On This Page:
- Course 2 Overview
- Field Guide #4: Engagement .Setting Up Spaces That Empower
- Essentials: Core Concept Frameworks #4-38 through #4-50
- Key Charts
- Proof of Concept Case Studies #10 through #13
- Visual Guide to Field Guide #4 Sections
- Field Guide #13Section and Chapter Summaries
- Section #16 – Colleagues – Identifying Complementary Strengths Among Peers
- Section #17 – Teams – Compositing Transcultural Teams for Catalyzing Social Action
- Section #18 – Associations – Engaging in Supportive Project Partnerships and Collaborations
- Section #19 – Holistic Projects – Designing and Developing Robust Social Enterprise Projects
- Section #20 – Follow-Through – Measuring Quadruple Bottom Line Impact
- Back Matter
- Image Licensing Notes
* * * * * * *
COURSE 2 OVERVIEW
These are the main issues addressed in Course 1, which includes Field Guide #3: Transformation and Field Guide #4: Engagement.
- Paradigm Systems, Strategic Foresight (Futures), and Paradigm Shifts
- Learning Styles and Cultural Styles, and How They Influence Conflict and Collaboration
- Developing Colleagues, Teams, Projects, and Organizations
Field Guide #3: Transformation – Mapping Out Paradigms, Problems, and Possibilities covers issues of paradigms, learning styles, and cultural perspectives that can either cause conflict or lead to greater creativity, what paradigms shifts are about and why they are necessary, and what practical tools for transformation we can take from strategic foresight/futures studies.
Field Guide #4: Engagement – Setting Up Spaces That Empower covers practical working principles for setting up organizational spaces that empower participants – shareholders and stakeholders – instead of harm them, plus indicators and metrics for “measuring what matters” in the quality of impact from our personal and social transformation endeavors.
* * * * * * *
FIELD GUIDE #4: ENGAGEMENT
SETTING UP SPACES THAT EMPOWER
Compositing Transformational Ventures
and Measuring Their Social Impact
The following elements are integrated into each Field Guide or related companion website pages.
Essentials: Core Concept Frameworks #4-38 through #4-50
- 4-38 Interdisciplinary and Intercultural Teams
- 4-39 Three Compatible Roles: Informational, Relational, Organizational
- 4-40 Quadruple Bottom Line
- 4-41 Applied Systems Thinking for Project Sustainability
- 4-42 Connections/Disconnections: Isolation, Colonization, Collaboration
- 4-43 Enterprise Scale: Colleagues, Team, Project, Organization, Partnership, Association
- 4-44 Diving into Six “S”: Safe Meeting Ground
- 4-45 Diving into Six “S”: Suitable Mission
- 4-46 Diving into Six “S”: Scale Match
- 4-47 Diving into Six “S”: Sensitive Messages
- 4-48 Diving into Six “S”: Survivable Methods
- 4-49 Diving into Six “S”: Sustainable Momentum
- 4-50 Moving from Micro to Macro: Back to the Big Picture
- Planning for Quadruple Bottom Line Impact and Six “S” Success Factors
- Roles (Informational, Relational, Organizational) and Realms (Past, Present, Future)
- Measuring What Matters: Indicators List
Proof of Concept Case Studies #10 through #13
Links go to the related page on the companion website.
- 10 Marvel’s Black Panther and Wakanda
- 11 Captain Planet and the Planeteers
- 12 Band Aid and Live Aid
- 13 Matryoshka Haus, The Transformational Index, and Change Makers Toolkit
* * * * * * *
Visual Guide to Field Guide #4 Sections
- Section #16 – Building up colleagues through identifying complementary strengths among your peers and participants.
- Section #17 – Compositing transcultural (intercultural) teams for catalyzing social action.
- Section #18 – Connecting association networks for supporting project partnerships and collaborations.
- Section #19 – Designing and developing robust, holistic social enterprise projects.
- Section #20 – Measuring follow-through of “quadruple bottom line” impact (community, ecology, economy, spirituality).
* * * * * * *
FIELD GUIDE #4 SECTION AND CHAPTER SUMMARIES
Volume, section, and chapter titles are still tentative for Field Guides #3 and #4.
The following will eventually be replaced by section and chapter summaries, once this volume is closer to publication. Links will go to the related section or chapter resource/visual bibliography page.
* * * * * * *
Section #16 – Colleagues – Identifying Complementary Strengths Among Peers
SECTION #16 SUMMARY.
Chapter 53. What are some key elements involved in personal transformation, and how do they relate to organizational change and/or social transformation?
Chapter 54. What kinds of innate strengths [i.e., learning styles, temperaments, giftings] and/or developed skills are important to forging a team that works together well?
Chapter 55. How do “strength-based” approaches to team building resonate with or differ from your experiences of attempting to work together for social transformation?
Chapter 56. What could look like to composite a team by using the six “I” roles – Innovators, Improvers, Integrators, Implementers, In-betweeners, and Interpolators?
* * *
Section #17 – Teams – Compositing Transcultural Teams for Catalyzing Social Action
SECTION #17 SUMMARY.
Chapter 57. What makes intercultural or transcultural teams different from interdisciplinary teams, and in what kinds of situations might a collaboration across cultures be more effective than just compositing people within one culture who hold different disciplines and skills?
Chapter 58. What indicators should we look for in identifying people who seem to serve as the “social glue” that helps intercultural teams work together well, and where do their abilities come from?
Chapter 59. How do educating peers, mentoring next generations of participants, and resolving cross-cultural conflict play into the picture of effective transcultural teamwork?
Chapter 60. What could a transcultural team look like – what distinctive things should team members do and what should they avoid?
* * *
Section #18 – Associations – Engaging in Supportive Project Partnerships and Collaborations
SECTION #18 SUMMARY.
Chapter 61. What are different formats and scales for partnering, and how would our participation likely differ in each type?
Chapter 62. How do successful (and unsuccessful) teamwork experiences inside our own organization serve as barometers to predict possibilities and problems with any outside partnerships?
Chapter 63. What unique opportunities and problems are likely when engaging in larger collaborative projects?
Chapter 64. What are differences between running a “social experiment” on a group of people versus facilitating social transformation projects with a group, and what makes “cultural authoritarians” versus “cultural libertarians” distinct in how they run projects?
* * *
Section #19 – Holistic Projects – Designing and Developing Robust Social Enterprise Projects
SECTION #19 SUMMARY.
Chapter 65. What are key contours of developing plans for projects with the robust positive impact we hope for?
Chapter 66. What would transformation look like in this particular project – and what would it mean to “measure what matters” for its specific goals?
Chapter 67. How do we handle critiques, conflicts, setbacks, and roadblocks?
Chapter 68. What are common moral, legal, and ethical problems that arise in teams, projects, and partnerships, that we must be aware of and avoid falling into?
* * *
Section #20 – Follow-Through – Measuring Quadruple Bottom Line Impact
SECTION #20 SUMMARY.
Chapter 69. How does our endeavor specifically relate to the quadruple bottom line assumptions, goals, and parameters for benefiting community, ecology, economy, and spirituality?
Chapter 70. If quantitative measurements (for instance, funds spent, number of people served) indicate investment of resources for the opportunity to catalyze social transformation, what are the best quantitative indicators for our project, and how well are we stewarding our investment?
Chapter 71. If qualitative measurements (for instance, change in attitude on sustainability) indicate impact from those opportunities, what are the best qualitative indicators for our project, and how well are we doing in facilitating constructive impact?
Chapter 72. What are our plans for project design, implementation, ongoing evaluation, and periodic revision?
* * *
To be added.
* * * * * * *
IMAGE LICENSING NOTES
Usage of the following images licensed to Brad Sargent.
The following are all (c) Scott Maxwell / Fotolia.
COURSE 2: (Re)Construction ~ #19693549, Gold Guys Home Construction Blueprints Meeting.
Field Guide #3: Transformation ~ #8694399 – Forum Questions.
Field Guide #4: Engagement ~ #5603114 – Green Construction Building Blueprint.
Course 2 Sections
- Section 11 – #5679207 – Biometric Security.
- Section 12 – #992516 – stethoscope.
- Section 13 – #5967116 – Which Key ?
- Section 14 – #402030 – x spot.
- Section 15 – #1320708 – service.
- Section 16 – #9949426 – Teamwork Puzzle.
- Section 17 – #9051761 – Labor Union.
- Section 18 – #5908584 – Full Spectrum Handshake.
- Section 19 – #5913433 – Full Spectrum Legal Meeting.
- Section 20 – #5908747 – Full Spectrum Vote.