Getting From Here to There:
Effective Strategy for Community Change
Scott Hutcheson, Ph.D.
Boone County Nonprofit Summit
Lebanon, IN – April 30, 2014
Copyright 2014 – Scott Hutcheson
This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.
• 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
#BooneNPSummit
• 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
The Great and the Near
Great in the White River
Country
by Z. M. Horton
The Baxter Bulletin
Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Dec 31, 1915
S. J. Hutcheson, a well known farmer and stockman of
Norfork, roping a calf
White River Ferry at Norfork, Arkansas, circa 1900
Norfork,
Arkansas
(pop. 550)
Better understand he nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
Boone County
• 7 incorporated cities & town
• 15 unincorporated cities & towns
• 12 townships
• 74 nonprofits
8
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
•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
Hierarchy of Complex Systems
9
The Extension Economist Vs. The Rocket Scientist
10
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
• 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
Hierarchy of Complex Systems
11
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
• 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
Hierarchy of Complex Systems
12
Complexity
Boulding, K. (1956). General systems theory—the skeleton of science. Management Science 2(3): 197-208.
• 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
Hierarchy of Complex Systems
13
Public issues
are complex
Complexity =
Messes
Complex
environment
understand
he
Institutions
emerged to
deal with the
complexity
Better
nature of collaboration
Identify what stage your collaborations are in
Consider ways to move a collaborations to the next level
No single
institution is
“in charge” of
most public
issues
There are lots
of
institutions
• 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
change
Recipe for EFFECTIVE Strategies
The Collaboration Continuum
Trust
Co-Creation
Co-Execution
Turf
Sharing
Resources
Sharing
Information
Mutual
Awareness
Acknowledgment
Exploration
Cooperation
Collaboration
Innovation
TIME
Adapted from Collaboration Continuum from ACT for Youth
What is
Strategic
Doing?
A process that enables civic leaders to
form collaborations quickly, guide them
toward measurable outcomes, and
make adjustments along the way.
We will be answering four
questions:
1. What could we do together?
2. What should we do
together?
3. What will we do together?
4. What’s our 30/30?
What is
Strategic
Doing?
Boone County
How we can break the cycle of generational poverty and transform
Boone County into a vibrant, thriving community where every citizen
is empowered to reach their full potential?
• Arts & Culture
• Community Development
• Education
• Health & Wellness
• Human Services
• Associations
• Youth Development
“Our “best and brightest” leave town and never come back.”
“Remember the good old days when you could make $30/hour at ABC
Manufacturing? Those days are gone forever.”
“We have a skills mismatch. We still have decent-paying manufacturing jobs
but nobody with the right skills for those jobs.”
“Can you believe all the empty storefronts downtown?”
“The bridge on Highway 7 is about to fall down. Someone’s going to get killed!”
“Homelessness! I never thought I would see the day when there were
homeless people in Midville.”
The Conversation in Midville
What could
we do
together?
Exercise One : Reframing the Issue
Issue: Skills Mismatch
Reframing the Conversation in Midville
What could
we do
together?
Exercise Two : Identifying Assets
Identifying Assets in Midville
What could
we do
together?
Exercise Three: Linking & Leveraging
Assets
Linking & Leveraging Assets in Midville
What should
we do
Exercise Four: Finding the “Big Easy”
together?
Finding the “Big Easy” in Midville
What should
Exercise
Five:
Turning
Opportunities
we do
into Outcomes
together?
Strategic Outcomes for Midville
What will
we do
together?
Exercise Six: Pathfinder Projects &
Action Plans
Pathfinder Project & Strategic Action Plan
for Midville
What’s our
30/30?
Following Up & Staying in Touch
Following Up & Staying in Touch in Midville
What Does Success Look Like?
What Does Success Look Like?
Thank You
Scott Hutcheson, Ph.D.
765-479-7704
hutcheson@purdue.edu
www.linkedin.com/in/scotthutcheson/
www.twitter.com/jshutch64
www.facebook.com/scott.hutcheson
Copyright 2014 – Scott Hutcheson
This work is licensed under a Creative Commons Attribution-NonCommercial 2.5 License.