Large Scale Change For Non-Profits
A Playbook For Social Sector Capacity Building
1st Edition
Published on 4. January 2015
179 pages
978-1-68123-043-6 (ISBN)
Description
The impetus to purchase this book is to provide social profit leaders, change agents, and new organization development (OD) practitioners who need a simple "e;Monday-ready"e; tool kit so they can help their social profit organization build capacity. A complete large scale change approach is offered.This practitioner's playbook contains tactics and tools that can be experimented with by the social profit improvement team. A playbook allows the team to create, explore, and master without fear while learning. What is contained in this playbook has been tested across many for-profit and non- (social) profit organizations. It is designed to be a bridge for OD theories that have informed the work to field ready tools for large scale change. This book provides both explicit and tacit knowledge. The contents in this book have been tested in social profit projects.
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Gina Hinrichs | Cheryl Richardson
Large Scale Change For Non-Profits
A Playbook For Social Sector Capacity Building
Book
04/2015
Information Age Publishing
€62.40
Shipment within 3-4 weeks
Content
- Cover
- Large Scale Change for Non-Profits: A Playbook for Social Sector Capacity Building
- Contemporary Trends in Organization Development and Change
- Large Scale Change for Non-Profits: A Playbook for Social Sector Capacity Building
- Copyright Page
- Contents
- Preface
- ACKNOWLEDGEMENTS
- POST-SCRIPT
- CONTRIBUTORS:
- I. STRENGTH-FOCUSED CYCLES OF CAPACITY BUILDING
- Introduction
- THE CONTEXT: SOCIAL PROFIT ORGANIZATIONS
- THE WHAT
- THE HOW
- PLAYBOOK APPROACH
- How This Playbook Helps
- Applying the Playbook
- This playbook is not meant to be read in a linear fashion
- Part I: Strength-focused Cycles of Capacity Building
- CYCLES OF CAPACITY BUILDING
- Nested Systems Perspective
- THE LEVERS OF CHANGE
- Structure
- Systems
- Culture
- THE CYCLES IN A 6-I PROCESS-AS AN ACTION RESEARCH PROCESS
- Initiate
- Inquire
- Imagine
- Invent
- Implement
- Improve
- Connection to Strategic Planning
- IACAA CASE STORY CONTEXT
- NOTES
- II. CYCLES OF CAPACITY BUILDING
- Phase 1: Visioning the Future
- Hub Section 0. Initiate-Gaining Strategic Focus and Clarity
- Section 1. Inquire-Best of the past-Best of the future
- Section 2. Imagine I-Visioning the Change
- SOARING TO STRATEGIC VISIONING
- SOAR as a Series of Strategic Conversations
- Strengths: What Can We Build Upon?
- Opportunities: What Are Our Stakeholders Asking For?
- Aspirations: What Do We Care Deeply About?
- Results: How Do We Know We Are Succeeding?
- SKILL: SHIFTING TO A NEW STYLE OF LEADERSHIP
- Transformational Leadership
- Servant Leadership
- Strength-focused Leadership
- LARGE GROUP EVENT APPROACH
- Cost v. Benefit
- ILLINOIS ASSOCIATION OF COMMUNITY ACTION AGENCIES (IACCA) STORY: SOARING TO SUMMIT
- Phase I Section 2: Inquire
- APPRECIATIVE INQUIRY (AI) AS ACTION RESEARCH
- Developing the Inquiry
- Gathering the Information
- Analysis of the Information
- TRULY LISTENING
- Being Listened To
- DATA MINING: CAPTURING BEST STORIES, QUOTES, CATEGORIES, AND THEMES
- THEORY: BEST PRACTICE-LEARNING FROM OTHERS
- External Inquiry into Best Practice
- IACAA INQUIRY & DATA GATHERING
- Prelude
- Questions
- PHASE I SECTION 3-IMAGINE THE CHANGE
- Creativity Challenge
- IMAGINING CHALLENGES TO THE VISION: SCENARIO DEVELOPMENT
- A CASE STORY-IMAGINE I-GET CREATIVE
- NOTES
- Phase 2: Designing the Future
- Section 3. Imagine II-Get Real
- Section 4. Invent-Designing for Change
- FOCUSING THE VISION
- Prioritizing
- SECTION 3: GETTING REAL-BECOMING A BETTER INNOVATOR
- IACAA CASE STORY-GETTING REAL WITH POSSIBILITY STATEMENTS
- STAFF DEVELOPMENT AND ATTITUDE
- Phase 2. Section 4
- INVENT: WALK THE DIAMOND AS ORGANIZATION DESIGN
- First Base: Process Management 101
- WTD-NEW PROGRAM DEVELOPMENT PROCESS OUTCOME EXAMPLE
- Process Name: New Program Development
- IACAA INVENT STORY
- NOTES
- Phase 3: Actualizing the Future
- Section 5. Implement
- Section 6. Improve continuously
- Section 5: Implement
- PROJECT MANAGEMENT LEADERSHIP IN SOCIAL PROFIT ORGANIZATIONS
- Projects
- Project Management 101
- Project Leadership 201
- INTERACTIVE PROCESS: ACTION RESEARCH
- Technology and Process for Interactive Action Research
- IAR Process Steps
- STORY: IACAA'S IMPLEMENTATION
- SECTION 6: IMPROVE CONTINUOUSLY-CYCLE OF LEARNING AND DOING
- CONTINUOUS IMPROVEMENT SKILL: TEAM DEVELOPMENT
- IMPROVE SKILL: DESIGNING CONVERSATION-5CS
- INDIVIDUAL IMPROVEMENT APPROACH: EXECUTIVE COACHING
- IMPROVE STORY: NOT THE LAST CHAPTER
- NOTES
- III. RESOURCES
- Resources
- RESOURCES
- Foundational Theories
- Resources
- FOUNDATIONAL THEORIES AND SKILLS
- Appreciative Inquiry2
- Appreciative Inquiry Definition Deconstructed3
- Whole-Systems Thinking
- Learning Community-Whole Systems Thinking Skill
- Scenario Planning as a Part of Strategic Planning
- Fundamental Skill-Change Agent Role
- 5 C'S OF CONVERSATION DESIGN
- Clarity
- Connection
- Candor
- Co-create
- Commitment
- GLOSSARY
- Non-alphabetical-in order of appearance
- COMMUNITY ACTION NETWORK EMPOWERMENT SUMMIT WORKBOOK4
- FRAMEWORK FOR OUR EMPOWERMENT SUMMIT
- WORKING AGREEMENTS
- Summit Staff
- Participants
- Working Agreements
- Conversation: Dialogue, Discussion and Debrief
- SELF-MANAGEMENT ROLES
- APPRECIATIVE INQUIRY: AN APPROACH FOR FASTER AND DEEPER CHANGE
- Appreciative Inquiry
- Step By Step Approach
- References
- Sources
- DISCOVE R BREAKOUT: STRENGTH-FOCUSED INTERVIEW
- Interview Questions
- Tell me the story.
- PRINCIPLES TO PRESERVE
- PRINCIPLES TO PRESERVE-WHEN WE ARE AT OUR BEST
- OUR COMMON PAST
- Personal: What You Did (Why was it important?)
- Global Events: What Happened? (Why was it Important?)
- Community Action Network Events: What Happened? (Why was it Important?)
- DISCOVERY: FOCUS ON THE PRESENT-MIND MAP
- DREAM-FOCUS ON THE FUTURE WORLD CAFÉ
- Example of a Possibility Statement-The WHAT and the HOW-Strategic Priority: Communication
- The What
- The How
- DREAM-FOCUS ON THE FUTURE
- Ideal Future Scenario
- DESIGN DELIVER
- Walk the Diamond
- DESIGN: WALK THE DIAMOND
- DELIVER-PROJECT NEXT STEPS
- BREAKOUT: DELIVERY-CREATE THE FUTURE
- Short-term action (next 4 weeks)
- Mid-term action (next 4 months)
- Long-term action (next 4-18 months)
- PERSONAL ACTION PLANNING
- Short-term actions (next 4 weeks)
- Mid-term actions (next 4 months)
- Long-term actions (next 4-18 months)
- COMMUNICATIONS PLANNING
- REFLECTION AND VALUATION
- CREATIVE EXERCISES-NINE DOTS
- PATTERN AND PARADIGMS
- BLACK DOT
- BIZARRE MOUNTAIN
- FROM THE FUTURE
- NOTES
- Bibliography
- About the Authors
