Change management Change management is an approach to transitioning individuals, teams, and organizations to a desired future state. In a project management context, change management may refer to a project management process wherein changes to the scope of a project are formally introduced and approved. History 1960s Everett Rogers wrote the book Diffusion of Innovations in 1962. There would be five editions of the book through 2003, during which time the statistical analysis of how people adopt new ideas and technology would be documented over 5000 times. The scientific study of hybrid corn seed adoption led to the commonly known groupings of types of people: Innovators, Early Adopters, Early Majority, Late Majority and Laggards. 1980s McKinsey consultant Julien Phillips first published a change management model in 1982 in the journal Human Resource Management, though it took a decade for his change management peers to catch up with him. 1990s 2000s 2010s
Cerise, réseau d’échange en microfinance Collective Impact See also: “Roundtable on Collective Impact” “Channeling Change: Making Collective Impact Work” “Understanding the Value of Backbone Organizations in Collective Impact” “Embracing Emergence: How Collective Impact Addresses Complexity” “Collective Insights on Collective Impact” The scale and complexity of the U.S. public education system has thwarted attempted reforms for decades. Against these daunting odds, a remarkable exception seems to be emerging in Cincinnati. Why has Strive made progress when so many other efforts have failed? These leaders realized that fixing one point on the educational continuum—such as better after-school programs—wouldn’t make much difference unless all parts of the continuum improved at the same time. Strive didn’t try to create a new educational program or attempt to convince donors to spend more money. Or consider Shape up Somerville, a citywide effort to reduce and prevent childhood obesity in elementary school children in Somerville, Mass. Isolated Impact
Common Cause | The Case for Working with Values and Frames 4 Principles For Creating Change, And 4 Barriers That Make It Harder Many people now are struggling to make change; to drive social or environmental impact whether they are social entrepreneurs or people working from within organizations to make a difference. In this piece, we wanted to focus on thinking about how communities of change makers can thrive. It’s not enough for change making to be the sole remit of a handful of do-gooders or NGOs. By highlighting some of the barriers and core principles that are vital to the success of a world in which everyone is a change maker, we hope to begin to mainstream the art of change making and destroy the social entrepreneur’s monopoly on social change. Barrier 1: Experts As Idols Too often change making is outsourced to experts or social entrepreneurs rather than community members. Barrier 2: Conditions Of Problem Solving Are Overlooked Much of the time, we are quick to jump to tactical problem solving without fully reflecting on whether the conditions for it are put in place. Barrier 4: Learning Is One to One
The GIIN, Getting Started with IRIS IRIS is your free, online catalog for selecting performance metrics. In this guide, we’ll first cover all the basics, like how IRIS works (and how it will help you do your job). Then we’ll get into the more hands-on details, like how to choose metrics for your IRIS-based performance measurement program. Keep in mind, however, that even though selecting metrics is core to developing an impact measurement program, impact measurement doesn’t start and stop there. In this guide, you’ll learn: How IRIS works How to select metrics that matter to you How to avoid common mistakes This guide is designed with special consideration for the needs of fund managers and other investors managing a portfolio of companies. There’s no previous experience or specific expertise required to choose impact performance metrics. Why do you want impact data? Once you answer these questions, selecting your IRIS performance metrics is not difficult. Now, let’s get started! What is IRIS? IRIS is a catalog. The Investor
In Defense of Logic Models Photo by 707d3k Last month, my post Creative Placemaking Has an Outcomes Problem generated a lot of discussion about creative placemaking and grantmaking strategy, much of it really great. If you haven’t had a chance, please check out these thoughtful and substantive responses by—just to name a few—Richard Layman, Niels Strandskov, Seth Beattie, Lance Olson, Andrew Taylor, Diane Ragsdale, Laura Zabel, and most recently, ArtPlace itself. I’m immensely grateful for the seriousness with which these and other readers have taken my critique, and their questions and suggestions for further reading have been tremendously illuminating. Now that the talk has subsided a bit, it’s a good opportunity to clarify and elaborate upon some of the subtler points that I was trying to make in that piece, which definitely left a bit of room for people to read in their own interpretations. It’s clear from some of the responses, however, that not everybody shares my optimism in the utility of logic models.
5 Characteristics of a Change Agent cc licensed ( BY ) flickr photo shared by visualpanic (change agents) – People who act as catalysts for change… In my work through school and organization visits, I have been fascinated to see the correlation between the speed of change and an individual who is “leading” the charge. The schools that have someone (or a group of people) helping to push the boundaries of what can be done in schools seem to move a lot quicker with a larger amount of “buy-in” through the process. As Malcom Gladwell describes in his book, “The Tipping Point“, he states: The success of any kind of social epidemic is heavily dependent on the involvement of people with a particular and rare set of social gifts. Although Gladwell talks about the “Law of the Few” (connectors, mavens, salesman), I do not believe change is solely dependent upon their skills, but also the culture in which they exist. you are in an environment where people do not want to come together. a huge bearing on their success. 1.
Social Value UK, SROI Changement Un article de Wikipédia, l'encyclopédie libre. Le changement désigne le passage d'un état à un autre. L'on parlera, selon la nature, la durée et l'intensité de ce passage, d'évolution, de révolution, de transformation, de métamorphose, de modification, de mutation (ie transformation profonde et durable)... Il s'exerce dans des domaines très divers et à des niveaux très divers. Il faut distinguer le changement endogène dû à des causes internes (par exemple; les révolutions politiques), et le changement exogène dû à des causes externes (par exemple, la révolution du téléphone mobile). Le changement suscite chez les humains les réactions les plus diverses, allant de l'espoir le plus fou (thème de l'Apocalypse) jusqu'à la crainte, voire la phobie[réf. souhaitée]. Les causes théoriques du changement par auteurs[modifier | modifier le code] Nous listerons ici uniquement les auteurs ayant une forte notoriété dont la notion de changement est au centre de leurs œuvres. Remarques:
L'Atelier IdF, portail Au même titre qu'il existe des outils de mesure de la performance financière pour les entreprises classiques, la mise en place d'outils de mesure de la performance sociale peut s'avérer pertinente. L'évaluation de l'impact social des initiatives à finalité sociale semble devenue nécessaire dans un contexte où l'État et les financeurs publics et privés sont de plus en plus en demande de ce type d'indicateur, par le tarissement des fonds publics à destination des organisations d'intérêt général pour les premiers, par la recherche d'un investissement socialement « rentable » pour les seconds. Dans ce contexte, et compte tenu de la disparité des outils internes d'évaluation de la plupart des structures de l'économie sociale et solidaire, sont apparues plusieurs méthodes visant à uniformiser les outils et indicateurs de mesure et à mettre en place des échelles d'évaluation. L'objectif de cette démarche consiste alors à trouver parmi ces méthodes celle qui est la plus adaptée. » www.avise.org
Theory of Change There has been increasing interest around the world in the role that inclusive businesses, which engage and benefit the global poor, can play in the fight against the problems of poverty. However, disappointingly few of these have achieved the scale required to make a significant difference. An analysis of over 400 such firms in Africa showed that a mere 13% of them had begun to scale. This post was first published on PhilanTopic. As philanthropy has gotten more strategic over the last decade, many foundations have begun to lose their appetite for risk and experimentation. In our recent article, “The Re-Emerging Art of Funding Innovation,” we explore the processes and practices used by these “innovation funders” and look at how funding breakthrough innovation differs from more traditional grantmaking approaches. “Systemic challenges can’t be solved by visionary leaders alone.
J-PAL (Abdul Latif Jameel Poverty Action Lab) J-PAL, Laboratoire d'action contre la pauvreté, a été créé en 2003 au département d'économie du MIT (Massachusetts Institute of Technology). Depuis, il s'est développé en réseau mondial de professeurs unis par leur utilisation de l'évaluation aléatoire comme moyen de répondre à des questions critiques pour la lutte contre la pauvreté. La mission de J-PAL est de réduire la pauvreté en faisant en sorte que les politiques soient fondées sur des preuves scientifiques. J-PAL cherche à atteindre cet objectif : en conduisant des évaluations d’impact rigoureuses - Les chercheurs de J-PAL réalisent des évaluations aléatoires pour tester et améliorer l’efficacité de politiques et de programmes visant à réduire la pauvreté.en influant sur les politiques - L’équipe Politiques Publiques de J-PAL procède à des analyses coût/efficacité pour déterminer les meilleures manières d’atteindre un objectif politique.
Theory of Change: A Collaborative Tool? ? Social Edge We all have a whole boatload of different theories of change: change happens when the heart is deeply moved (people feel the injustice of racism) or when law demands it (Lyndon B. Johnson signs the Civil Rights Act in 1964), change happens better when you are seduced into it than when you are threatened into it, or vice versa, there are views that say it takes a hero (Martin Luther King) or that heroes are irrelevant (the tides of history theory) — dozens of opinions and points of view. And then there is The Theory of Change. Let’s not get into the argument as to how change happens unless we have to — this event is about The Theory of Change — and I learned about it via the wonderful Beth Kanter (picture here) and she pointed me to this background info. The Theory of Change is a methodology, designed to create the kind of change social entrepreneurs are interested in. • Identifying long-term goals and the assumptions behind them Heady stuff. • What is your experience? • Liberate you?