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
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Getting From Here to There: Effective Strategies for Community Change
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Copyright 2014 – Scott HutchesonThis 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 SummitLebanon, IN – April 30, 2014
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
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
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider 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 ofNorfork, roping a calf
White River Ferry at Norfork, Arkansas, circa 1900
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider ways to move a collaborations to the next level
•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
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
The Extension Economist Vs. The Rocket Scientist
10
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
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
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
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
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
Co
mp
lexi
tyBoulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
Better understand he nature of collaborationIdentify what stage your collaborations are inConsider 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
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