Ten Organizational Design Models to align structure and operations to busines...
Getting From Here to There: Effective Strategies for Community Change
1. Copyright 2014 – Scott Hutcheson
This 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 Summit
Lebanon, IN – April 30, 2014
2. 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
3. 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
4. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider 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 of
Norfork, roping a calf
7. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Norfork,
Arkansas
(pop. 550)
9. 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
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
11. 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
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
12. 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
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
13. 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
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
14. Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider 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
15. 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
18. 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?
19.
20. 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?
21. 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
22. 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.”
23. Exercise One : Reframing the Issue
What could
we do
together?