I’m just coming home from a couple of days in Victoria where Caitlin and I were with colleagues Rebecca Ataya, Annemarie Travers, and Kelly Poirier. We spent two days working on what I can only call “polishing the core” of the Leadership 2020 program that we offer on behalf of the Federation of Community Social Service of BC. We have run this leadership program for 8 years now, putting around 400 people through a nine month intensive program of residential and applied learning. The program has built collaboration, trust, and connection between the Ministry of Children and Family Development, indigenous …
Five links that caught my eye over the holiday. New Power: How it’s Changing the 21st Century and Why you need to Know A book review from Duncan Green, whose work on power, evaluation, and complexity in international development, I much admire. Seems this new book invites a shift in thinking about power from quantity to flows: Old Power works like a currency. It is held by a few. It is closed, inaccessible and leader-driven. It downloads and it captures. New Power operates differently, like a current. It is made by many. It uploads, and it distributes. The goal with …
In the world of non-profits, social change, and philanthropy it seems essential that change agents provide funders with a theory of change. This is nominally a way for funders to see how an organization intends to make change in their work. Often on application forms, funders provide guidance, asking that a grantee provide an articulation of their theory of change and a logic model to show how, step by step, their program will help transform something, address an issue or solve a problem. In my experience, most of the time “theory of change” is really just another word for “strategic …
I’m continuing to refine my understanding of the role and usefulness of principles in evaluation, strategy and complex project design. Last week in Montreal with Bronagh Gallagher, we taught a bit about principles-based evaluation as part of our course on working with complexity. Here are some reflections and an exercise. First off, it’s important to start with the premise that in working in complexity we are not solving problems, but shifting patterns. Patterns are the emergent results of repeated interactions between actors around attractors and within boundaries. To make change in a complex system therefore, we are looking to shift …
All facilitation work happens within containers and those containers are separated from the rest of the world by thresholds. When you enter a meeting, you are removing yourself from the world and entering into a space where specific work is being done. It’s no exaggeration to say that this is almost a ritual experience, especially if the work you are doing involves creating intangible outcomes such as team building, good relations, conflict resolution or community. Good participatory meetings have the characteristics of the Four Fold Practice within them: people are present and hosted with good process. They participate and co-create. …