A group of people wait together on a chilly day for the morning bus. No one speaks, but instead each individual has their head buried in their device, fully consumed in the technology at their fingertips. An email, the morning news, a podcast - whatever it may be, their energy and focus is spoken for.
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When we seek change the temptation is looking for 'the key' component of a problem or situation that, if changed, is expected to lead to profound transformation. Too frequently these type of solutions fail not because the change to the component is poor, but that the thinking is not aligned to the system that contributes to the problem in the first place and thus, changing thinking is what's actually the key not the designed solution.
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Earlier this year I was approached to share my thoughts about collective impact as part of Maytree's popular lunch-and-learn program Five Good Ideas which invites subject matter experts to discuss "powerful yet practical ideas on key management issues facing non-profit organizations." I eagerly said yes, but then discovered that this is not an easy task.
Evaluation can be a powerful force for change within organizations. As a result of how we assess our efforts, we pay attention to different areas and invest differently.
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A part of me dreads the day when my children are old enough to have their own smartphones. Teens head down and fully consumed in their apps is typically an image of total disengagement.
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