Shelter
Creating Sustainable Community
Knowledge
Quality of Life
Contribution
Income
Participation
Friendship
Remuneration
Cooperation
Harmony
Abundance
Fun
Growth
Creativity
Inspiration
Meaning
Enthusiasm
Leadership
Purpose
Confidence
Trust
Challenges
Responsibility
Satisfaction
Power
Ethics
Saturday, 17 March 2012
WHAT IS COMMUNITY?
1. Local groupings based on geographical proximity and personal contact. 2. Community of interests or characteristics such as in an academic, business, religious or political community, web based communities or membership of an ethnic, social, physically or psychologically identifiable group ( e.g. people in wheel chairs ). 3. Quality of relationships A. Sharing the creative process of discovering, developing and communicating a common vision, common goals, common values and common strategies for decision making and conflict resolution. B. Sharing identities; feelings, experience, knowledge and wisdom. C. Participation in the determining process of community decision making, conflict resolution, implementation of the decisions and community service. D. Shared celebration, dancing and singing. E. Shared moral and emotional values. Saturday, 17 March 2012
CREATING & SUSTAINING AN ORGANISATION: GROUP, COMMUNITY OR BUSINESS
THE THREE LEGS TO STAND ON VISION VALUES TOOLS Saturday, 17 March 2012
for Organisation & Communication
1.VISION/GOALS/MISSION STATEMENT 2. VALUES A. AS REGARDS MEMBERS B. AS REGARDS OTHERS C. AS REGARDS THE ENVIRONMENT
3. TOOLS
FOR: COMMUNICATION PLANNING ORGANISING NEGOTIATION, DEVELOPMENT DECISION MAKING, PROBLEM SOLVING CONFLICT RESOLUTION & CELEBRATION Saturday, 17 March 2012
Maxie's Supper Club and Oyster Bar Mission Statement
To sell delicious and remarkable food and drinks. To keep our concept fresh, exciting and at the cutting edge of the industry. To consistently provide our customers with impeccable service by demonstrating warmth, graciousness, efficiency, knowledge, professionalism and integrity in our work. To create and maintain a restaurant that is comprehensive and exceptional in its attention to every detail of operation. To provide all who work with us a friendly, cooperative and rewarding environment which encourages long- term, satisfying, growth employment. To be a giving member of the Ithaca community and to use our restaurant to improve the quality of life in the Finger Lakes region.
Saturday, 17 March 2012
THE VISION/GOAL
Apple’s Business Goals & Values 1987
Saturday, 17 March 2012
The Vision.
HÄLLMARKEN COMMUNITY
The vision is to create a community of people living on the land in a sustainable manner adopting the principles and philosophy of Permaculture. These principles will guide the kind of land management and building that is chosen. It is envisioned that community members are actively interested in the following elements of community life: The Spiritual: Celebration and rituals for births, birthdays, marriages, holy days, full moons etc. Personal Development.: Regular spiritual practise. The Social: An active interest in communication and the welfare of all members. Democracy. Good communication with other intentional communities and the local community. Dancing and singing. Creative activity. The Economic: Taking responsibility for the sound and sustainable economy of the community. The Ecological: Awareness of the impact on the local and global environment of all activities. Particularly in relation to the use of energy, materials and chemicals. Development: The creation of temporary and permanent housing and agricultural or business buildings. The creation of a land management plan that gives the maximum enjoyment for members wishing to use the land for: growing plants for food, clothing, tools, buildings and medicine, keeping animals, building, recreation and celebration The creation of businesses such as farm shop, pottery, handicrafts, ecotourism, training and education. The Values. The community is adopting a set of ethical and moral values in regard to the individual members, in regard to the environment and in regard to the world and global issues such as human rights. The Communication Tools. The community is adopting a set of communication tools to bring harmony, efficiency and democracy to meetings, decision making and conflict resolution. The community presently uses personal sharing and the listening circle with talking stick as the default method.
Saturday, 17 March 2012
Findhorn. The Common Ground.
1. Spiritual Practice - I commit myself to active spiritual practice and to align with spirit to work for the greatest good. 2. Service - I commit myself to the service of others and to our planet, recognising that I must also serve myself in order to practise this effectively. 3. Personal Growth - I commit myself to the expansion of human consciousness, including my own, and I recognise and change any of my personal attitudes or behaviour patterns which do not serve this aim. I take full responsibility for the spiritual, environmental and human effects of all my activities. 4. Personal Integrity - I commit to maintain high standards of personal integrity, embodying congruence of thought, word and action. 5. Respecting Others - I commit wholeheartedly to respect other people (their differences, their views, their origins, backgrounds and issues), other people’s and the community’s property, and all forms of life, holding these all to be sacred and aspects of the divine. 6. Direct Communication - I commit to using clear and honest communication with open-listening, heart-felt responses, loving acceptance and straightforwardness. In public and in private I will not speak in a way that maligns or demeans others. I will talk to people rather than about them. I may seek helpful advice, but will not seek to collude. 7. Reflection - I recognise that anything I see outside myself—any criticisms, irritations or appreciations—may also be reflections of what is inside me. I commit to looking at these within myself before reflecting them to others. 8. Responsibility - I take responsibility for my actions and for my mistakes. I am willing to listen to constructive criticism and to offer constructive feed-back to others in a caring and appropriate fashion, to challenge and support each other to grow . 9. Non-violence - I agree not to inflict my attitudes or desires (including sexual) on others. I agree to step in and stop, or at least say that I would like stopped, actions (including manipulation or intimidation) that I feel may be abusive to myself or others in the community. 10. Perspective - I take responsibility to work through and put aside my personal issues for the benefit of the whole community. I will resolve all personal and business conflicts as soon as possible. I acknowledge that there may be wider perspectives than my own and deeper issues than those that may immediately concern me. 11. Co-operation - I recognise that I live in a spiritual community and that it functions only through my co-operation and my good communication. I agree to communicate clearly my decisions. I agree to communicate with others who may be affected by my actions and decisions and to consider their views carefully and respectfully. I recognise that others may make decisions which affect me and I agree to respect the care, integrity and wisdom that they have put into their decision-making process. 12. Resolution - I commit to make every effort to resolve disputes. At any time in a dispute I may call for an advocate, friend, independent observer or mediator to be present. In the event of a dispute continuing unresolved, I will have access to a Grievance Procedure. I commit to following this procedure [to be decided by the community]. 13. Agreements - I commit to keeping agreements I have made and not to break or try to evade any laws, rules, or guidelines; to have honest dealings with all bodies and to pay all charges and dues owing. 14. Commitment - I commit to exercising the spirit of this statement of Common Ground in all my dealings.
Saturday, 17 March 2012
ENVIRONMENTAL VALUES B. In respect to the environment. Ekologi och Miljö Som förening vill vi bo och leva på ett så miljömedvetet och ekologiskt hållbart sätt som möjligt. Det är viktigt att alla medlemmar i föreningen stödjer gemensamma initativ för att nå detta mål. Miljöpolicy: Ombyggnaden av Graningeskolan och omvandlingsprocessen från skola till bostäder kommer att ske med så miljövänliga tekniker och material som det idag är möjligt. Detta innebär i praktiken att: ★vi river och sorterar byggavfallet som deponeras på återvinningsstationen ★uppbyggande av väggar, golv, grund och tak sker med naturmaterial ★byggnaderna kommer isoleras maximalt ★nya vatten- och avloppsstammar läggs med största miljöhänsyn ★gammal el saneras och dras om – ny el läggs i banor så överdriven elektromagnetism undviks ★badrum kaklas – inga plasttapeter ★golv i våtutrymmen kaklas – inga plastmattor ★nyinläggning av golv med trä, sten eller klinker ★bef. golv slipas och behandlas med miljömärkta produkter ★tapeter som väljs kommer vara papper och utan pvc-lim ★färg för inomhus- och utomhus målning är helt ekologiska inga alkyd, akryl- eller pvc-färger. ★solceller planeras för framtiden på vissa tak
Saturday, 17 March 2012
ENVIRONMENTAL VALUES Att leva våra liv så miljömedvetet som möjligt innebär i praktiken att vi i våra dagliga liv använder:
★miljömärkta tvätt-, disk- och rengöringsmedel ★miljömärkta hygienartiklar ★gemensam sops- och källsorteringsstation ★ kompostering av hushållsavfall alt. används till hönsfoder föreningen bygger ny jordkällare på området för råvaruförvaring
★ekologisk mathållning och medvetet användande av kemiska tillsatser i ★inköp sker kooperativt och i större energisparande mängder miljömärkt el
★fjärrvärme från lokalt fjärrvärmeverk ★ved från egen skog ★våra bilar kör vi på etanolgas eller annat miljövänligt bränsle ★lite parfym pga. Allergirisk
Saturday, 17 March 2012
maten.
Silent Brainstorming
Discovering Your Group's Vision Materials: Yellow Stickies OR Index Cards and tape Pens - dark markers work best Steps: Pass out enough yellow stickies or index cards so everyone has several. Place extras in a pile in the centre of the group. Tell everyone to write an answer to the questions on the card or yellow sticky. Write one answer per card. Writing BIG so people can see. Use as few words as possible. This works best if it is done without talking. Give everybody 5 minutes to write down answers. At the end of the period have everyone place their stickies on a blank wall. Have people rearrange their stickies into groups which are similar. After a while this will settle down with the stickies in clumps. The facilitator then summarises the groups, giving each group a name they either write it on another sticky or use one that someone created. Vision Questions you might want to ask include: What do we want to achieve?' How do we want to achieve it? Who will be involved? This exercise allows you to collect many ideas and ideals in a short period and also gives a good sense of how many people are interested in the same idea, which is an advantage of using this process over brainstorming.
Saturday, 17 March 2012
Materials: Yellow Stickies OR Index Cards and tape Pens - dark markers work best
Silent Brainstorming
Discovering Your Group's Values.
Steps: Pass out enough yellow stickies or index cards so everyone has several. Place extras in a pile in the centre of the group. Tell everyone to write an answer to the questions on the card or yellow sticky. Write one answer per card. Writing BIG so people can see. Use as few words as possible. This works best if it is done without talking. Give everybody 5 minutes to write down answers. At the end of the period have everyone place their stickies on a blank wall. Have people rearrange their stickies into groups which are similar. After a while this will settle down with the stickies in clumps. The facilitator then summarises the groups, giving each group a name they either write it on another sticky or use one that someone created. The facilitator then summarises the groups, giving each group a name they either write it on another sticky or use one that someone created. Values Questions you might want to ask include: What values or beliefs do you think the group have in common?' What is the one thing, you think everyone in the community needs to believe? What moral or ethical code would you like to adopt in order to ensure that everyone is heard, treated fairly, protected from violence by word or action, encouraged to be cooperative and active in the group, to be honest and open, to act respectfully? 'What are the 3 most important values to share with the people you live with? This exercise allows you to collect many ideas and ideals in a short period and also gives a good sense of how many people are interested in the same idea, which is an advantage of using this process over brainstorming.
Saturday, 17 March 2012
• • • • • • • • • • • • • • • • • • • • • • • • • •
What Is your vision of a community? Value System. Time Scale. What are your personal needs? How big is the group? What does the place look like and what does it contain and have around it? Where? How do we live? What do we do? Housing? Sharing/Joy./Creativity. Spiritual/Social/Religious/Political? What sort of integration with the local (outside) community would you like? How will you support yourself in the community? What sort of organisation would you like? How will we take decisions? What is democracy for you? What other communities inspire you? What is your wish for a shared economy? What legal form would you like the community to have? Are you interested in investing in the property? Are you interested in taking a loan to help finance the community? What does daily life look like? What skills do you have to offer or that you would like to develop in the community? Do you want to be involved in building up the organisation and vision? Can you offer practical help at this early stage in collating information and building a web site? WRITE YOUR VISION AND SEND A COPY TO EACH MEMBER OF THE GROUP!
Saturday, 17 March 2012
Ideas & Dreams
SEVEN STAGES FOR ESTABLISHING A SUCCESSFUL COMMUNITY
Findhorn recommends these stages. 1. Formulate your goals, visions and values. Write them down. 2. Choose tools for: Communication Planning Decision Making Conflict Resolution Rules for membership Meetings Documentation
Saturday, 17 March 2012
Six Ingredients for Forming Communities
(That Help Reduce Conflict Down the Road) by Diana Leafe Christian
• 1. Fair, Participatory Decision Making • 2. Vision and Vision Statement: "What We Are About" • 3. Know What You Need to Know • 4. Clear Agreements, in Writing • 5. Good Communication Skills
Saturday, 17 March 2012
3. TOOLS
FOR COMMUNICATION, PLANNING, DECISION MAKING, NEGOTIATION, ORGANISING, PROBLEM SOLVING , CONFLICT RESOLUTION Autocracy Democracy Board Meetings, Discussion & Voting Sociocrati Concensus Listening Circle The Energy Circle Appreciative Enquiry Brainstorming Non Violent Communication Stepladder Technique Starbursting Six Thinking Hats Sharing Circle Ceremonies
Saturday, 17 March 2012
Autocracy I’M THE BOSS Democracy 51% of the vote 70% of the vote Consensus
Saturday, 17 March 2012
THE LISTENING CIRCLE The Listening Circle unlike the Sharing Circle can be used for many of the group’s purposes such as conflict resolution, brainstorming, planning, decision making etc.. The main difference is that personal issues and emotions are not dealt with here but rather the concerns of the group. Numbers. Between 5-12 is a good number. If the session is one hour then everyone will get 5-10 minutes each. Everyone may speak in turn for a length of time decided by the group at the start. With preparation the speaking time can be as short as one minute each giving many rounds. The speaker may not be interrupted. Give attention with openess and acceptance to the speaker. Feedback. Anyone wanting feedback can ask for it during their talk time. A timekeeper, appointed at the start is needed to mark when the chosen time is up. Confidentiality. If the group wish for it. It might be appropriate in conflict resolution but not with planning, for example.
Saturday, 17 March 2012
THE ENERGY CIRCLE Appoint someone to hold the energy of the circle, a facilitator. Make sure everyone has a few pieces of paper about post card size and a pen. They should also have 10 small stones or pebbles. Everyone can write one two or three suggestions for discussion topics on separate cards. With ten stones, each person votes for the topics they consider of highest priority in the order of four for first priority, three for second, two for the third and one stone for the fourth. It is then clear from looking at the piles of stones where the energy lies. The topic of most energy is discussed first by deciding on how much time each person can speak for ( if not unlimited ) and a time keeper can be appointed. The time keeper can beat a drum or strike a bell at the end of each period. Everyone gets to speak, in turn without interruption of any kind. A talking stick can be used if wanted. Go round the circle, as many times as is necessary for everyone who wants to be heard to have spoken. There are three levels of attention, depending on what is going on; Relaxed/informal. Formal (sitting straight etc.) and, Formal and very alert, to be used according to what is needed. When a topic has been discussed so that there appears to be agreement on a course of action or resolution has arisen or there is nothing more to be said or everyone agrees to move on to another topic then the next topic can be taken up. The leader for that session guides the energy and calls for votes and decisions about moving on to new topics etc. The leader NEVER takes decisions but always asks for a show of hands on everything. Matters of administration can be decided by a majority of hands. E.g. who wants to take a tea and toilet break now for ten minutes? More than 50% of hands carries it. Decisions on chosen topics must be unanimous and full consensus without any argument or paramount objection. If, at any time, someone wants to call for a decision, then, when it is their turn, they can call for a vote on their suggested action. If the show of hands is unanimous, or the abstainers are not concerned about the topic, then it is passed. If anyone votes against it then the topic is dropped for that session without further discussion.
Saturday, 17 March 2012
NON VIOLENT COMMUNICATION Four Elements
Giraffe Language
Facts.
Differentiating observation from evaluation. “ When you did not reply to my greeting for the third time this week.” NOT : “ Why are you so rude? ”
Feelings.
Differentiating feeling from thinking. “ I felt sad and confused ” NOT: “ You really piss me off.”
Needs.
Our feelings tell us that one of our needs is being met or not met. “ because I need to be clear as to the reason.” NOT: “ Who are you calling an idiot?”
Request or Suggestion.
State what we do want (rather than what we don’t want), as a request and not a demand.
“ Would you be prepared to tell me why I have not been getting a response from you?” NOT: “ If you can’t be more polite I’ll make sure you loose your job.”
Saturday, 17 March 2012
NON VIOLENT COMMUNICATION Used in Reverse as Empathy
Four Elements 1.
Opening with an observation of fact. “ Hello, I was wondering why you havn’t been responding to my greeting. ”
2.
Make an intuitive guess at the feeling behind the action.
“ Is it because you are shy or for some other reason? ”
3.
Connecting with the universal human needs/values that lie behind the feeling.
“ We want you to feel relaxed and like one of the family here. ”
4.
Clear request or suggestion.
“ Is there anything we can do to help you feel more at home? ”
Saturday, 17 March 2012
THE STEPLADDER TECHNIQUE Making Better Group Decisions The Stepladder Technique is a useful method for encouraging individual participation in group decision making. What is the Stepladder Technique? The Stepladder Technique is a simple tool that manages how members enter the decision-making group. It encourages all members to contribute on an individual level BEFORE being influenced by anyone else. This results in a wider variety of ideas, it prevents people from "hiding" within the group, and it helps people avoid being "stepped on" or overpowered by stronger, louder group members. All of this helps the group make better decisions. How to Use the Tool The Stepladder Technique has five basic steps. Here's how it works. Step 1: Before getting together as a group, present the task or problem to all members. Give everyone sufficient time to think about what needs to be done and to form their own opinions on how to best accomplish the task or solve the problem. Step 2: Form a core group of two members. Have them discuss the problem. Step 3: Add a third group member to the core group. The third member presents ideas to the first two members BEFORE hearing the ideas that have already been discussed. After all three members have laid out their solutions and ideas, they discuss their options together. Step 4: Repeat the same process by adding a fourth member, and so on, to the group. Allow time for discussion after each additional member has presented his or her ideas. Step 5: Reach a final decision only after all members have been brought in and presented their ideas. The Stepladder Technique is a step-by-step approach to help ensure that all members of a group participate and are heard. The technique allows shy, quiet people to present their ideas before other group Members can influence them, and it allows everyone to hear many different viewpoints before reaching a final decision.
Saturday, 17 March 2012
STARBURSTING 1.
Take a large sheet of paper, draw a large sixpointed star in the middle, and write your idea, product or challenge in the centre.
2.
Write the words Who, What, Why, Where, When and How at the tip of each point of the star.
3.
Brainstorm questions about the idea or product starting with each of these words. The questions radiate out from the central star. Don't try to answer any of the questions as you go along. Instead, concentrate on thinking up as many questions as you can.
4.
Depending on the scope of the exercise, you may want to have further starbursting sessions to explore the answers to these initial questions further.
Saturday, 17 March 2012
BRAINSTORMING • • • •
•
• • • •
•
To run a group brainstorming session effectively, do the following: Define the problem you want solved clearly, and lay out any criteria to be met. Keep the session focused on the problem. Ensure that no one criticizes or evaluates ideas during the session. Criticism introduces an element of risk for group members when putting forward an idea. This stifles creativity and cripples the free running nature of a good brainstorming session. Encourage an enthusiastic, uncritical attitude among members of the group. Try to get everyone to contribute and develop ideas, including the quietest members of the group. Let people have fun brainstorming. Encourage them to come up with as many ideas as possible, from solidly practical ones to wildly impractical ones. Welcome creativity. Ensure that no train of thought is followed for too long. Encourage people to develop other people's ideas, or to use other ideas to create new ones. Appoint one person to note down ideas that come out of the session. A good way of doing this is to use a flip chart. This should be studied and evaluated after the session. Where possible, participants in the brainstorming process should come from as wide a range of disciplines as possible. This brings a broad range of experience to the session and helps to make it more creative.
Saturday, 17 March 2012
SIX THINKING HATS To use Six Thinking Hats to improve the quality of your decision-making, look at the decision "wearing" each of the thinking hats in turn. Each "Thinking Hat" is a different style of thinking. These are explained below: White Hat: With this thinking hat, you focus on the data available. Look at the information you have, and see what you can learn from it. Look for gaps in your knowledge, and either try to fill them or take account of them. This is where you analyze past trends, and try to extrapolate from historical data. Red Hat: Wearing the red hat, you look at the decision using intuition, gut reaction, and emotion. Also try to think how other people will react emotionally, and try to understand the intuitive responses of people who do not fully know your reasoning. Black Hat: When using black hat thinking, look at things pessimistically, cautiously and defensively. Try to see why ideas and approaches might not work. This is important because it highlights the weak points in a plan or course of action. It allows you to eliminate them, alter your approach, or prepare contingency plans to counter problems that arise. Black Hat thinking helps to make your plans tougher and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. Black Hat thinking is one of the real benefits of this technique, as many successful people get so used to thinking positively that often they cannot see problems in advance, leaving them under-prepared for difficulties. Yellow Hat: The yellow hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it, and spot the opportunities that arise from it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult. Green Hat: The Green Hat stands for creativity. This is where you can develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. A whole range of creativity tools can help you here. Blue Hat: The Blue Hat stands for process control. This is the hat worn by people chairing meetings. When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking, and so on. You can use Six Thinking Hats in meetings or on your own. In meetings it has the benefit of defusing the disagreements that can happen when people with different thinking styles discuss the same problem.
Saturday, 17 March 2012
APPRECIATIVE ENQUIRY 1. "Define" the Problem Before you can analyze a situation, you need to define what it is you are looking at. And, just as your decision to look at the positives will move you in a positive direction, defining your topic positively will help you look at its positive aspects. So, rather than seeking “Ways to Fix Recruitment Problems”, for example, you’ll choose “Ways to Accelerate Recruitment.” This subtle change in wording can have huge implications for what you focus on. Also, make sure that your topic does not unduly constrain you: You want to explore many possibilities and avenues for change so keep your topic broad. 2. "Discovery" Phase Here you need to look for the best of what has happened in the past, and what is currently working well. Involve as many people as sensibly possible, and design your questions to get people talking and telling stories about what they find is most valuable (or appreciated), and what works particularly well. Using the example from the first stage, a good way to do this would be to get new recruits to interview one another, focusing on getting to the core of what they liked about the job before they joined, and what they've enjoyed about the organization since joining. In this situation, the following might be good discovery questions: When you think back to when you decided to join the company, what was the thing that most attracted you? Tell me a story about a time when you were very enthusiastic about your work. When you’ve gathered enough raw information, you need to analyze the data and identify the factors that most contributed to the team or organization’s past successes. What is most valued? What did people find most motivating or fun? What instills the greatest pride? And so on. 3. "Dream" Phase In this phase, you and your team dream of “what might be”. Think about how you can take the positives you identified in the Discovery phase, and reinforce them to build real strengths. The way forward may be obvious from the results of the Discovery Phase. If it's not, a useful approach is to bring a diverse group of stakeholders together and brainstorm creative and innovative ideas of what the organization and team could accomplish. You may also stop doing the things that aren't working, and use the money saved to reinforce the things that are. Once you have agreed upon your dream or vision, you can take it to the Design phase. 4. "Design" Phase Building on the Dream, this phase looks at the practicalities needed to support the vision. Here you start to drill down the types of systems, processes, and strategies that will enable the dream to be realized. 5. "Deliver" Phase Sometimes called the Destiny phase, the last of the Ds is the implementation phase and it requires a great deal of planning and preparation.
Saturday, 17 March 2012
THE SHARING CIRCLE The Sharing Circle is best used for creating trust and bonding and clearing emotional issues. This is good to do for any group at least once a month. It is also very useful to do a short session before a major meeting. Numbers. Between 5-12 is a good number. If the session is one hour then everyone will get 5-10 minutes each. Everyone may speak in turn for a length of time decided by the group at the start. A Timekeeper, appointed at the start is needed to mark when the chosen time is up. The speaker may not be interrupted. Use the time as you like. Give full attention, with openess and acceptance to the speaker. Feedback. Anyone wanting feedback can ask for it during their talk time. Confidentiality. Everything spoken in the circle stays in the circle. Essentially members may not Even have further discussions between themselves afterwards!
Saturday, 17 March 2012
WWW.MINDTOOLS.COM • • • • • • • • • • • • • • • • • • • •
Problem Solving Main Page Appreciation - Extracting maximum information from facts 5 Whys - Getting quickly to the root of a problem Cause & Effect Diagrams - Identifying the causes of problems Affinity Diagrams - Organizing ideas into common themes Appreciative Inquiry - Solving problems by looking at what's going right Flow Charts - Understanding process flows Risk Analysis - Managing the risks you face SWOT - Strengths, weaknesses, opportunities & threats PEST Analysis - Understanding the big picture The Marketing Mix and the 4 Ps The Ansoff Matrix - Understanding the different risks of different options The Boston Matrix - Focusing effort to give the greatest returns Porter's Five Forces - Understanding power in a situation Core Competence Analysis - Get ahead. Stay ahead. USP/Unique Selling Proposition Analysis - Crafting your competitive edge Critical Success Factors (CSFs) - Identifying the things that really matter The McKinsey 7S Framework Using the Greiner Curve - Surviving the crises that come with growth
Saturday, 17 March 2012
TEAM BUILDING DEVELOPMENT STAGES "Forming" stage in which members are positive and polite. Some members are anxious, as they haven’t yet worked out exactly what work the team will involve. Others are simply excited about the task ahead. As leader, you play a dominant role at this stage: other members’ roles and responsibilities are less clear. This stage is usually fairly short, and may only last for a single meeting at which people are introduced to one-another. At this stage there may be discussions about how the team will work, which can be frustrating for some members who simply want to get on with the team task. Soon, reality sets in and your team moves into a "Storming" phase. Your authority may be challenged as others jockey for position as their roles are clarified. The ways of working start to be defined, and as leader you must be aware that some members may feel overwhelmed by how much there is to do, or uncomfortable with the approach being used. Some react by questioning how worthwhile the goal of the team is and resist taking on tasks. This is the stage when many teams fail, and even those who stick with it feel that they are on an emotional roller coaster as they try to focus on the job in hand without the support of established processes or relationships with their colleagues. Key Words: Be yourself, Honesty, Humility, Intensity. Gradually, the team moves into a "Norming" stage, as a hierarchy is established. Team members come to respect your authority as leader, and others show leadership in specific areas. Now the team members know each other better, they may be socializing together, and they are able to ask each other for help and provide constructive criticism. The team is developing a strong commitment to the team goal, and you start to see good progress towards it. There is often a prolonged overlap between storming and norming behavior: As new tasks come up, the team may lapse back into typical storming stage behavior, but this eventually dies out. When the team reaches the "Performing" stage, hard work leads directly to progress towards the shared vision of their goal, supported by the structures and processes which have been set up. Individual team members may join or leave the team without affecting the performing culture. As leader, you are able to delegate much of the work and can concentrate on developing team members. Being part of the team at this stage feels “easy” compared with earlier on.
Saturday, 17 March 2012
THE STRUCTURE OF THE ORGANISATION & THE RULES
CHOOSE THE ORGANISATION THAT SUITS YOUR PURPOSE AGREE TO RULES THAT ARE SIMPLE & EFFECTIVE
Saturday, 17 March 2012
LEGAL FORM FOR THE ORGANISATION TYPES OF OWNERSHIP OF LAND IN SWEDEN The alternatives are: Service Apartment -- Bostadsrättsförening Cooperative Tenants Association – Kooperativhyresrättsförening Tenants Association – Hyresrättsförening Economic Association – Ekonomisk Förening Foundation – Stiftelse Company – ex AB och Handelsbolag Private. Three alternatives. One person owns the land where the community is based Several people own the land together. Individuals or families buy separate properties in the same village or town. TYPES OF COMPANY/GROUP ORGANISATION Economic Association – Ekonomisk Förening Non-Profit making organisation, Charity -- Ideel Förening Foundation – Stiftelse Company – AB eller Handelsbolag Single Trader – Enskild Firma Private Person – forming communities by activating others through bloggs, web sites, clubs word of mouth etc.
Saturday, 17 March 2012
THE FOUR GROUND RULES 1.The consent or consensus principle governs decision making.
A decision is made when the circle members who are present have given their consent to that decision. Consent means: no paramount and argued objection. “Governing decision making” means that other methods of decision making remain open for use if this has been decided upon with consent. Apart from the sociocratic circle meetings other kinds of meetings can take place within the sociocratic circleorganization. E.g. production meetings, which may be governed by other ways of decision making, such as majority vote or autocratic decisions by the leader or even “tossing up”, under the condition that the circle members have decided to use another method by consent.
2. An organization is built up of circles.
A circle is a group of persons who have a common aim. Without such common aim it is impossible for a circle to function properly. This means that the group members form a functional unit. A circle is a semi-autonomous unit that may take decisions independently within the limits that have been set with consent by the next higher circle. The circle may define its own aim and the process to reach this aim as well as delegate execution of tasks within those limits. The circle organizes the three elements of leading, doing and measuring. These are necessary for managing the circle process properly. The circle takes care of its own integral education, which means that both professional education and schooling in decision-making take place, along with schooling in how to build the required organizational structures.
3. Two circles are connected through a double link. At least two persons from a circle take part in the decision making of the next higher circle: the functional leader and the chosen representative(s).
4. Allocation of tasks and functions takes place through sociocratic elections. The circle chooses persons for functions and /or tasks according to the consent principle, after open argumentation.
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SOCIOCRATI
Some ancient and very successful organisations use Interest Circles to manage their organisation. These include Buddhist Monasteries. Rules of Interest Circles 1. All functions of the organisation are managed by a circle of members. 2. Members choose which circle to join based on passionate interested. 3. Natural leadership and harmony within and between the circles is ensured by wise choice & education of new members, clear rules of behaviour & willingness to serve the purpose of the organisation.
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INTEREST CIRCLES
INTEREST CIRCLES
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STADGAR för Ängsbacka Kursgård Ekonomisk Förening § 1 NAMN Föreningens firma är Ängsbacka Kursgård Ekonomisk förening. § 2 STYRELSENS SÄTE Föreningens styrelse har sitt säte i Karlstads kommun. § 3 FÖRENINGENS ÄNDAMÅL Föreningen har till ändamål att främja medlemmarnas personliga utveckling och ekonomiska intressen, genom att bedriva:
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- friskvård - festivalarrangemang
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- ekologisk byggnation - ekologisk odling - uthyrning av lokaler, rum och mark
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- kurs- och utbildningsverksamhet - konsultverksamhet och forskning inom hållbar utveckling
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- musik- och kulturarrangemang - tillverkning och försäljning av egna varor och tjänster - café- och restaurangverksamhet samt catering
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- internationellt utbyte och ekologisk turism - regional utveckling
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och därmed förenlig verksamhet, att bedriva och stödja olika typer av projekt samt stödja medlemmarnas strävan att leva i enlighet med de grundvärderingar som medlemmarna tillsammans har enats
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om. Föreningen kan också verka för att skapa boendemöjligheter till medlemmar och vara en support för medlemmar som vill starta och driva egna företag vilka kan
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gagna utvecklingen av Ängsbacka kursgård. Projekt som stöds och drivs av föreningen har till avsikt att till medlemmarnas gagn och glädje:
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- bevara Ängsbacka som en mötesplats för människor i utveckling
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- utveckla Ängsbacka till en ledande mötesplats för hållbar mänsklig utveckling - Föra oss själva och andra hem till insikten om vilka och vad vi verkligen är bortom alla tankar och koncept
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- Leva våra gåvor och drömmar genom att medvetet skapa det liv vi vill leva, både individuellt och kollektivt, samt dela den kunskapen och inspirationen
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med andra. - Leva och utvecklas i samklang med varandra och planeten, samt inspirera
Saturday, 17 March 2012
Legal Documents
Saturday, 17 March 2012