relationship with Disruptive Thinking and Disruptive Innovation, but they are not merely different descriptors of the same thing. You can read a previous posting I did a while back on Upside Down Thinking; this posting is about Disruptive Innovation.
Disruptive Innovation has its roots in the private sector. The concept was first articulated by Harvard professor, Clayton Christensen in 1995 who defined it as “an innovation [that] transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complication and high cost are the status quo. Initially, a disruptive innovation is formed in a niche market that may appear unattractive or inconsequential to industry incumbents, but eventually the new product or idea completely redefines the industry.” 
According to Christensen, there are two fundamental aspects of a disruptive innovation. It either provides a low cost alternative aimed at a segment of the market that the dominate players are not focusing on; or it actually creates a brand new market that is also typically a lower cost alternative in the market place