Three Keys to Building Trust
A Harvard Business Review article describes that to build trust you need to align your interests and motivations with those of the
person you are working with or collaborating with.
A Harvard Business Review article describes that to build trust you need to align your interests and motivations with those of the
person you are working with or collaborating with.
A few years ago, John Ott, author of The Power of Collective Wisdom and the Trap of Collective Folly spoke at a Tamarack Community Change Institute and talked about scallops. Now I have not really thought much about scallops since, given that I really don’t like seafood, but John talked about the ‘scallop principle’.
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Last week two books I had recently ordered arrived: Systems Thinking for Social Change by David Peter Stroh and The Systems Thinking Playbook by Linda Booth Sweeney and Dennis Meadows. For at least the last 20 years of my career, I have been working in the complex space of trying to move, influence and change systems.
With the adoption of the collective impact framework by so many community change practitioners, it seems that many of you are working in this space as well.
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Bill Fulton, CEO of The Civic Canopy in Denver, Colorado recently said ‘the last day of a conference is the first day of a learner’s journey’. These are wise words indeed. How often do you attend a workshop or learning event, become inspired and take lots of notes and then, upon returning to your workplace, you let the noise of immediacy drown out the inspiration of learning.
Tamarack recently co-hosted with The Civic Canopy a three-day Collective Impact workshop in Denver which engaged more than 220 learners and launched them on their learner’s journey. I have been wondering how many of these learners have used the lessons learned.
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There is a lot that we share with our colleagues in Australia. Both Canada and Australia are countries with big spaces between cities, it can take over four hours to travel from Sydney to Perth. It takes a little longer to travel from Halifax to Vancouver. Both countries have British roots although Canada’s seem to have dimmed with the diversity of our population. Both countries, or at least community change leaders, are deeply interested in the intersection between community engagement and collective impact.
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One of the key conditions of collective impact is continuous communications. In Collective Impact 3.0, Mark Cabaj and I reframed this condition to include authentic community engagement. We all know about the importance of continous communications but how well and how often do we practice this condition?
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