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
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
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?
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.
reprinted by request
As a consultant, executive staff member, board director, and teacher, I have had the opportunity to engage in a lot of strategic planning. I think about it, research it, and look for ideas to make it work better than how it tends to work.
It has always bothered me to know that more often than not strategic planning efforts go awry. In another article I wrote on this topic, I stated the biggest reason why strategic plans fail is that people don’t do them. While there is truth in that, the story doesn’t end there of course. It’s why people and organizations fail to do successful strategic planning that deserves some attention.
The difference between Strategy and Plan
Let’s start with what I suggest are some fundamental misconceptions about strategic planning. The biggest misconception is that strategy and planning are one in the same. How often, for example, do you hear people equate strategic planning with a “blueprint” or a “roadmap?” While those words are good metaphors for the word, “plan,” they fail substantially in capturing the meaning of “strategic” or “strategy.” Continue reading Why Strategic Planning Goes Wrong