NGLC TIER 2 Learning Session #4 - Organizational Change & - - PowerPoint PPT Presentation

NGLC TIER 2 Learning Session #4 - Organizational Change & Sustainability October 10th, 2019

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Agenda - October 10th, 2019 - Session #4

9:00 - Breakfast 1:30 - Radical Imagination 9:30 - Grounding / Community Altar Reflection on What we’ve Learned 2:45 - Giving Feedback & Setting Expectations Reinventing our Organizations 4:30 - Closing 12:30 - Lunch

Learning Community Agreements

• Confidentiality
• Move-up participation
• Intent is different than Impact
• It’s okay to disagree
• Take care of yourself
• Acknowledge positional power & create space for

learning together

• Active listening & ask for clarification
• Generative space, gentle pace.

Creating our Altar - Celebrating Culture

Bring one item for our altar that symbolizes something about yourself, your loved ones, or your community that you want to celebrate.

Tier 2: ORGANIZATIONAL STRENGTHENING ROADMAP

Session #1 - History of a Leader

Session #1 - Understanding Conflict Styles

Conflict Style Definition Fundamental Premise Avoid To side step or ignore the problem, issue, or person This isn't the right time or place to address this issue. Accommodate To yield your own position in favor of the other party’s need in a conflict Working toward a common purpose is more important than any of the peripheral concerns; the trauma of confronting differences may damage fragile relationships. Compete The inverse of accommodation, where you fight your corner and insist on ‘winning’ the conflict. Associates "winning" a conflict with competition. Compromise Both sides yield or give up part of their position in order to resolve the issue. Winning something while losing a little is OK. Collaborate Working together to satisfy both parties; distinct from compromise in that neither side has to give anything up. Teamwork and cooperation help everyone achieve their goals while also maintaining relationships.

Session #1 - Adaptive Leadership

“The process of mobilizing others to tackle difficult challenges.”

Ron Heifetz, The Practice of Adaptive Leadership

Flexible? Repeatable? Creates surplus? Secondary Revenue Stream Primary Revenue Stream Flexible? Repeatable? Creates surplus?

Right Revenue & Right Relationship Session #2

Session #2

How Culture Influences our Relationship to Money: Home Culture Dominant Culture

• Org. Money Culture

Session #2: Development Cycle

CULTIVATE the relationship

ASK for gift THANK & recognize

STEWARD the gift & relationship IDENTIFY prospective

donors

Session #3: Change and Transition

Change Transition

Events Situational Outcome based Relatively quick Experience Psychological Process based Gradual and slow

Page 5

Ending, Losing, Letting go The Neutral Zone The New Beginning

Session #3: Transition Framework

The Center: Individuals and groups that receive and benefit the most from structural privilege. The Margins: Individuals and groups that experience the most structural

• ppression and

marginalization.

Session #3: Margin to Center

Session #3: Margin to Center

Where the power of the institution is (board of directors, managers, etc.); where decisions are made, budgets are decided, people are hired and fired, programs are approved, boundaries are set, etc.; where structures

• f accountability are

designed and implemented.

Positional and formal authority Volunteers Clients Staff with little or no positional authority

Session #4: Reinventing Organizations

MODEL: WHY (CONTEXT) WHAT (BREAKTHROUGHS & PURPOSE): POWER & PRIVILEGE CONSIDERATIONS

Session #4: Radical Imagination

Crunch & Toss: What’s keeping our orgs. stagnant & not responsive to more imaginative thinking? AND / OR Where are there opportunities for us to embrace the work from a radically different place?

Session #4: Setting Expectations & Giving Feedback

Expectation Setting:

• Describe in

behavioral terms

• The more specific,

the better Giving Feedback: ○ Describe the behavior ○ Expectations (met or not met) ○ Impact (negative or positive) ○ Request ( less / more of)

Closing

"Do the best you can until you know better. Then when you know better, do better."

• Maya Angelou

Thank you and Evaluations, please!