Category Archives: Change

Upside Down Thinking about Funding and Funders

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

Data and Wisdom

When we look to another for wisdom, it is not data that we seek.

We want more than information; we need more.

We deserve more.

Data sends signals, whether standing on its own before us  or alongside of  its counterparts on a trend line or a scatter diagram.

Data may be objective, though I tend to think not. Data on its own is just data; for it to have meaning requires our engagement of it. How could it be “objective”? Continue reading Data and Wisdom

About Collective Impact: Types of Problems, Degrees of Change, Learning Loops, and Methods of Thinking

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.

Simple problems are those we can fix easily and are sometimes called kaizen (the Japanese word for “continuous improvement”). Solutions to these kinds of problems are akin to tweaking a recipe or adjusting a process to improve quality or reliability of performance. Typically such changes are incremental. Continue reading About Collective Impact: Types of Problems, Degrees of Change, Learning Loops, and Methods of Thinking

Why are we here?

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?

Developing Collective Impact Strategies

This article contains tools and approaches designed to help with the development of Collective Impact strategies. This resource is meant to serve as a guide for you and your colleagues as well as to stir your thinking. Three approaches are addressed: Divergent and Convergent Thinking, Strategy Criteria, and a structured approach to Strategy Formulation.