tag:blogger.com,1999:blog-63382933145306119042024-03-13T14:32:21.233-07:00Simon KoolwijkInternational consultant in facilitating monitoring, evaluation, learning, diversity and inclusionSimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.comBlogger48125tag:blogger.com,1999:blog-6338293314530611904.post-90069128130270397662019-02-10T09:05:00.001-08:002019-02-10T09:22:44.031-08:00Diversity biases and steps to facilitate understanding leading towards an inclusive workplace<div dir="ltr" style="text-align: left;" trbidi="on">
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<i style="mso-bidi-font-style: normal;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;">Regularly when I am called by a call center of
a<span style="margin: 0px;"> </span>company doing research or trying to
sell me a service, I am mostly addressed as Mrs.<span style="margin: 0px;"> </span>or Ms.<span style="margin: 0px;">
</span>It is an unconscious bias of many telephone operators, who assume that
my voice is female, while I am a male.<span style="margin: 0px;"> </span></span></span></i></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;">In our daily
routines, we are confronted with many different diversity biases, when we
communicate and interact with people. In our journey, understanding biases,
there are 4 main biases, that hinder us in building a diverse and inclusive
workplace and that easily can create misunderstanding, conflict or not
obtaining and motivating the most talented people.</span></span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b><i><u>1.
Unconscious bias</u></i></b></span></span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;">Unconscious
bias is implicit. It is unintended and subtle, based on unconscious thought.
Typically unconscious bias happens involuntarily without any awareness or
intentional control.</span></span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b><i><u>2. Affinity
bias</u></i></b></span></span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;">Affinity
bias is the unconscious tendency to get along with others who are like us. It
is easy to socialize and spend time with others who are not different. It
requires more effort to bridge differences when diversity is present. Helen
Turnbull,<span style="margin: 0px;"> </span>CEO of Human Facets and having
a 25+ year successful track record in the field of Global Inclusion, shares her
experience on how she got scared and schocked in an airplane when she
discovered that the pilot was a female. She was confronted with her mental
models on how she expects pilots to be. ‘According to the world she was growing
up, her understanding of reliable pilots were these who were men, tall and
self-secured’. In her understanding, it came never to her mind that a pilot of
an airplane could be a woman. This perspective made her scared and gave her a
feeling of discomfort during the flight. How come, that we grow up with
examples, that build our understanding of the world, but which can be totally
wrong and inadequate?<span style="margin: 0px;"> </span>Watch Hellen
Trumble’s Ted Talk about how affinity biases, can hinder our perspectives and
understanding of the world.</span></span></div>
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<span style="font-family: "verdana" , sans-serif;">At the end Hellen recommends, that we regularly need to challenge ourselves and take initiatives to widen the size of our inner groups. <span lang="EN-US" style="line-height: 115%; margin: 0px;">.<span style="margin: 0px;"> </span>In the online </span><span style="line-height: 115%; margin: 0px;"><a href="https://www.futurelearn.com/courses/diversity-inclusion-awareness"><span lang="EN-US" style="margin: 0px;"><span style="color: blue;">course ‘Understanding Diversity and
Inclusion’ conducted by Future Learn</span></span></a></span><span lang="EN-US" style="line-height: 115%; margin: 0px;">, <span style="margin: 0px;"> </span>I
learned that my fellow participants purposely start<span style="margin: 0px;"> </span>voluntary work or community service with the
purpose to get a broader perspective on the world. Somehow, in our work and
private life, we tend to socialize with people who are from a similar
background and who have similar values. Therefore, we still are regularly
confronted with affinity biases.</span> </span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b><i><u>3.
Confirmation bias</u></i></b></span></span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;">Confirmation
bias happens when we demonstrate a tendency to seek information that confirms
what we already believe. In this case we are not open to what others belief.
This is a bias towards collecting support for the beliefs, values, and
assumptions we hold. Confirmation bias occurs often and especially in the world
of politics. We may only watch or listen to media that confirms our opinions
and views. This TEDX Talk discusses on how two friends were able to avoid
confirmation biases during the 2016 elections in the USA, where Donald Trump
and Hilary Clinton were running for the presidency.<span style="margin: 0px;"> </span>To stress the importance of this story, is
that in 2016, 46 % of relationships were negatively effected by the presidential
elections.<span style="margin: 0px;"> </span>Watch:</span></span></div>
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<span style="font-family: "verdana" , sans-serif;">In this video Caitlin Quattromani and Lauran Arledge explain that they were able to prevent the confirmation bias by switching from debating to a desire of interest, curiousity and a desire to learn. </span>
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<span style="font-family: "verdana" , sans-serif;"><span lang="EN-US" style="margin: 0px;">Instead of
judgement, they started dialogues to understand each other’s beliefs and
values. Truly hearing each others perspectives.<span style="margin: 0px;">
</span>In this case, they applied </span><a href="https://www.facili.nl/training-in-facilitation-skills.php"><span lang="EN-US" style="margin: 0px;"><span style="color: blue;">basic facilitation skills</span></span></a><span lang="EN-US" style="margin: 0px;"> focusing on having meaningful
conversations, that helped them to move forward. <span style="margin: 0px;"> </span>Building connections through dialogue.</span></span></div>
<span style="font-family: "calibri";"><span lang="EN-US" style="margin: 0px;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b><i><u>4.
Perception bias</u></i></b></span></span></span></span><br />
<span style="font-family: "calibri";"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><span lang="EN-US" style="margin: 0px;">Perception
bias is the tendency to form simplistic stereotypes and assumptions about
certain groups of people. This means it can be very difficult to make an
objective judgement about members of diverse groups. Kristen Pressner,
diversity expert, addressed in her TedTalk that in many cultures men are seen
as the persons, who are supposed to take charge, while women are the people to
take care. In her case she challenges people to turn perceptions around. She
suggests that it can make a big difference seeing the world where a man is a
supportive person who is a caretaker and where a woman can be a provider who
takes charge. So, to increase our awareness of biases, Kristen suggests we flip
bias when we face it.<span style="margin: 0px;"> </span></span><a href="https://www.youtube.com/watch?v=Bq_xYSOZrgU"><span lang="EN-US" style="margin: 0px;"><span style="color: blue;">TedTalk Kristen Pressner</span></span></a></span></span></span><br />
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<span style="font-family: "calibri";"><span lang="EN-US" style="margin: 0px;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b>How to facilitate diversity biases and start
building an inclusive workplace</b></span></span></span></span><span style="font-family: "calibri";"><span lang="EN-US" style="margin: 0px;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"> </span></span></span></span><span style="font-family: "calibri";"><span lang="EN-US" style="margin: 0px;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;">In the
process of building an inclusive workplace, where differences between people
are valued and apprectiated, four steps are distinghuised;</span></span></span></span><br />
<span style="font-family: "calibri";"><span lang="EN-US" style="margin: 0px;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b>1.<span style="margin: 0px;"> </span>Develop self-awareness</b>:<span style="margin: 0px;"> </span>Self-awareness means discovering your biases
and start to understand them.<span style="margin: 0px;"> </span>In this
case the facilitator, challenges group members with reflective questions to
clearify their own biases.</span></span></span></span><br />
<span lang="EN-US" style="margin: 0px;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b>2.
Awareness of others:</b><span style="margin: 0px;"> </span>Awareness of others
means listening to stories and understanding the background, histories and
perceptions of other people. Here the facilitator helps the group to conduct
story telling sessions enabling people to hear each other’s biases and
misunderstandings.</span></span></span><br />
<span lang="EN-US" style="margin: 0px;"><span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b>3. Managing
emotions:</b><span style="margin: 0px;"><b> </b> </span>Biases will create
misunderstandings and conflicts, triggering deeper emotions. In this phase it
is the role of the facilitator to facilitate dialogue in a safe environment,
where a people are willing to hear and accept differences enabling them to come
to understanding.<span style="margin: 0px;"> </span>If emotions arise, it
is the task of the facilitator to ask and hear the reasons behind these
emotions and create an environment where people can hear and listen to each
other. </span></span></span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;"><b>4. Bridging
differences:</b><span style="margin: 0px;"><b> </b> </span>Deeper questions and
dialogue will enable a group to find common values and beliefs. It is the role
of the facilitator to enable the group to accept each other’s differences and
to build common goals and values, that will help to bridge these differences.</span></span></div>
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<span lang="EN-US" style="margin: 0px;"><span style="font-family: "verdana" , sans-serif;">Finally, if
diversity can make a difference in making organisations more successful and
effective, facilitation will be key to understand diversity biases and finally
build an inclusive workplace where differences will be resolved and motivation
for shared values, beliefs and goals will be maintained and developed.</span></span>
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-45768000194281735652019-01-18T00:13:00.001-08:002019-01-18T00:17:18.255-08:00Five areas to invest for creating a diverse and inclusive workplace and why facilitation is key to enable change<div dir="ltr" style="text-align: left;" trbidi="on">
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">If you do a
google search and you type ‘Chief Executive Director’ and you click on photos,
you will notice that 90 % of the photos are white males and 10 % white females.
You will hardly notice people from another ethnic background. <o:p></o:p></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">When I was
watching the Tedtalk of Arwa Mahdawi, a consultant and expert on diversity and
inclusion, I was touched by her story, that the streets in our big cities are
changing into multiethnic and diverse places, while our board rooms of big
companies are still predominantly white and male. Arwa Mahdawi is wondering ‘Why
is the face of power still not changing?’ According to Arwa there are in the US
more CEO’s leading big companies called John (17), than there are women being
CEO (7). Somehow, there are still a lot
of unconscious biases, which need to be tackled, while the benefits of a
diverse and inclusive workplace are outstanding. According to research;<o:p></o:p></span></span></div>
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<li><span style="font-family: "verdana" , sans-serif;">Racial diverse
teams outperform non-diverse ones by 35 %</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Teams where
men and women are equal earn 41 % more revenue</span></li>
</ul>
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<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span style="font-family: "verdana" , sans-serif;">Watch the Tedtalk: The surprising solution to Workplace
Diversity – Arwa Mahdawi </span></span></div>
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<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/mtUlRYXJ0vI" width="560"></iframe></div>
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<span style="font-family: "verdana" , sans-serif;"><b>Certification on gender, diversity and inclusion </b></span><br />
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<span style="font-family: "verdana" , sans-serif;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Although
there are still a lot of hindrances, a number of front running companies are
taking the lead in having a more gender friendly, diverse an inclusive workplace</span><a href="http://edge-cert.org/"><span lang="EN-US" style="mso-ansi-language: EN-US;">.
EDGE Certification</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">
is the leading global assessment methodology and business certification
standard for gender equality. EDGE Certification has been designed to help
organizations not only create an optimal workplace for women and men, but also
benefit from it.<span style="mso-spacerun: yes;"> </span></span><a href="https://www.humanresourcesonline.net/ikea-switzerland-achieves-highest-level-gender-equality/"><span lang="EN-US" style="mso-ansi-language: EN-US;">IKEA Switzerland</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;"> has attained the highest level of
gender equality practices in the world, becoming the first company globally to
attain LEAD, the highest level of EDGE certification. IKEA Switzerland has
bridged the pay gap between men and women, their Executive Board is 50/ 50
composed of men and women and in 2018 it initiated </span><a href="https://www.youtube.com/watch?v=zoIvzpUcv7Y"><span lang="EN-US" style="mso-ansi-language: EN-US;">a two month Paternity leave</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">. Overall IKEA globally is promoting
gender, diversity and inclusion.<span style="mso-spacerun: yes;"> </span>IKEA’s
has even incorporated it in its vision statement. IKEA states at its website;<o:p></o:p></span></span></div>
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<i style="mso-bidi-font-style: normal;"><span lang="EN-US" style="background: white; color: black; font-size: 10pt; line-height: 115%;"><span style="font-family: Verdana, sans-serif;">Caring for people,
diversity and inclusion is embedded in our vision and in our values. At IKEA
Group, we see diversity and inclusion as the right thing to do. Recognising our
co-workers’ differences contributes to creativity and supports our
growth. </span></span></i></div>
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<span style="font-family: "verdana" , sans-serif;"><span lang="EN-US" style="mso-ansi-language: EN-US;">In 2017,
the UK Government introduced regulations that require businesses with over 250
employees to publish their gender pay gap and gender bonus gap. </span><a href="https://www.ikea.com/gb/en/doc/general-document/ikea-gender-pay-gap-report-2017-pdf__1364529772235.pdf"><span lang="EN-US" style="mso-ansi-language: EN-US;">IKEA UK openly shares their
statistics</span></a></span><span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;"> about
the gender pay gap at their website and actively fosters policies to bridge
this gap. <span style="mso-spacerun: yes;"> </span>Worldwide the IKEA Group has a
global diversity & inclusion network, including more than 70 diversity and
inclusion ambassadors representing various IKEA Group businesses, functions,
and countries.</span></span></div>
<span style="font-family: "verdana" , sans-serif;">EDGE assesses
organisations in five areas.</span><br />
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<li><span style="font-family: "verdana" , sans-serif;">Equal pay
for equivalent work;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Recruitment
and promotion;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Leadership
development training and mentoring;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Flexible
working;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Company
culture</span></li>
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<span style="font-family: "verdana" , sans-serif;">Business
motivations for fostering an equitable and inclusive and diverse workplace for
women and men are multifaceted. The most cited benefits include:</span><br />
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<li><span style="font-family: "verdana" , sans-serif;">Improved
financial performance</span></li>
<li><span style="font-family: "verdana" , sans-serif;">A healthy
talent pipeline</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Retention
and development of the best talent</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Deeper
insight into customers and market opportunities</span></li>
<li><span style="font-family: "verdana" , sans-serif;">An enhanced
reputation and corporate brand</span></li>
</ul>
<span style="font-family: verdana, sans-serif;">As an
increasing number of companies are discovering, diversity and inclusion in the
workplace is an opportunity that can no longer be ignored.</span><span style="font-family: verdana, sans-serif;"> </span><span style="font-family: verdana, sans-serif;">Companies as CapGemini and Starbucks are also
actively working on talent development, diversity and inclusion.</span><span style="font-family: verdana, sans-serif;"> </span><span style="font-family: verdana, sans-serif;">Watch this video of Starbucks</span><br />
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<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/Qc-M5cMKQCk" width="560"></iframe></div>
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<span style="font-family: "verdana" , sans-serif;"><b>Strategy is to reduce unconscious bias and facilitate dialogue for change </b></span><br />
<span style="font-family: "verdana" , sans-serif;">According to the Tedtalk of Arwa Mahdawi the direction for creating a more diverse and inclusive workplace is to reduce the unconscious bias and initiate dialogue about these biases and how to overcome them.
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">As example;
Some professional orchestras started to do blind auditions, and surprisingly
selected women went up from 25 o 46 %. A
number of recruiters and recruiting agencies started a selection procedure to
only receive and review anonymous curricula vitaes. According to research;<o:p></o:p></span></span></div>
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<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">60 % more
minorities were selected for interviews as compared to resume screening;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">125 % more
women were selected for interviews as compared to resume screening</span></li>
</ul>
<span style="font-family: verdana, sans-serif;">The
argument of many CEOs that we can not find the people with the appropriate
skills, talents, qualities and experience is not valid in these cases. It is an
unconscious bias.</span><br />
<span style="font-family: verdana, sans-serif;">Recruitment
is not the only area where gains can be made.
To create an inclusive workplace facilitation is essential to create a
safe environment and to enable dialogue about differences. It requires commitment
from the Top and an overall approach covering the areas of strategy, governance
and management structures, organizational culture, talent development and
training, human resources policies, product and service delivery strategies,
marketing and advertisement, job welfare and renumeration policies and
supportive workplace policies. The senior management should take the initiative
and show commitment to take steps, that their workforce will reflect the
diversity of our societies. A working
group, reflecting a group of committed people who want to foster a diverse and
inclusive workplace, should further carry forward this process with the support
of their executive management, diversity & inclusion experts and good
facilitators. Individual assessment, but also focus group discussions and the
use of creative methods such as theatre and participatory video can add a
significant contribution in bringing hidden differences above the surface,
create awareness, bring people together and build bridges and facilitate
change. </span><br />
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<a href="https://1.bp.blogspot.com/-KEPfIMjH1kA/XEGKF3U0fUI/AAAAAAAAEEE/-7vz_NMxvRIp2KyIQqMhj-H8FLOeyrxsACLcBGAs/s1600/springest%2Bpagina%2Bsimon.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="541" data-original-width="966" height="179" src="https://1.bp.blogspot.com/-KEPfIMjH1kA/XEGKF3U0fUI/AAAAAAAAEEE/-7vz_NMxvRIp2KyIQqMhj-H8FLOeyrxsACLcBGAs/s320/springest%2Bpagina%2Bsimon.jpg" width="320" /></a></div>
<i><span style="font-family: Verdana, sans-serif;">Participatory Video</span></i><br />
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<span style="font-family: verdana, sans-serif;">Creating a
diverse and inclusive workplace is not the result, it is a journey which
continuously should be nurtured by dialogue, taking steps little by little, </span><span style="font-family: verdana, sans-serif;">continuous monitoring, overcoming challenges
and difficulties and celebrating milestones and successes. Finally it will
benefit the organisation if they can have and promote role models and
ambassadors, who reflect the diversity and changes taking place in the society.
So it will finally benefit to </span><span style="font-family: verdana, sans-serif;"> </span><span style="font-family: verdana, sans-serif;">embrace
diversity and inclusion. The competitive advantage or an organisation of the
future will be determined by talent. The organisations having the best talent
and most inclusive workplace will be most successful in meeting these complex
demands in this fast changing society.</span></div>
<span style="font-family: "verdana" , sans-serif;">Simon Koolwijk</span><br />
<span style="font-family: "verdana" , sans-serif;">e-mail. faccom@xs4all.nl </span></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-85479642681479159032019-01-12T03:28:00.001-08:002019-01-13T09:26:04.669-08:00Create awareness and value diversity and inclusion through facilitation<div dir="ltr" style="text-align: left;" trbidi="on">
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">In an
online discussion taking place at the E-learning course of Future Learn <a href="https://www.futurelearn.com/courses/diversity-inclusion-awareness">‘Understanding
Diversity and Inclusion’</a> I was expressing my concern on how difficult it
was to build and sustain relationships with people who are very rich when it
comes to sharing meals, going to expensive clubs and dressing up
accordingly. Somebody confronted me
online with a question, check how is it for people who earn even less than you? Ask them, how it is for them to keep
relationships with you. This question was really an ‘eye-opener’. Although I have worked in more than 25
countries, there are still untapped areas and things to learn about diversity
and inclusion.<o:p></o:p></span></span></div>
<div style="text-align: left;">
<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;"><br /></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">The
simplest <a href="http://simonkoolwijk.blogspot.com/2018/12/win-win-of-diversity-make-workplace.html">definition
of diversity is difference</a>. Understanding
diversity and inclusion embraces acceptance, respect and empathy. It means we
understand, that each individual is unique and this is okay. The exploration of differences and diversity
happens best in a safe, positive, and nurturing environment. This means
understanding each other. For this process, facilitation is needed to further
make a mind shift and a cultural transformation in an organisation. There are 4 phases of facilitation to value
diversity and create an environment of inclusion;<o:p></o:p></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Phase 1: Increase self-awareness<o:p></o:p></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Phase 2: Increase awareness of others<o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Phase 3: Manage emotions and thoughts<o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Phase 4: Shift frame of reference, attune
emotions and adapt behavior. <o:p></o:p></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;"><br /></span></span>
<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">The key in
managing diversity is not an attempt to change others, but to accept others as
they are and to create a safe environment, where everybody can flourish and
development their talents.<o:p></o:p></span></span></div>
<div style="text-align: left;">
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span style="font-family: "verdana" , sans-serif;">For organisations who are making a shift from a
homogeneous to a more diverse culture,
Bennetss has developed a model for intercultural sensitivity. In this model a
shift is made from an <b><i>Ethnocentric mindset</i></b> to a <b><i>Ethno relative
orientation</i></b>. Watch the video of Bennetss
model; </span></span></div>
<div style="text-align: center;">
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span style="font-family: "verdana" , sans-serif;"><br /></span></span></div>
</div>
<div style="text-align: center;">
<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/6vKRFH2Wm6Y" width="560"></iframe>
</div>
<span style="font-family: "verdana" , sans-serif;">In a homogeneous culture, there appears to be an <b><i>ethnocentric mindset</i></b>. There is a culture of denial defense and minimization. Denial is the inability to see cultural differences. There is a atmosphere of ignorant stereotyping. In a phase of defense the other culture is considered as minor or as inferior. And in the phase of minimization people of an homogeneous group stick to each other and try to isolate people from other different backgrounds.
</span><br />
<span style="font-family: "verdana" , sans-serif;">In the <b><i>Ethno
relative stage</i></b> there is a move and change in one’s view. In this stage there is
acceptance of the other. There is no good or bad. There is adaptation and a
shift of approach. The identity of the other is accepted and people adapt to
the situation. From here things can start to grow and to develop.</span><br />
<br />
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;">To shift
from an Ethnocentric mindset to a Ethno relative it requires openness and curiosity.
Research suggests that curious people are more successful in working with
diverse groups of people. These successful people are willing to ask complex
questions and then seek the answers to those questions.<span style="mso-spacerun: yes;"> </span>Simon Sinek, a management expert, confirms curiosity
is a key for making diversity work <a href="https://www.youtube.com/watch?v=nutR_6VOJOA">>>>>> Video
Simon Sinek</a><o:p></o:p></span></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;"><span style="mso-spacerun: yes;"> </span>Openness is an attitude you are willing to
initiate and develop relationships with persons of a different race, ethnicity,
age, educational background, gender orientation, national origin etc…
Suspending judgement of those different from you is required.</span><o:p></o:p></span><br />
<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;"><br /></span></span></div>
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<b><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Benefits of diversity and still open
opportunities for untapped talent</span></span></b></div>
<span lang="EN-US" style="background-color: white; font-family: "verdana" , sans-serif;">McKinsey
has been examining diversity in the workplace for several years. In </span><u style="background-color: white; font-family: verdana, sans-serif;"><span style="color: #0070c0; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><a href="https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters"><span lang="EN-US" style="color: #0070c0; mso-ansi-language: EN-US;">McKinsey’s
latest report, Diversity Matters</span></a></span></u><span lang="EN-US" style="background-color: white; font-family: "verdana" , sans-serif;">, examined proprietary data sets
for 366 public companies across a range of industries in Canada, Latin America,
the United Kingdom, and the United States. In this research, McKinsey looked at
metrics such as financial results and the composition of top management and
boards.1 The findings were clear:</span><span style="font-family: "verdana" , sans-serif;"></span><br />
<ul type="disc">
<li class="MsoNormal" style="background: white; line-height: normal;"><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Companies
in the top quartile for racial and ethnic diversity are 35 percent more
likely to have financial returns above their respective national industry
medians.<o:p></o:p></span></span></li>
<li class="MsoNormal" style="background: white; line-height: normal;"><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Companies
in the top quartile for gender diversity are 15 percent more likely to
have financial returns above their respective national industry medians.<o:p></o:p></span></span></li>
<li class="MsoNormal" style="background: white; line-height: normal;"><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">The
unequal performance of companies in the same industry and the same country
implies that diversity is a competitive differentiator shifting market
share toward more diverse companies.<o:p></o:p></span></span></li>
</ul>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">
</span></span></div>
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<div style="text-align: left;">
<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Organisations,
with a homogeneous cultural focus, still miss opportunities. There is a famous
video of the Greystone Bakery in the USA. In a very limited time they became a
million generating company. Their slogan is
<b><i>“We don’t hire people to bake brownies, but we bake brownies to hire
people!”</i></b> </span> <o:p></o:p></span></div>
</div>
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<div style="text-align: center;">
<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/MMGS9_mZgeE" width="560"></iframe></div>
</div>
</div>
<span style="font-family: "verdana" , sans-serif;">Another example is the Microsoft Autism program. <span style="font-size: 11pt;">Watch
</span><a href="https://www.youtube.com/watch?v=XUAsU_zQVMo" style="font-size: 11pt;">video
>>>>> Microsoft Autism
Program</a><span style="font-size: 11pt;">.</span></span><br />
<span style="font-size: 11pt;"><span style="font-family: "verdana" , sans-serif;"><br /></span></span>
<br />
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<b><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">How to facilitate a cultural transformation
from an ethnocentric mindset to an ethno relative orientation?<o:p></o:p></span></span></b></div>
<div class="MsoNormal">
<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Facilitation
is key on how to facilitate the cultural transformation from an ethnocentric
mindset to an ethno relative orientation. The
gender & diversity audit is an excellent process on how to facilitate this. A gender & diversity audit looks into the
extent to which gender and diversity are addressed within an organisation
(policies, its work, organisational culture, recruitment policies and
organisational structures and proceedings including decision-making processes). Usually much attention is paid to creating
a pleasant environment in which diverse staff self-assess their
organisation. There is a high emphasis on storytelling and sharing, self-assessment and in-depth discussions for change and improvement.<o:p></o:p></span></span></div>
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<b><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;"><br /></span></span></b>
<b><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Benefits of a gender and diversity audit<o:p></o:p></span></span></b></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">A gender
and diversity audit brings the following benefits; <o:p></o:p></span></span></div>
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</div>
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">Establishes
a baseline on the extent to which staff (diverse staff) feel involved,
respected and connected</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Establishes
a baseline on the extent to which the richness of ideas, backgrounds and
perspectives are harnessed to create business value</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Identifies
good practices and challenges</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Identifies
opportunities for the organisation</span></li>
<li><span style="font-family: "verdana" , sans-serif;">The gender
and diversity audit is composed of several steps, where commitment from the
top, the management and a diversity & inclusion working group is
established step by step. Hereafter research and dialogue is facilitated by the
Gender and Diversity experts. Finally an action plan with monitoring moments
is established for implementing Diversity & Inclusion change in the
organisation. Various research and dialogue tools are applied in the process.</span></li>
</ul>
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<b><span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Interest in a Gender and Diversity audit?</span></span></b></div>
<span style="font-family: "verdana" , sans-serif;">If you have
more questions on how to prepare and conduct a gender and diversity audit in
your organisation and the costs, you can contact Saskia Ivens, e-mail. saskia_ivens@yahoo.com , e-mail Christine Verheijden christineverheijden@gmail.com or Simon Koolwijk, e-mail.
faccom@xs4all.nl </span></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-85316700758566163972019-01-09T04:00:00.000-08:002019-01-09T04:11:00.071-08:00 Learning and talent development and why facilitation and coaching are key at agile workplaces <div dir="ltr" style="text-align: left;" trbidi="on">
<i><span style="font-family: "verdana" , sans-serif;">Agile is an attitude and not a technique with boundaries. An attitude knows no boundaries. So you do not ask yourself 'can I use agile here?', but 'how do I behave agile in this situation?' or 'how agile can we be in this situation?'</span></i><br />
<b><i><span style="font-family: "verdana" , sans-serif;">Alister Cockburn, founder of the agile movement</span></i></b><br />
<div>
<br /></div>
<div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">Alister Cockburn calls himself <a href="http://thebardofboston.blogspot.com/2011/01/5-tips-for-living-like-modern-day-bard.html">a modern-day bard</a>. He travels from continent to continent, to tell and share his stories of companies and organizations he visited. According to Alister Cockburn, the key of agile is learning from each other and it is important that this process is facilitated by doing and reflection. Learning is actually a key by-product of a process, when you are producing a product or service for a client. According to Alister Cockburn ‘Servant leader’ in this aspect is an outdated terminology. In an agile working environment Alister Cockburn is talking about the ‘Hosted leader’, somebody who is accepted by others. Watch this video interview with Alister Cockburn</span></div>
</div>
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<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/Gn9LFl1WZiA" width="560"></iframe>
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<span style="font-family: "verdana" , sans-serif;"><b>Agile is becoming the standard in both profit and non-profit organisations</b></span><br />
<span style="font-family: "verdana" , sans-serif;">Today’s world is asking another way of organizing. In case an organisation is run on a traditional hierarichal way, it might mean that the organisation might not exist anymore in three years to come due to a fast changing context and customer environment. In complex environment ‘best practices’ are not a standard anymore. Organisations need to continuously adapt and change their products or services.</span><br />
<span style="font-family: "verdana" , sans-serif;">A lot of people in today’s society do not accept the traditional, hierarchal way of working anymore. They want to have a certain amount of autonomy, they don’t like things to be told and they like to be appreciated for their talents. Therefore, many organisations are transforming to an agile and flexible organisation. </span><br />
<span style="font-family: "verdana" , sans-serif;">Agile is based on four key principles;</span><br />
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">People and their mutual interaction are preferred above processes and tools;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Working results are preferred above comprehensive documentation;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Partnership with the client is preferred above contract negotiations;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Responding to change is preferred above following a plan.</span></li>
</ul>
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<a href="https://4.bp.blogspot.com/-tDspXb78bh4/XDXfAF2SxSI/AAAAAAAAECU/ayq_lBSDo3gknv0Ed3-H-k9PNMNqiXzaACLcBGAs/s1600/11.%2Bfoto36%2Bworld%2Bcafe.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="900" data-original-width="1600" height="179" src="https://4.bp.blogspot.com/-tDspXb78bh4/XDXfAF2SxSI/AAAAAAAAECU/ayq_lBSDo3gknv0Ed3-H-k9PNMNqiXzaACLcBGAs/s320/11.%2Bfoto36%2Bworld%2Bcafe.JPG" width="320" /></a></div>
<div style="text-align: center;">
<span style="font-family: "verdana" , sans-serif;"><i>Agile teams are multi-disciplinary and preferably as diverse as possible</i></span></div>
<br />
<b style="font-family: verdana, sans-serif;">Making mistakes is part of learning in an agile environment</b><br />
<span style="font-family: "verdana" , sans-serif;">An agile working environment is characterized by;</span><br />
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">Teams are self-organised (not based on hierarchy but equality) and have a diverse and multi-displinary composition. Each teammember has a special, different talent to contribute;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">The organisation operates in a complex environment. There are no standard best practices, the context is continuously changing and teams should love and embrace uncertainty;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Agile teams are multi-disciplinary and preferably as diverse as possible;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Recruitment is mainly done by the teams themselves with support of the HR-department;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">The working strategy is flexible, time-spans of implementation of part of projects or products is short and is reviewed regularly;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Meetings and reviews are short and facilitated effectively, regularly with the help of an agile coach or scrum master;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">The client is consulted and involved from the beginning to the end in the development process. There are regular reviews with the client;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">People build their capacities by learning from each other. Limited resources are invested in training, but the more people formulate learning goals for each project and learn by doing and learning from other.</span></li>
<li><span style="font-family: "verdana" , sans-serif;">There are no performance or job evaluations. People reflect on their own lessons and give each other feedback;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Making mistakes is part of learning, there is a safe environment;</span></li>
<li><span style="font-family: "verdana" , sans-serif;">Milestones are celebrated.</span></li>
</ul>
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<a href="https://1.bp.blogspot.com/-r04OZLF3O5o/XDXgJazMroI/AAAAAAAAECg/P2VZHTClGzATkZtBDIWkvWHCxbAVg2fjwCLcBGAs/s1600/5.%2BDe%2Bbrief%2Bfacilitation.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1200" data-original-width="1600" height="240" src="https://1.bp.blogspot.com/-r04OZLF3O5o/XDXgJazMroI/AAAAAAAAECg/P2VZHTClGzATkZtBDIWkvWHCxbAVg2fjwCLcBGAs/s320/5.%2BDe%2Bbrief%2Bfacilitation.jpg" width="320" /></a></div>
<div>
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div style="text-align: center;">
<span style="font-family: "verdana" , sans-serif;"><i>People reflect and learn from their own successes and mistakes</i></span></div>
<div>
<b style="font-family: Verdana, sans-serif;">Changing role of the HR Department</b></div>
<span style="font-family: "verdana" , sans-serif;">One thing I know for sure - in the future talent is more than capital the key critical production factor. Klaus Schwab, founder of the World Economic Forum</span><br />
<div>
<span style="font-family: "verdana" , sans-serif;">
</span>
<br />
<div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">Klaus Schwab is talking about the 4th industrial revolution. Watch the video, explaining why talent is becoming so important and why people should focus on a life long education; </span></div>
</div>
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</span>
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<div style="text-align: center;">
<iframe allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/7xUk1F7dyvI" width="560"></iframe><span style="font-family: "verdana" , sans-serif;"><br /></span>
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<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">The role of the HR-Department is changing in an agile working environment, since recruitment is more delegated to the self-organised teams, feedback and performance evaluations are done at the team level and training becomes less important since team members learn from each other by doing and reflecting.</span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">Therefore the HR-professional in agile working environments will move more towards becoming;</span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">1. An Agile coach for agile working teams;</span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">2. A developer and facilitator of defining people’s purpose, why they feel connected to the organisation;</span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">3. An employee experience designer in assisting the employee’s journey and growth in the organisation;</span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">4. Trend translator in transferring trends and developments to employee in the organisation;</span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">5. Working happiness developer in facilitating the happiness and comfortable work environment for each employee in the organisation. </span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;"><b>Facilitation and learning development will be one of key needs at the agile workplace</b></span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">The need for facilitation, coaching and learning will become key in the agile working environment. The need for external training will be minimized and people working in agile workplaces will continuously set learning challenges and goals when they implement project. Therefore, organisations need to invest in capacity building of scrum master and good facilitators. In the <a href="https://www.managementboek.nl/boek/9789492790026/agile-hr-willemijn-boskma">Dutch publication Agile HR </a>you can read more about the changing role of HR professionals in agile organisations. </span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;"><br /></span></div>
<div style="text-align: left;">
<span style="font-family: "verdana" , sans-serif;">Are you an organisation in the transition phase of making your organisation more agile and if you would like to conduct a pilot workshop on talent development, diversity and inclusion, you can contact me; Simon Koolwijk, e-mail. faccom@xs4all.nl I am an experienced facilitator and agile coach in the non-profit and international development sector and am familiar with working in context in an agile working environment. </span></div>
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-77126894971218119702019-01-04T02:01:00.000-08:002019-01-04T02:01:14.233-08:00Scrum, an effective way of working in an agile working environment for both profit and non-profit organisations<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: Verdana, sans-serif;"><b>Scrum</b></span><br />
<span style="font-family: Verdana, sans-serif;">Scrum is a framework for developing and sustaining complex products. The method has been developed in the early 1990s by Ken Schwaber and Jeff Sutherland. Historically Scrum has most been used for complex products, such as software, hardware, internet applications, technical devices, electronics, schools, managing the operation of organisations and other projects with complex issues. Read more background material about Scrum at </span><a href="https://scrumguides.org/" style="font-size: 11pt;"><span lang="EN-US"><span style="font-family: Verdana, sans-serif;">https://scrumguides.org/</span></span></a><br />
<span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 11.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;"></span><br />
<b style="font-family: Verdana, sans-serif;">Definition of Scrum</b><br />
<span style="font-family: Verdana, sans-serif;">Scrum is a framework within which people can address complex adaptive problems, while productively and creatively delivering products of the highest possible value.</span><br />
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<span style="font-family: Verdana, sans-serif;">Scrum is one of the techniques, that is applied in an agile working environment. According to the Agile Manifest, Scrum is most effective when;</span><br />
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<ul style="text-align: left;">
<li><span style="font-family: Verdana, sans-serif;">People and their mutual interaction are preferred above processes and tools;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Working results are preferred above comprehensive documentation;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Partnership with the client is preferred above contract negotiations;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Responding to change is preferred above following a plan.</span></li>
</ul>
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<span style="font-family: Verdana, sans-serif;">The Scrum framework consists of Scrum Teams and their associated roles, events and rules. Each component within the framework serves a specific purpose and is essential to Scrum’s success and usage.</span><br />
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<span style="font-family: Verdana, sans-serif;">The essence of Scrum is a small team of people. Preferably 7 and not more than 9. The team is self-organised, independent and not based on hierarchy. Team members have an equal say and participate on equality and their key expertise. The contribution of each team member is valued and decision making is based on consensus. Teams with more than 9 people require a lot of communication and are generally less productive. The team is highly flexible, diverse and people with different disciplines are included. It is important that the team members are complementary and not competitive, since each team member should be able to excel on their qualities and talents. The Product Owner is the key person who is responsible for developing the final product and who keeps close contact with the client. The Scrum Master is the one who facilitates the process of product development. He/ she leads the meetings and oversees the project. The other team members are the ‘Development Team’. These are the ones who work on the specific product elements in developing the final application.</span><br />
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<span style="font-family: Verdana, sans-serif;"><b>The Scrum – Process</b></span><br />
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<span style="font-family: Verdana, sans-serif;">The Scrum – Process is composed of several steps:</span><br />
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<span style="font-family: Verdana, sans-serif;"><b><i>Step 1: The product vision (product vision statement)</i></b></span><br />
<span style="font-family: Verdana, sans-serif;">Together with the client, the Product Owner, the development team develops a prototype of the product they want to produce. Key questions that will be asked in this process of development are: For who? Which unique problem will be solved? Which needs? Which are the critical elements?</span><br />
<span style="font-family: Verdana, sans-serif;">The product vision is flexible. It is a departure point for production and on the way of the process, the prototype can be adjusted, based on the lessons which are learned during the process. The Product Owner and the Client are the key actors who guard and monitor if the desirable product will meet the needs.</span><br />
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<span style="font-family: Verdana, sans-serif;"><b><i>Step 2: The product backlog</i></b></span><br />
<span style="font-family: Verdana, sans-serif;">The product backlog describes the characteristics of the product vision. It is the description of the visualization of the key elements of the product vision, that need to be produced and it defines the tasks to be done during the production process. Each element of the product backlog is placed on a white board and is structered by a KANBAN Framework. The KANBAN Framework describes 1. What has to be done and completed? 2. What is in process? 3. What is completed? The product backlog has been developed by consensus amongst the development team members and it is part of the ‘Definition of Done’. </span><br />
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<span style="font-family: Verdana, sans-serif;"><b><i>Step 3: The sprint, including the daily scrum meeting</i></b></span><br />
<span style="font-family: Verdana, sans-serif;">The sprint is the implementation part of the Scrum cycle. After the product vision and product backlog have been developed, the Product Owner and Development team set a sprint goal under the assistance of the Scrum Master. During the sprint a first prototype or main part of the envisioned product will be completed. A sprint takes optimally 2 weeks and maximum 4 weeks, since the team has to keep energy, commitment and focus. After the sprint goal has been formulated, a sprint backlog including specific targets and tasks will be formulated. The team will meet every day for a maximum of 15 minutes to monitor the progress of the implementation during the sprint. During each daily scrum meeting, the following key questions will be asked;</span><br />
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<ul style="text-align: left;">
<li><span style="font-family: Verdana, sans-serif;">What has been done yesterday?</span></li>
<li><span style="font-family: Verdana, sans-serif;">What will be done today?</span></li>
<li><span style="font-family: Verdana, sans-serif;">Which obstacles or hindrances have occurred, that need to be tackled and how do we do that?</span></li>
</ul>
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<span style="font-family: Verdana, sans-serif;">Each daily scrum meeting will be facilitated by the Scrum Master. It is preferred to do this meeting at a standing table, since it helps the group to be more energetic and involved during the meeting. </span><br />
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<span lang="EN-US" style="background: white; color: #333333; font-size: 10.5pt; line-height: 115%;"><span style="font-family: Verdana, sans-serif;"><i>Meeting at a standing
table makes Scrum meeting more effective</i></span><span style="font-family: Helvetica, sans-serif;"><o:p></o:p></span></span></div>
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<span style="font-family: Verdana, sans-serif;"><b>Sprint Review</b></span><br />
<span style="font-family: Verdana, sans-serif;">A Sprint Review is held at the end of each Sprint to inspect the produced prototype and adapt the Product Backlog if needed. During the Sprint Review, the Scrum Team and stakeholders collaborate about what was done in the sprint. This step mostly takes a maximum of 4 hours. The discussion is focused on the content of the production.</span><br />
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<span style="font-family: Verdana, sans-serif;"><b>Sprint Evaluation</b></span><br />
<span style="font-family: Verdana, sans-serif;">The Sprint Evaluation provides an opportunity for the Scrum Team to evaluate the process, the interaction amongst the team members and to create a plan for improvements during the next Sprint. This step takes at most 3 hours. The Scrum Master facilitates both the Sprint Review and the Sprint Evaluation. The Starfish method is a helpful tool to evaluate the process.</span><br />
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<a href="https://4.bp.blogspot.com/-HJP9tjGraOY/XC8tZyIQ4II/AAAAAAAAEB8/X8ZGi52WDaYabK8Zt7LggCPGRKPh4U6lgCLcBGAs/s1600/starfish_500.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1046" data-original-width="1301" height="257" src="https://4.bp.blogspot.com/-HJP9tjGraOY/XC8tZyIQ4II/AAAAAAAAEB8/X8ZGi52WDaYabK8Zt7LggCPGRKPh4U6lgCLcBGAs/s320/starfish_500.jpg" width="320" /></a></div>
<span style="font-family: Verdana, sans-serif;"><b>Step 4: Product improvement</b></span><br />
<span style="font-family: Verdana, sans-serif;">After the last sprint has taken place, the final product will be tested and reviewed by the client. Usually the client is involved in the whole process of Scrum, but a bigger group of customers and users will be involved to test the developed product on improvements. Feedback will be incorporated and the development team will finally make adjustments on the feedback collected from users in the pilot. </span><br />
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<span style="font-family: Verdana, sans-serif;"><b>Step 5: Final product</b></span><br />
<span style="font-family: Verdana, sans-serif;">After all the feedback has been incorporated, the final version of the product is ready and Scrum team members can focus on the development of a new product or service.</span><br />
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<span style="font-family: Verdana, sans-serif;"><b>The Scrum Master as facilitator</b></span><br />
<span style="font-family: Verdana, sans-serif;">The Scrum Master plays the role of facilitator. Some of his key roles consist of;</span><br />
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<ul style="text-align: left;">
<li><span style="font-family: Verdana, sans-serif;">Ensuring that goals, scope and product domain are understood by everyone on the Scrum Team as well as possible</span></li>
<li><span style="font-family: Verdana, sans-serif;">Understanding and practicing agility;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Checking if assumptions are valid for achieving the goals or need to be adjusted;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Facilitating Scrum events as requested or needed;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Coaching the Development Team in self-organization and cross-functionality;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Facilitate conflict resolution and resistance, when this occurs;</span></li>
<li><span style="font-family: Verdana, sans-serif;">Helping employees and stakeholders to understand the process and the product development and create ownership for the final product.</span></li>
</ul>
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<span style="font-family: Verdana, sans-serif;">It is crucial that the Scrum Master has facilitation skills and understand the principles of facilitation. Scrum is not just is method, it is a process that requires experience in group facilitation and understanding team dynamics.</span></div>
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<span style="font-family: Verdana, sans-serif;"><b>Scrum in the non-profit and NGO-sector</b></span></div>
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<span style="font-family: Verdana, sans-serif;">Scrum is not only applied in the technical and IT-sector. It is also very much applicable for complex projects in the non-profit sector. Especially projects that involve a large number of stakeholders and that regularly need to be adjusted or modified in a changing environment, Scrum is an excellent way for guiding projects. Scrum can be applied for social development projects, research, lobby and advocacy, development of monitoring, evaluation and learning systems of projects in a complex environment, social innovation and pilots.</span></div>
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<span style="font-family: Verdana, sans-serif;">Are you an organisation in the transition phase of making your organisation more agile and if you would like to conduct a pilot with Scrum and apply it in a non-profit setting or in a development context, you can contact me; Simon Koolwijk, e-mail. </span><span style="font-family: Calibri, sans-serif; font-size: 11pt; line-height: 115%;"> </span><span style="font-family: Verdana, sans-serif;"><span style="font-size: 11pt; line-height: 115%;"><span lang="EN-US"><a href="mailto:faccom@xs4all.nl">faccom@xs4all.nl</a></span></span> </span><span style="font-family: Verdana, sans-serif;"> I am an experienced facilitator in the non-profit and international development sector and am familiar with working in context in an agile working environment. </span></div>
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<span style="font-family: Verdana, sans-serif;">Read more background material about Scrum at </span><span lang="EN-US"><a href="https://scrumguides.org/"><span style="font-family: Verdana, sans-serif;">https://scrumguides.org/</span></a></span></div>
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-10280661825050490512018-12-31T02:39:00.001-08:002018-12-31T02:39:36.403-08:00Talent development and diversity as crucial factors for being successful in an agile environment<div dir="ltr" style="text-align: left;" trbidi="on">
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;">Within
organizations, the responsibility for talent development is increasingly
shifting from the HR department to managers. To date, the HR department had an
important task in the field of talent development. She focused on the
recruitment and development of talented people. These were often promising
highly educated young people. Due to shrinking HR departments, managers are
increasingly responsible for talent development. They are expected to take care
of the talent development of their employees themselves. The expectation is
that they not only focus on the high potentials, but that they also focus on
developing the talents of all their employees.</span><span style="font-family: "arial" , "helvetica" , sans-serif;"><o:p></o:p></span></span></div>
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<a href="https://4.bp.blogspot.com/-C2NcsgqcbGQ/XCnvSlB4jFI/AAAAAAAAEBI/BEcNupEpLZceRZl0XFtpI8YezNXA7Ma4wCLcBGAs/s1600/Foto%2Bworkshop%2Btalent%2Bgeassembleerd.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="984" data-original-width="1200" height="262" src="https://4.bp.blogspot.com/-C2NcsgqcbGQ/XCnvSlB4jFI/AAAAAAAAEBI/BEcNupEpLZceRZl0XFtpI8YezNXA7Ma4wCLcBGAs/s320/Foto%2Bworkshop%2Btalent%2Bgeassembleerd.jpg" width="320" /></a></div>
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span style="font-family: "verdana" , sans-serif;">Recently,
I conducted a workshop on talent and diversity for a big enginering company, on
how talent and diversity can be promoted and further developed in
multi-displinary teams in an agile working environment. During the workshop
each participant defined their talents and also received feedback, where
colleagues observed hidden talents. Finally talents were linked with job
functions and on how conditions can be created to further strengthen and
develop these talents of each individual, so that it finally will benefit the
department and the organisation.</span></span><br />
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span style="font-family: "verdana" , sans-serif;"><br /></span></span>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;"><b>What is a
talent?</b><o:p></o:p></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">A natural
ability to excel at a duty or action<o:p></o:p></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">Knowledge
and skills can be learned, but talent is enduring<o:p></o:p></span></span></div>
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;">
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span style="font-family: "verdana" , sans-serif;">Watch the movie;
What is talent? </span></span><span lang="EN-US" style="font-family: "calibri" , "sans-serif"; font-size: 11.0pt; line-height: 115%;"> </span></span><br />
<div class="separator" style="clear: both; text-align: center;">
<iframe allowfullscreen="" class="YOUTUBE-iframe-video" data-thumbnail-src="https://i.ytimg.com/vi/8T9gJoN196k/0.jpg" frameborder="0" height="266" src="https://www.youtube.com/embed/8T9gJoN196k?feature=player_embedded" width="320"></iframe></div>
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span lang="EN-US" style="font-size: 11pt; line-height: 115%;"></span></span><br />
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;">According
to <a href="https://loopbaanregisseur.nl/wat-zijn-talenten-sterkten-en-zwakten/">the
’Loopbaanregisseur’</a>, there are 4 types of people, having particular kind of
talents<o:p></o:p></span></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;"><b>The
Efficient.</b><b> </b> Talents: steering,
result-oriented, sometimes somewhat dominant, broad lines, overview. Suitable jobs: manager, project manager,
director, own entrepreneur. <o:p></o:p></span></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;"><b>The
Cordial.</b> Talents: people human, warm, humorous, helpful, curious. Suitable jobs:
service, consultant, teacher. <o:p></o:p></span></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: "verdana" , sans-serif;"><b>The Feeler.</b>
Talents: feeling different people, creative, polite in dealing. Suitable jobs:
jobs in care and in care, creative jobs, artist. <o:p></o:p></span></span></div>
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<span lang="EN-US"><span style="font-family: "verdana" , sans-serif;"><b>The
Thinker.</b> Talents: analyzing, questioning, objective research, science. Suitable
jobs: financial jobs, policy officer, scientist, pharmaceutical jobs.</span><span style="font-family: "calibri" , sans-serif;"><o:p></o:p></span></span></div>
<br />
<br />
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span style="font-family: "verdana" , sans-serif;">Talent
and diversity are very much linked to each other. Diversity means, that you
have to see and appreciate each person's background and talent. It means that
you have to invest time to understand the background and motivation of this
person. There is a very interesting TedTalk from Regina Hartley, why the best
hire, might not have the best resume. Hardships, overcoming difficulties,
etc.... The most worse circumstances can create the biggest growth. </span></span><span lang="EN-US" style="font-family: "calibri" , "sans-serif"; font-size: 11.0pt; line-height: 115%;"> </span></span></span><br />
<span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span lang="EN-US" style="font-size: 11pt; line-height: 115%;"><span lang="EN-US" style="font-family: "calibri" , "sans-serif"; font-size: 11.0pt; line-height: 115%;"><br /></span></span></span>
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<div style="height: 0; padding-bottom: 56.25%; position: relative;">
<iframe allowfullscreen="" frameborder="0" height="480" scrolling="no" src="https://embed.ted.com/talks/regina_hartley_why_the_best_hire_might_not_have_the_perfect_resume" style="height: 100%; left: 0; position: absolute; top: 0; width: 100%;" width="854"></iframe></div>
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<span style="font-family: Verdana, sans-serif;"><b>What is diversity? </b></span><br />
<span style="font-family: Verdana, sans-serif;">Overarching understanding of all possible differences that may exist between people, for example in terms of sex, philosophy of life, morality, ethnicity, age, education, orientation, mental and physical abilities. Diversity can only work when the working environment in inclusive. </span><br />
<span style="font-family: Verdana, sans-serif;"><b>What is inclusion? </b></span><br />
<span style="font-family: Verdana, sans-serif;">Inclusion means the inclusion of disadvantaged groups on the basis of equal rights and obligations. The working environment in inclusive, when everybody feels welcome and safe to operate.
</span><br />
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: Verdana, sans-serif;"><b>Why focus
on talent and diversity in an agile environment?</b><o:p></o:p></span></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: Verdana, sans-serif;">In today’s
world organisations have to be flexible and adapt to fast changing demands in
the market. Therefore,<span style="mso-spacerun: yes;"> </span>a group of
talented people from multi-disciplinary backgrounds are needed to respond to
fast changing needs. According to <a href="https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters">the
report of Mac Kinsey ‘Diversity Matters’</a> is has been shown by research that
companies who invest in talent and diversity are average better performing,
then organisations who do not invest on these domains. <o:p></o:p></span></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><span style="font-family: Verdana, sans-serif;">Therefore,<span style="mso-spacerun: yes;"> </span>talent and diversity should be considered as
strength and opportunity, not as a problem and threat. To implement a strategy
that highlights talent and diversity it, requires; <o:p></o:p></span></span></div>
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<ul style="text-align: left;">
<li><span style="font-family: Verdana, sans-serif;">commitment
from the top</span></li>
<li><span style="font-family: Verdana, sans-serif;">bold and
open leadership</span></li>
<li><span style="font-family: Verdana, sans-serif;">intercultural
competences of management and executive staff</span></li>
<li><span style="font-family: Verdana, sans-serif;">creating
awareness and work on behavior change, test assumptions about diversity and
overcome prejudices</span></li>
<li><span style="font-family: Verdana, sans-serif;">zero
tolerance for discrimination and bullying behavior</span></li>
<li><span style="font-family: Verdana, sans-serif;">attention
to power relations in the organization</span></li>
<li><span style="font-family: Verdana, sans-serif;">organizing
resilience and empowerment, individually and collectively</span></li>
<li><span style="font-family: Verdana, sans-serif;">promotion
of role models</span></li>
<li><span style="font-family: Verdana, sans-serif;">the use of
confidential advisors and mentorship</span></li>
<li><span style="font-family: Verdana, sans-serif;">monitoring
and maintaining claims</span></li>
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<span style="font-family: Verdana, sans-serif;"><b>Interest in
a workshop talent development or diversity?</b></span></div>
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<span style="font-family: Verdana, sans-serif;"><span lang="EN-US" style="mso-ansi-language: EN-US;">If you have
more questions about a workshop on talent development or initiating a strategy
of diversity and inclusion in your organisation, you can contact<span style="mso-spacerun: yes;"> </span>Simon Koolwijk, e-mail.<span style="mso-spacerun: yes;"> </span></span>faccom@xs4all.nl<span style="mso-spacerun: yes;"> </span></span><o:p></o:p></div>
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-23329209272365312052018-12-11T06:54:00.000-08:002019-01-11T03:12:22.971-08:00Win – Win of diversity – Make the workplace more inclusive and utilize the talents of people<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="font-family: "verdana" , sans-serif;">In December 2018, <a href="https://www.linkedin.com/in/saskia-ivens-52038a/">Saskia Ivens</a> and <a href="https://www.facili.nl/">I (Simon Koolwijk)</a> conducted a workshop about the win-win of diversity and inclusion at the workplace by applying <a href="https://www.facili.nl/training-and-consultancy-facilitating-participatory-video.php">participatory video</a>. The workshop organised by Agile on the Fly, at Capgemini, discussed the challenges and opportunities of agile working at an agile work place. Participants did some creative video interviews during our workshop, which gained some useful insight about the challenges, opportunities and way forward on how to work on diversity and inclusion.</span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>Challenges:</b> Tight deadlines and high performance demands and limited time make it for many companies with an agile workplace a challenge to get to know each other and understand each other’s differences. Understanding each other with having different ethnic and cultural backgrounds, different mother tongues, different terminologies and different perceptions make it a great challenge on how to transfer consumer demands into a service or product in a diverse team. </span><br />
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<span style="font-family: "verdana" , sans-serif;">Another challenge is that many companies have selective recruitment procedures, which are not conducive for a diverse and inclusive workplace. Because of prejudices and misconceptions, a lot of talented people are not recruited and opportunities are missed to attract talented people at the workplace. For the companies, who belief they already did a job in recruiting people with a different background, inclusion is still at a lot of workplaces an issue. Some people feel isolated or do not feel safe to talk about their background or difference.</span><br />
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<a href="https://4.bp.blogspot.com/-7vLwh6qbEoo/XDhzTm4artI/AAAAAAAAECs/hNqsgqQWKcIXmfPRtzdlsklSDAhbLzfOwCLcBGAs/s1600/collage%2Bdiversiteit.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1200" data-original-width="876" height="320" src="https://4.bp.blogspot.com/-7vLwh6qbEoo/XDhzTm4artI/AAAAAAAAECs/hNqsgqQWKcIXmfPRtzdlsklSDAhbLzfOwCLcBGAs/s320/collage%2Bdiversiteit.jpg" width="233" /></a></div>
<span style="font-family: "verdana" , sans-serif;"> <i>Poster image of the short film: <a href="https://vimeo.com/294301580">Unleash prejudices</a></i></span><br />
<span style="font-family: "verdana" , sans-serif;"><b>Opportunities:</b> Having a diverse workforce stimulates innovation. By having people with different experiences, abilities and backgrounds more perspectives and new insights are taken into consideration, when working in a team. Diversity creates a win-win situation at an agile workplace and maximizes the talents of people. Differences in age, being a parent or not, nationality, language, ethnic background, gender, religion, sexual orientation, talent, education, socio-economic background can bring in different perspectives which can be crucial in product or service development.</span><br />
<b style="font-family: verdana, sans-serif;">The way forward:</b><span style="font-family: "verdana" , sans-serif;"> Diversity will be maximized by listening more to each other, respecting each other’s opinions and getting a broader perspective on a topic so that performance will be increased. By listening to each other people will become more aware of values and ideas, which they were not aware before. This will help to make the workplace more inclusive and people will feel more appreciated for their talents and will feel safe and recognized. </span><br />
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<span style="font-family: "verdana" , sans-serif;"><b>What is workplace diversity?</b></span><br />
<span style="font-family: "verdana" , sans-serif;">Workplace diversity is understanding, accepting, and valuing differences between people including those:</span><br />
<ul style="text-align: left;">
<li><span style="font-family: "verdana" , sans-serif;">of different races, ethnicities, genders, ages, religions, disabilities, and sexual orientations</span></li>
<li><span style="font-family: "verdana" , sans-serif;">with differences in education, personalities, skill sets, experiences, and knowledge bases</span></li>
</ul>
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<span style="font-family: "verdana" , sans-serif;"><i> The iceberg visualizing the visible and invisible differences</i></span></div>
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<span style="font-family: "verdana" , sans-serif;"><b>What is inclusion?</b></span></div>
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<span style="font-family: "verdana" , sans-serif;"><a href="https://ideal.com/diversity-and-inclusion/">Inclusion</a> is a collaborative, supportive, and respectful environment that increases the participation and contribution of all employees.</span></div>
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<b>What is diversity and inclusion?</b></div>
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<a href="https://ideal.com/diversity-and-inclusion/">Diversity and inclusion</a> is a company’s mission, strategies, and practices to support a diverse workplace and leverage the effects of diversity to achieve a competitive business advantage.</div>
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<b>Why diversity and inclusion matters?</b></div>
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New research makes it increasingly clear that companies with more diverse workforces perform better financially.</div>
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McKinsey has been examining diversity in the workplace for several years. In <a href="https://www.mckinsey.com/business-functions/organization/our-insights/why-diversity-matters">McKinsey’s latest report, Diversity Matters</a>, examined proprietary data sets for 366 public companies across a range of industries in Canada, Latin America, the United Kingdom, and the United States. In this research, McKinsey looked at metrics such as financial results and the composition of top management and boards.1 The findings were clear:</div>
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<ul style="text-align: left;">
<li>Companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians.</li>
<li>Companies in the top quartile for gender diversity are 15 percent more likely to have financial returns above their respective national industry medians.</li>
<li>Companies in the bottom quartile both for gender and for ethnicity and race are statistically less likely to achieve above-average financial returns than the average companies in the data set (that is, bottom-quartile companies are lagging rather than merely not leading).</li>
</ul>
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<b>Diversity and inclusion best practices</b></div>
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<a href="https://ideal.com/diversity-and-inclusion/">A survey of 330 HR executives by Professor Roberson</a> found that diversity and inclusion best practices include:</div>
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<ul style="text-align: left;">
<li>fair treatment</li>
<li>equal access to opportunity</li>
<li>teamwork and collaboration</li>
<li>a focus on innovation and creativity</li>
<li>organizational flexibility, responsiveness, and agility</li>
<li>conflict resolution processes that are collaborative</li>
<li>evidence of leadership’s commitment to diversity (e.g., appointing a Chief Diversity / Equality Officer)</li>
<li>representation of diversity at all levels of the organization</li>
<li>representation of diversity among internal and external stakeholders</li>
<li>diversity education and training</li>
</ul>
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<b>What is required to have more diversity and become more inclusive?</b></div>
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According to a publication of SYP Partners there are 8 conditions, which are required to make diversity more inclusive and successful;</div>
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Establish a sense of belonging for everyone;</div>
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<ol style="text-align: left;">
<li>Empathetic leadership is key;</li>
<li>A top-down approach isn’t enough;</li>
<li>Quota’s don’t automate inclusion;</li>
<li>Inclusion is ongoing, not one-off training will make the change;</li>
<li>Maximize joy and connection, minimize fear;</li>
<li>Create a culture where everyone can contribute and feels rewarded, recognized and accepted;</li>
<li>Consider your brand - What is happening in your company should be reflected in your product or service.</li>
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<b>Gender and diversity audit</b></div>
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<b><i>What is a gender & diversity audit?</i></b></div>
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<ul style="text-align: left;">
<li>A gender & diversity audit looks into the extent to which gender and diversity are addressed within an organisation (policies, its work, organisational culture and organisational structures and proceedings including decision-making processes).</li>
<li>Usually much attention is paid to creating a pleasant environment in which diverse staff self-assess their organisation. </li>
</ul>
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<b>Benefits of a gender & diversity audit</b></div>
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<ul style="text-align: left;">
<li>Establishes a baseline on the extent to which staff (diverse staff) feel involved, respected and connected</li>
<li>Establishes a baseline on the extent to which the richness of ideas, backgrounds and perspectives are harnessed to create business value</li>
<li>Identifies good practices and challenges</li>
<li>Identifies opportunities for the organisation</li>
</ul>
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The gender and diversity audit is composed of several steps, where commitment from the top, the management and a diversity & inclusion working group is established step by step. Hereafter research and dialogue is facilitated by the Gender & Diversity experts. Finally an action plan with monitoring moments is established for implementing Diversity & Inclusion change in the organisation. Various research and dialogue tools are applied in the process.</div>
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<b>Interest in a Gender & Diversity audit?</b></div>
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If you have more questions on how to prepare and conduct a gender and diversity audit in your organisation and the costs, you can contact Saskia Ivens, e-mail. saskia_ivens@yahoo.com , e-mail Christine Verheijden christineverheijden@gmail.com or Simon Koolwijk, e-mail. faccom@xs4all.nl </div>
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-29214479964091653572016-12-18T01:30:00.001-08:002016-12-23T02:24:57.722-08:00Facilitating video storytelling<div dir="ltr" style="text-align: left;" trbidi="on">
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<i><span lang="EN-US">"Seeing our group of HIV/Aids-infected people
for 5 minutes on video as long as our Mayor on video, gave us the feeling that
we are recognized and seen in our community.”
A women’s leader in a community in Ethiopia expressed this feeling at a
community dialogue, where self-developed video stories were shared amongst
stakeholders in Ethiopia, when they discussed about the changes, that had taken
place in the health sector. “Seeing
ourselves on video, shows how our behavior and attitude has changed in a
positive way on how we deal with challenges in the health sector. It strengthens
our commitment to continue this process of dialogue amongst the service
providers and service users”<o:p></o:p></span></i></div>
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<span lang="EN-US">This story
is an example on how video storytelling can make a difference in participatory
processes. Video storytelling is a method, where people who have a common topic
of interest, work together to develop a film. The
participants are the directors of the film. The purpose is to help to improve
the communication amongst stakeholders, where connections and visibility make
the difference in the dialogue. The process of filmmaking is as important as
producing the final film itself. The presence of the video camera enables
participants to talk to people, which they would not meet if they would not
make a movie. The method initiates bridge building to key stakeholders at the
border of the system. For example, video
storytelling enabled youngsters in a Moldovan rural community to have a meeting
with the Mayor, so that they could make him aware on the presence of their
youth club. It was the first step to get youth issues on the agenda of the
municipality.<o:p></o:p></span></div>
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<b><span lang="EN-US">Storytelling and the role of the facilitator<o:p></o:p></span></b></div>
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<span lang="EN-US">People love
to tell and share stories. To transfer this into a film helps them to build and
develop their creativity, social capacities to relate and to connect. It is fun
to do! The film gives the group a platform to expose their stories to a wider
audience and it is an effective tool to build people’s exposure and confidence. The role of the facilitator is to enable
participants to get a deeper understanding about the issues, they would like to
address to a broader audience. In my career I have been most involved in
projects that were related to social development such as health care,
education, economic development, water & sanitation and youth development. The presence of a self-made film by the group
made a significant difference in the dialogue.<o:p></o:p></span></div>
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<a href="https://3.bp.blogspot.com/-7MD9vXJe-Z8/WFZWiShSkqI/AAAAAAAACeE/2XvoJW0Os88IpY9GjC8nwDSAHbshnx31wCLcB/s1600/Simon%2Binstrueert.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="175" src="https://3.bp.blogspot.com/-7MD9vXJe-Z8/WFZWiShSkqI/AAAAAAAACeE/2XvoJW0Os88IpY9GjC8nwDSAHbshnx31wCLcB/s320/Simon%2Binstrueert.jpg" width="320" /></a></div>
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<span lang="EN-US">The process
starts by composing the group, that will make the film. Their first step is to share stories,
followed by questions they further would like to explore and discuss with wider
audiences. A good video story has clear goals and a well-elaborated
script. By some simple exercises
the participants learn some basic camera
techniques on how to optimize sound, light and shoot the best frames. The
facilitator plays a coaching role during these exercises, enabling participants to give each other
feedback. In the 2<sup>nd</sup> stage
the participants capture the video images, with which they would like to tell
their story. This can be done by doing
interviews with a number of stakeholders or through role plays or acting as
they do in real movies. After capturing, the facilitator helps the group with editing
the video, collecting feedback on the first draft and finalizing the video.
Eventually the group presents the video with key stakeholders for discussion
aiming to deepen understanding and catalyze change.<o:p></o:p></span></div>
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<b><span lang="EN-US">Video storytelling at the EMENA Conference<o:p></o:p></span></b></div>
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<span lang="EN-US">Generally,
the process takes 3 – 5 days, if the group wants to make a film, where they
shoot at different locations with stakeholders, who are not part of the video
storytelling team. It takes time to
learn how to manage the camera, learn about video editing and to spot the
locations to do the shooting and get appointments with the stakeholders. At the EMENA Conference having the theme
‘Facilitative Leadership’, we managed to shoot the film in 3 hours with a group
of 10 participants. During the stage of exchanging stories, it became apparent
that the transformational role of the client in the facilitative process was
not visible at the Conference.
(Potential) clients were not present at this conference to tell and
share their part of the story. Therefore, an initial group of 4 people decided
to write a script about ‘The development of a facilitative approach, that
helped the client to transform’. During the break 6 additional participants
were casted as actor for the film. One
participant, who already had experience in shooting managed to shoot the story
with the facilitator as a second camera man.
<i>‘The process of developing the
story jointly and doing the acting and shooting together was fun!’</i> , expressed one of the participants.<i> ‘Within a short time we became like an
united group’.</i> It took the
facilitator 10 hours to review and edit all the footage with the help of the
core team of 4 participants, who wrote the script. The next day, at the final plenary of the
Conference, the 10-minute film was screened to the whole Conference group. The film triggered a lot of laughter and
recognition. ‘<i>This story shows the essence on how change can take place with our
clients through the participatory approach’</i>, expressed one of the
participants. Another, ‘<i>The boss in this
film made me remind of my former boss. It felt as real’. ‘It is amazing to see,
that it is possible to create a visible story that shows the
transformation. It is not always easy to
explain the change a client can expect, when we start with a facilitation
intervention with an organisation’</i>, said another participant<i>. ‘I would love this video to show to potential
clients’</i>. Read the article in the </span><a href="https://www.iaf-world.org/site/global-flipchart/6/video-storytelling">IAF
Newsletter</a></div>
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<b><span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;">Video storytelling covers various
purposes</span></b><span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;"><o:p></o:p></span></div>
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<span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;">Video storytelling is an empowering tool for learning
and having dialogue on issues, where
bridge building and visualization can make all the difference.
Video storytelling captures life stories
of people, it is fun and supports the capacity development and learning process
of stakeholders and it is an excellent mean in further disseminating life
stories to other platforms for communication purposes. It will be up to the group to decide if they
would like to show their story as a non-fictional or fictional story, having a
clear purpose for further discussion. A video story intervention provides
a new and different perspective in facilitating dialogue!<o:p></o:p></span></div>
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<span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;">Simon Koolwijk<o:p></o:p></span></div>
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<span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;">Facilitator and expert participatory video<o:p></o:p></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<a href="http://www.facili.nl/"><span lang="EN-US" style="font-family: "calibri" , "sans-serif"; font-size: 11.0pt;">http://www.facili.nl/</span></a><span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;"> <o:p></o:p></span></div>
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<i><span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;">* For more information about training
opportunities in video making and facilitating video storytelling consult <span class="apple-converted-space"> </span></span></i><i><span style="font-family: "calibri" , sans-serif; font-size: 11pt;"><span lang="EN-US"><a href="http://www.facili.nl/agenda.php">Trainingcourses storytelling byvideo</a></span></span></i><span lang="EN-US" style="font-family: "calibri" , sans-serif; font-size: 11pt;"><o:p></o:p></span></div>
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-38580474359980385672016-07-06T04:28:00.000-07:002016-07-06T04:28:45.381-07:00Why is something working? Or not working? Qualitative Comparative Analysis as an evaluation tool provides some useful insights in the combination of factors<div dir="ltr" style="text-align: left;" trbidi="on">
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<i><span lang="EN-US">How to explain why certain media products
(television, radio, printed media, internet, social media) trigger an answer
from powerful actors, and why do others not?</span></i><span lang="EN-US"> This was the key question </span><a href="https://www.universiteitleiden.nl/medewerkers/valerie-pattyn"><span lang="EN-US">Valérie Pattyn</span></a><span lang="EN-US"> , University Professor at the
University of Leiden applied, when she conducted a Qualitative Evaluation for
the Hivos Media Program in Kenya and Tanzania. The goal of this program was to
increase the accountability of the government and the powerful actors. The assumption behind the intervention logic
was that, if you strengthen investigative journalism, the accountability will
be increased. The program intervention was focused at financing critical
investigative journalism and providing mentoring programs by coaching and
learning by doing to journalists in Kenya and Tanzania. <o:p></o:p></span></div>
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<i><span lang="EN-US">Valérie Pattyn<o:p></o:p></span></i></div>
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<span lang="EN-US"> Which factors have an influencing role on the
outcomes of the program and which others don’t? Valérie Pattyn applied for her
research, the Qualitative Comparative Analysis (QCA). </span><a href="https://www.pamoja.uk.com/blog/post/145/To-apply-QCA-or-not-Lessons-from-three-case-studies"><span lang="EN-US">QCA is a social science research
method</span></a><span lang="EN-US"> that applies
a systematic comparison to case studies. QCA helps to explore why some
interventions were successful in achieving a particular outcome while others
were not. The evaluation was focused at
generating qualitative information and not at quantitative information, since
the intention was to generate explanations why something worked or not
worked. Valérie’s presentation was held
and organized </span><a href="http://www.rutgers.nl/"><span lang="EN-US">by Rutgers</span></a><span lang="EN-US"> (knowledge centre for sexuality) in
partnership with the </span><a href="http://www.nedworc.org/"><span lang="EN-US">Learning Community Evaluation</span><span lang="EN-GB"> of Nedworc</span></a><span lang="EN-US">.
The meeting was visited by M & E officers from the Strategic
Partnership Partners - Dialogue and
Dissent and monitoring & evaluation experts from Nedworc. <o:p></o:p></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://4.bp.blogspot.com/-NtjyE5zGcEs/V3zqYCqhQ4I/AAAAAAAACX4/w5iayt9YL7snhHpsfydOhjUzBiB-rV_oQCLcB/s1600/foto4%2Baudience1.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="179" src="https://4.bp.blogspot.com/-NtjyE5zGcEs/V3zqYCqhQ4I/AAAAAAAACX4/w5iayt9YL7snhHpsfydOhjUzBiB-rV_oQCLcB/s320/foto4%2Baudience1.JPG" width="320" /></a></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><span lang="EN-US">visitors<o:p></o:p></span></i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="MsoNormal">
<b><span lang="EN-US">Comparing successful versus unsuccessful cases
and data collection<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">The set-up
of the evaluation process consisted of 4 steps;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US">1.<span style="font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">Design
of the evaluation;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US">2.<span style="font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">Data
collection;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US">3.<span style="font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">Data
analysis<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l1 level1 lfo1; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US">4.<span style="font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">Interpretation
of the findings<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">In the
design stage a number of successful and unsuccessful cases were selected by the
multi-disciplinary evaluation team. The condition for selection was to select
cases, which had not been influenced by extraordinary contextual factors. So
the case studies needed to be comparable, knowing that the conditions in which
the media products were applied were similar.
In this case it was decided to do a separate analysis of both the Kenya
and the Tanzania case studies, since the political context, educational and
media environment in both countries were significant different. Conditions under QCA means, which media
products do generate respons from citizens and under which conditions do media
products not generate respons. With QCA
you can investigate (combination of) conditions (factors) which are necessary
and/ or sufficient to accomplish desirable outcomes.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">This stage
was followed by a regional workshop, where during a systematic discussion
stakeholders had the opportunity to give constructive input on the conditions
that were proposed by the evaluation team. Usually in this stage a shortlist is
made between the 3 – 6 conditions, that need to be evaluated. In this stage, it
was decided to link conditions to the journalist and the media product.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-GcQSqAf7kKU/V3zqdED8clI/AAAAAAAACX8/UzZV7HF_Et8CPhvJf7n3E3A_PPcvci9VgCLcB/s1600/conditions2.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="162" src="https://1.bp.blogspot.com/-GcQSqAf7kKU/V3zqdED8clI/AAAAAAAACX8/UzZV7HF_Et8CPhvJf7n3E3A_PPcvci9VgCLcB/s320/conditions2.jpg" width="320" /></a></div>
<div class="MsoNormal">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><span lang="EN-US">Conditions linked to
the media product<o:p></o:p></span></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">The data
collection was done by an extensive survey and some complementary interviews to
collect additional narrative information. Some of the interviews were done
anonymously since some of the informants wanted to keep their confidentiality. One part
of the data collection was to calibrate the data by coding them between 0 and
1. <o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://2.bp.blogspot.com/-X6Z4OrNkkpg/V3zqkkirWDI/AAAAAAAACYA/ltr3FyHjRzMMIwWGPTklxjD9ZfF5fYHaACLcB/s1600/kalibreren.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="106" src="https://2.bp.blogspot.com/-X6Z4OrNkkpg/V3zqkkirWDI/AAAAAAAACYA/ltr3FyHjRzMMIwWGPTklxjD9ZfF5fYHaACLcB/s320/kalibreren.jpg" width="320" /></a></div>
<div class="MsoNormal">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><span lang="EN-US">Example Salience of a
media item<o:p></o:p></span></i></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span lang="EN-US">Identifying combination of factors that lead to
success<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">During the
data-analysis phase the evaluation team identified the combination of conditions,
that were sufficient for the outcome of the project (actor response) and the
conditions that were necessary for the actor response.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">During this
phase specific software was used to transfer all the collected data in the ‘Truth Table’. This was done by coding the data from the
case studies into a 0 or a 1, based on
the conditions that were calibrated in the data collection phase.<o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://3.bp.blogspot.com/-HG_vaEf1aWM/V3zqw3D5JWI/AAAAAAAACYE/WMqT-V_EU7MeV7-AyBadRT-Cd19Imao4gCLcB/s1600/truth%2Btable.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="145" src="https://3.bp.blogspot.com/-HG_vaEf1aWM/V3zqw3D5JWI/AAAAAAAACYE/WMqT-V_EU7MeV7-AyBadRT-Cd19Imao4gCLcB/s320/truth%2Btable.jpg" width="320" /></a></div>
<div class="MsoNormal">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<i><span lang="EN-US">truth table<o:p></o:p></span></i></div>
<div class="MsoNormal">
<span lang="EN-US">Paths that
both generate success in one case study and failure in another case study, are
eliminated in this phase. These are called the the contradictory paths.
Finally, based on the processing of the data, the research identified 7 paths
of combinations of factors that led to a high response of citizens.<o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://3.bp.blogspot.com/-3lF_G-Ps0dY/V3zq4gILWpI/AAAAAAAACYM/AOGFDBRwimMZ2VfbsBRMFvrLr0UmIylFwCLcB/s1600/paths%2Bof%2Bfactors.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="142" src="https://3.bp.blogspot.com/-3lF_G-Ps0dY/V3zq4gILWpI/AAAAAAAACYM/AOGFDBRwimMZ2VfbsBRMFvrLr0UmIylFwCLcB/s320/paths%2Bof%2Bfactors.jpg" width="320" /></a></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">The QCA
intervention was finalized with the phase of interpretation of the paths, that
led to success. This is the stage were meaning was given to the different
paths. It is the stage were interaction with the stakeholders is required to
identify and explain the causalities between the different factors that led to
success.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">For
example, in this evaluation it was found that the Journalistic experience
(seniority) played a major role in the
ABSENCE of actor response. This finding
generated a lot of questions that needed further discussion and analysis. Is “Experience not equal to journalistic
talent” or do “experienced journalists” feel themselves to mature to be
influenced by mentor advice offered by the program’? So this is the final stage where underlying
meaning is generated by discussion, involving the stakeholders. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span lang="EN-US">Challenges and lessons<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Based on
the experience gained from this research in Kenya and Tanzania, the team
encountered the following challenges and obtained the following lessons;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "symbol"; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">The
data collection was a tremendous and a challenging job. The difference in quality of data, absence of essential data and the translation
of the huge amount of data to summarized data provided the evaluation team a
lot of work. The objectivity of data was also a dilemma. Some factors, such as education level or
geographical outreach, were not 100 % objective. Also the heterogeneity of the
case studies, made it a challenge to find common criteria for calibration.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "symbol"; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">QCA
demands more than a regular evaluation process. It requires a lot of systematic
and thorough work. The method has a
danger, that if the evaluation is not well prepared stakeholders will get
participation fatigue. Therefore, it is recommended that this evaluation is
combined with other methods such a </span><a href="http://polisci.berkeley.edu/sites/default/files/people/u3827/Understanding%20Process%20Tracing.pdf"><span lang="EN-US">process tracing of typical cases
studies</span></a><span lang="EN-US">. Two weeks,
which is the timetable for most external evaluation interventions is too short
for conducting the QCA. The method
requires a wider time span and enough financial resources for the
implementation, especially for the design and data collection phase. For this evaluation the time span for
completing the research took twelve months.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "symbol"; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">QCA
can be applied with a limited number of cases studies, however you still need
to select qualifiable cases studies from a medium sized project. So in this research from the 200 case
studies, 60 were selected for further
research. <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "symbol"; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">QCA
is a method which is still under development and in an experimental phase. The
number of cases where QCA has been applied are still limited and therefore,
best practices are needed to get a better idea where the method can have most
benefit and potential.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "symbol"; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">For
the donor, the results were still puzzling. What to do with the
pattern-findings? More time had to be allocated for the joint-sense making
after the analysis.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "symbol"; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal;">
</span></span><!--[endif]--><span lang="EN-US">It
is difficult to have people to talk about cases that are negative; There were
the outcome is absent, it is essential for this method that data is found why
something did not work.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://3.bp.blogspot.com/-nEHVE---OsI/V3zrFYwcuTI/AAAAAAAACYQ/v2qBBHKjP7oy2O9Jm9ILvkRaB6CDf0hxACLcB/s1600/foto12%2BRob%2Bvan%2BPoelje.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="179" src="https://3.bp.blogspot.com/-nEHVE---OsI/V3zrFYwcuTI/AAAAAAAACYQ/v2qBBHKjP7oy2O9Jm9ILvkRaB6CDf0hxACLcB/s320/foto12%2BRob%2Bvan%2BPoelje.JPG" width="320" /></a></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span lang="EN-US">Added value and the potential of QCA<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Although
QCA is a method in development, it has some great potential for further
application. The method generates causalities in programs which take place in a
complex environment. The method helps to explain why certain combinations of factors
work and why they not work. This generates a great potential for learning and
evaluation. The QCA is based on
evaluating existing programs by comparing cases, that have been generated by
the specific intervention. The method is accessible and transparent. You can
consult and download the procedures and software at the website of COMPASSS. </span><a href="http://www.compasss.org/"><span lang="EN-US">http://www.compasss.org/</span></a><span lang="EN-US"> .
Another interesting publication you can read is an evaluation about
violence against women and girls, where a combination of QCA and process
tracing was used. This evaluation implemented by DFID won at the EES Conference
the best poster award. </span><a href="http://r4d.dfid.gov.uk/pdf/outputs/misc_gov/61259-Raab_Stuppert_Report_VAWG_Evaluations_Review_DFID_20140626.pdf"><span lang="EN-US">>>>> Read report</span></a><span lang="EN-US">.
The instructions manual for conducting a QCA is available
>>>> </span><a href="http://eba.se/wp-content/uploads/2016/07/QCA_BarbaraBefani-201605.pdf"><span lang="EN-US">Handout QCA</span></a><span lang="EN-US">.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">View
impressions of the meeting </span><span lang="EN-US"><a href="https://animoto.com/play/hS1LfK3nxCPoRp982AXR3w">‘Qualitative Comparative Analysis’ – Utrecht 28<sup>th</sup>
June, 2016’</a></span><span lang="EN-US"> <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<i><span lang="EN-US">Simon Koolwijk<o:p></o:p></span></i></div>
<div class="MsoNormal">
<i><span lang="EN-US">Expert participatory video<o:p></o:p></span></i></div>
<br />
<div class="MsoNormal">
<i><span lang="EN-US">July, 2016<o:p></o:p></span></i></div>
<div class="MsoNormal">
<i><span lang="EN-US">e-mail. faccom@xs4all.nl </span></i></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-6777150383188316982016-06-27T02:36:00.000-07:002017-05-10T00:28:19.924-07:00What initiated change? Participatory videos provide a rich part of the story!<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
<i><span lang="EN-US">‘Citizens are not afraid anymore to demand for
their entitlements! Health service providers do listen better to the demands of
their patients. The quality of the health care has significantly improved last
year. The treatments have improved, people started to talk positively about the
service in the clinic, service providers keep their time schedules, the
ambulance service is 24 hours available, hygiene practices have improved and
the clinic is clean.’<o:p></o:p></span></i></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">This is one
of the change stories, which was shared by citizens, service providers and
government officials who participated in a participatory video intervention
facilitated by Redeem The Generation (RTG), a local civil society organization
who supports social accountability processes in various municipalities in
Ethiopia. For the whole story consult
video: </span><a href="https://youtu.be/UCWxuFr3fLE"><span lang="EN-US">Behavioral change and service improvements on health care in Matehare,
Ethiopia</span></a><span lang="EN-US">.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
</div>
<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/UCWxuFr3fLE" width="560"></iframe>
<br />
<div class="MsoNormal">
<span lang="EN-US"><b>Social
Accountability</b><o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">Social
Accountability is a process where citizens have the right to hold the service
providers accountable for the services they provide and together they explore
where service deficiencies need to be improved. It is a structured process where
citizens take the opportunity to provide feedback to the service providers. The
role of the government is to provide the conditions and part of the additional resources
to enable the implementation of the changes. The process is initiated in 223
municipalities in Ethiopia, facilitated by the Ethiopian Social Accountability
Program Phase 2 managed and implemented by the <a href="http://www.vng-international.nl/">Vereniging Nederlandse Gemeenten International
(VNG-I)</a> in partnership with 49 grantees and 110 local civil society organizations. The SA process supports the dialogue between
service providers and service users in the domains of 1) Health; 2) Education;
3) Agriculture; 4) Water and Sanitation and 5) Rural Roads.<o:p></o:p></span></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-LWuckgoNp9A/V3DyOjW5t5I/AAAAAAAACXQ/BfKHm43t9PgTBvg4eaASroX_vwtguQc0wCLcB/s1600/video%2Bwatching1%2Bmooi.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://1.bp.blogspot.com/-LWuckgoNp9A/V3DyOjW5t5I/AAAAAAAACXQ/BfKHm43t9PgTBvg4eaASroX_vwtguQc0wCLcB/s320/video%2Bwatching1%2Bmooi.JPG" width="320" /></a></div>
<br />
<div class="MsoNormal">
<span lang="EN-US"><b>Participatory
video</b><o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">Th
participatory video of RTG was one of the thirty participatory video stories,
that were submitted by local civil society organizations, who participate in
the Ethiopian Social Accountability Program. Representatives from 35 grantees were trained between December 2013 and March
2015 in videomaking and facilitating participatory dialogues. Participatory
video is part of the monitoring & evaluation & learning strategy of the
ESAP2 program. The most appealing videos are used for capacity building and
communication purposes to further raise awareness about the concept of social
accountability.<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<b><span lang="EN-US">Enabling factors for change and for stakeholder capacity <o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">All 30
participatory video interventions that were conducted between June and
September, 2015 showed interesting behavioral changes and service improvements
that came about as a result of the SA process. Read more about these behavioral
changes and service improvements in a research paper written by a team of
experts led by Pieternella Pieterse; </span><a href="http://esap2.org.et/wp-content/uploads/2016/04/Rapid-Assessment-SA-Sustainability-and-Instutionalization-March-2016-final1.pdf"><span lang="EN-US">ESAP2 Research Papers</span></a><span lang="EN-US"> <o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">The process
of participatory video making created a feeling of empowerment with the
stakeholders. After watching the videos,
most stakeholders felt empowered because they had reached major changes in a
short time span. Especially the feeling
of partnership and cooperation was appreciated.
The application of participatory video during the phase of reflection,
provided an added value, because during the implementation of the Joint Action
Plan stakeholders had not realized how far they had come. In one community, after watching and
discussing the videos, the government decided to expand the social
accountability process and to provide additional financial support to other
schools in their municipality. </span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://4.bp.blogspot.com/-uxJPKVvZN2o/V3DyoYW7vSI/AAAAAAAACXg/BpDLjAVsaNkuFnsLeTWIJnmGH8pGMHPQwCLcB/s1600/kids.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://4.bp.blogspot.com/-uxJPKVvZN2o/V3DyoYW7vSI/AAAAAAAACXg/BpDLjAVsaNkuFnsLeTWIJnmGH8pGMHPQwCLcB/s320/kids.JPG" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Monitoring – learning from participatory video</span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Based on
the videos, the CSOs analyzed the factors that had contributed to the
behavioral and the service delivery changes these changes. Some major favorable factors that contributed
towards these changes were;</span></div>
<div class="MsoNormal">
</div>
<ul style="text-align: left;">
<li><span style="text-indent: -18pt;">Citizens
felt empowered by asking for their entitlements, not feeling afraid anymore;</span></li>
<li><span style="text-indent: -18pt;">The
service providers experienced the push from service users providers as a
motivation;</span></li>
<li><span style="text-indent: -18pt;">The
SA process is complementary to governmental reforms in the areas of gender,
inclusion of minorities and implementing the 1 to 5 strategy (1 person
transfers expertise to 5 others)</span></li>
<li><span style="text-indent: -18pt;">There
has been a positive attitudinal change towards vulnerable groups, women and
girls;</span></li>
<li><span style="text-indent: -18pt;">The
government felt more committed to provide additional contributions, when they saw
that both service users and providers were showing willingness to contribute
and provide resources during the implementation;</span></li>
<li><span style="text-indent: -18pt;">Users
and providers have raised awareness and clarity about each other’s roles, experienced
better communication amongst stakeholders and increased their understanding of each
other’s feelings and opinions.</span></li>
</ul>
<br />
<!--[if !supportLists]--><br />
<div class="MsoNormal">
<span lang="EN-US">
</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://1.bp.blogspot.com/-jBsIDCOHhjI/V3Dya0c_OUI/AAAAAAAACXY/mvQBEDvyziQWIT6o7oLTMwf_lNDvQEdGACLcB/s1600/6.%2Bdisabled%2Bgroup5%2Bmooi.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="179" src="https://1.bp.blogspot.com/-jBsIDCOHhjI/V3Dya0c_OUI/AAAAAAAACXY/mvQBEDvyziQWIT6o7oLTMwf_lNDvQEdGACLcB/s320/6.%2Bdisabled%2Bgroup5%2Bmooi.JPG" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">The process
of analyzing these factors was a learning process for the CSOs as well as the
stakeholders in the monitoring phase . It helped to strengthen their belief in
SA process implementation and it helped them take a more distant view and
reflection from the day to day activities. The creative process of PV made them
enthousiastic, and this supported the capacity building of stakeholders. In
addition the PV showed changes created by the SA process, which added more
meaning the monitoring process. A piece
of evidence next to reports and other monitoring tools.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Challenges in using participatory video for
monitoring<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Through the
facilitation of the PV process, it was a challenge to identify the hindering
factors for change, because people in Ethiopia do not have the habit of
expressing negative opinions in front of a camera. In this context, participatory video is a
medium which proved most appropriate for appreciative inquiry questions,
especially where social accountability is emerging and can be perceived
negatively by service providers. Hindering factors for change such as ‘limited
capacity of implementing partners’, ‘turnover
of key people in the process’ and
‘limited cooperation and limited willingness to communicate amongst
stakeholders’ are factors, which can more easily be identified by more
anonymous monitoring and evaluation methods, such as interviews, focus group
discussions and observations without using the camera.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">PV covers various purposes<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">PV is an
empowering tool for learning, monitoring and evaluation, especially in a
context where social accountability is still emerging when an appreciative
inquiry approach is used. PV makes
issues visible, as it gives people a voice and issues a face. It can provide
additional value to discussions, because visualization can make all the
difference. If it is captured, it can
not be denied. It can provide insight in the favorable factors for change. For the identification of hindering factors
and challenges more anonymous methods are required, such as more monitoring and
evaluation methods without using the camera.
Participatory video adds added value to the process of monitoring and
evaluation. It captures life stories of people, it is fun and supports the
capacity development and learning process of stakeholders and it is an
excellent mean in further disseminating life stories to other platforms for
communication purposes. A participatory
video intervention provides a rich part of the puzzle!<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">Simon
Koolwijk<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">Facilitator
and expert participatory video<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<i><span lang="EN-US">* For more information about training
opportunities in video making and facilitating video storytelling consult <a href="http://www.facili.nl/agenda.php">Trainingcourses storytelling by video</a></span></i></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com1tag:blogger.com,1999:blog-6338293314530611904.post-29403870280146260402016-01-05T05:48:00.002-08:002016-01-05T05:48:09.363-08:00Social Accountability Communication Awards 2015 - Ethiopia<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="background-color: white; color: #333333; font-family: Roboto, arial, sans-serif; font-size: 13px; line-height: 17px;">As part of its communication, monitoring and evaluation strategy, the Ethiopian Social Accountability Program Phase 2, organised a participatory video, a most significant change story and social accountability committee hero competition. In each category around 25 organisations each participated. The final award ceremony took place on the 4th November, 2015 in Addis Ababa, Ethiopia. The event gave a platform for the actual social accountability implementers to be awarded. The event was attended by more than 250 participants and representatives from national and international media. Watch the video; </span></div>
<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/arSfN9S59CM" width="560"></iframe></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-42276845061021646532015-11-28T03:04:00.001-08:002015-11-28T03:04:57.123-08:00Participatory Video Oscar Award 2015 Ethiopia<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="background-color: white; color: #333333; font-family: "roboto" , "arial" , sans-serif; font-size: 13px; line-height: 17px;">On the 3rd and 4th November, 2015 the final event for the second Participatory Video Oscar Award was held in Addis Ababa, Ethiopia. Twenty-seven organisations participated in this competition for becoming the best participatory video maker 2015 in the Ethiopian Social Accountability Program. Between May and September, 2015 the Social Accountability Implementing Partners implemented participatory video interventions to initiate dialogues on social accountability. On the 3rd November, 2015 the organizations had an opportunity to exchange experiences with each other. The four best nominated organizations competed for the PV Oscar Award. On the 4th November, 2015 the price winner was awarded. This PV Oscar competition is part of the Ethiopian Social Accountability Program Phase 2. It stimulates dialogue between service users and service providers for improving service delivery in the sectors of education,health, water & sanitation, rural road infrastructure and agriculture. Watch video;</span><br />
<span style="background-color: white; color: #333333; font-family: "roboto" , "arial" , sans-serif; font-size: 13px; line-height: 17px;"><br /></span></div>
<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/Y0KAipE7dfU" width="560"></iframe></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-19430910610609558662015-06-26T00:04:00.000-07:002015-06-26T00:04:21.674-07:00Outcome harvesting – an excellent tool for evaluating projects in complexity!<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
<i><span lang="EN-US">‘Outcome harvesting is an excellent tool for
evaluating projects, that operate in a complex environment and that do not have
a pre-defined strategy!’</span></i><span lang="EN-US"> This was one of the comments
from one of the participants, who participated in a workshop conducted by
Ricardo Wilson Grau, one of the founding fathers of the Outcome Harvesting
method. The workshop was hosted on the
23<sup>rd</sup> June, 2015 in The Hague by </span><a href="http://www.nedworc.org/"><span lang="EN-US">the
Nedworc Association</span></a><span lang="EN-US">
and </span><a href="http://www.oxfamnovib.nl/"><span lang="EN-US">OXFAM Novib</span></a><span lang="EN-GB">, </span><span lang="EN-US"> participants were Nedworc consultants
and MEL-officers of OXFAM Novib.<o:p></o:p></span></div>
<br />
<div class="MsoNormal">
<a href="http://betterevaluation.org/plan/approach/outcome_harvesting"><span lang="EN-US">Outcome harvesting</span></a><span lang="EN-US"> is an evaluation approach,
involving all stakeholders in a project,
in a program context where there are no clear relations between cause
and effect. Especially projects that involve
lobby and advocacy, fast changing contexts
and unpredictable situations can benefit from the </span><a href="http://betterevaluation.org/plan/approach/outcome_harvesting"><span lang="EN-US">Outcome harvesting</span></a><span lang="EN-US"> approach. In 2013, UNDP selected
Outcome Harvesting as one of the 11 major Monitoring and Evaluation innovations.
There is a toolkit guide and several case studies on how Outcome Harvesting is
applied. Read more at: </span><span lang="EN-US"><a href="http://betterevaluation.org/plan/approach/outcome_harvesting">http://betterevaluation.org/plan/approach/outcome_harvesting</a></span><span lang="EN-US"><o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-G8LcEz_S5ZE/VYz4HYxeWfI/AAAAAAAACTA/497K51Edx7Y/s1600/ricardo%2Bwilson22%2Bchange%2Bstrategy%2Bmooi.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="239" src="http://2.bp.blogspot.com/-G8LcEz_S5ZE/VYz4HYxeWfI/AAAAAAAACTA/497K51Edx7Y/s320/ricardo%2Bwilson22%2Bchange%2Bstrategy%2Bmooi.JPG" width="320" /></a></div>
<div class="MsoNormal" style="text-align: center;">
<i>Ricardo Wilson - Grau</i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">The method
has been developed by Ricardo Wilson Grau and his colleagues. They were
inspired by the </span><a href="http://betterevaluation.org/plan/approach/outcome_mapping"><span lang="EN-US">Outcome Mapping</span></a><span lang="EN-US"> and the </span><a href="http://betterevaluation.org/plan/approach/utilization_focused_evaluation"><span lang="EN-US">Utilization-Focused Evaluation</span></a><span lang="EN-US">. Outcomes are defined as change in behavior, relationships, actions
& activities and policies &
practices of a social actor (individual,
groups & communities, institutions, organizations). The Outcome Harvesting
method collects evidence on what has changed (<b>who</b>, <b>what</b>, <b>when</b>, <b>where </b>and <b>how)</b>. then,
working backwards, determines whether and how an intervention has <u>contributed</u>
to these changes. The evaluation focuses
on effectiveness, rather than on efficiency, which is done in projects with
casual relationships with activities, results and goals. The approach is
composed of 6 steps;<o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/-WCBh6Mr64Ac/VYz4hr0XYvI/AAAAAAAACTI/Dmv3qmsYA6Q/s1600/Outcome%2Bharvesting%2Bsteps.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="246" src="http://3.bp.blogspot.com/-WCBh6Mr64Ac/VYz4hr0XYvI/AAAAAAAACTI/Dmv3qmsYA6Q/s320/Outcome%2Bharvesting%2Bsteps.png" width="320" /></a></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<span lang="EN-US">Source; </span><a href="http://betterevaluation.org/plan/approach/outcome_harvesting"><span lang="EN-US">http://betterevaluation.org/plan/approach/outcome_harvesting</span></a><span lang="EN-US"><o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="MsoNormal">
<b><i><span lang="EN-US">Step 1, Design the
harvest</span></i></b><span lang="EN-US">; determines the set-up of the evaluation, the
data collection methods and the evaluation questions that will be asked;<o:p></o:p></span></div>
<div class="MsoNormal">
<b><i><span lang="EN-US">Step 2, Focuses on review of the documentation and
evidence collected</span></i></b><span lang="EN-US">. In this phase the most
important Outcome is defined and the most crucial activity or event that
contributed to this outcome is determined.<o:p></o:p></span></div>
<div class="MsoNormal">
<b><i><span lang="EN-US">In step 3, Engage with
informants</span></i></b><span lang="EN-US"> more
detailed questions are asked from the stakeholders in the project (see in the
diagram above) in knowing more details
about the outcome and the contribution.
This can be done in a face-2-face
workshop setting with the help of a
facilitator having all the stakeholders involved. However, it can also be done
by e-mail posing the questions to each of the stakeholders. This is also the
phase where significance will be given to the outcome by the informants. <o:p></o:p></span></div>
<div class="MsoNormal">
<b><i><span lang="EN-US">Step 4; Substantiate</span></i></b><span lang="EN-US">.
This is the phase were external stakeholders, who have not been involved
in the project but who are authorities in domains of the project, are consulted.
They comment and give input on the data and evidence, that has been collected
in step 2 and step 3.<o:p></o:p></span></div>
<div class="MsoNormal">
<b><i><span lang="EN-US">Step 5, Analyse,
interpret and step 6</span></i></b><span lang="EN-US">, <b><i>support use of findings</i></b> complete the Outcome Harvesting
Cycle. This is phase where lessons,
conclusions and recommendations are drawn. This is where the learning amongst
the stakeholders take place and where recommendations for improvement can be
formulated.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">During the
workshop conducted by Ricardo Wilson Grau, the group worked on a case study of
a funding agency, promoting the advancement of women’s rights. We noticed that often specific information
(What, when, where and how?) is lacking
and you need to ‘dig deeper’ to complete the information. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-GB">Outcome
Harvesting is characterized by the following strengths: <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Symbol; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Symbol;">§</span><span lang="EN-GB"> Corrects the common failure to
search for unintended results. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Symbol; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Symbol;">§</span><span lang="EN-GB"> Has verifiable harvested outcomes. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Symbol; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Symbol;">§</span><span lang="EN-GB"> Uses a logical, accessible approach
that makes it easy to engage informants. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Symbol; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Symbol;">§</span><span lang="EN-GB"> Employs various means to collect
data: face-to-face interviews or workshops, communication across distances
(surveys, telephone, or email), and written documentation. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Symbol; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Symbol;">§</span><span lang="EN-GB"> Ties the level of detail provided
in the descriptions directly to the questions defined at the outset of the
process; these descriptions may be as brief as a single sentence or as detailed
as page or more of text, and may or may not include explanations of other
variables. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-GB">Because of
its nature, Outcome Harvesting also has certain limitations and challenges: <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Symbol; mso-ascii-font-family: Calibri; mso-ascii-theme-font: minor-latin; mso-char-type: symbol; mso-hansi-font-family: Calibri; mso-hansi-theme-font: minor-latin; mso-symbol-font-family: Symbol;">§</span><span lang="EN-GB"> Skill and time are required to
identify and formulate high-quality outcome descriptions.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-GB">From:
Outcome Harvesting, Ricardo Wilson-Grau and Heather Britt (2012, revised 2013)
link http://www.outcomemapping.ca/resource/outcome-harvesting<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><i><span lang="EN-US">Outcome Harvesting in
practice – the GPPAC case<o:p></o:p></span></i></b></div>
<div class="MsoNormal">
<span lang="EN-US">
</span></div>
<div class="MsoNormal">
<span lang="EN-US">In the
second half of the workshop, Paul Kosterink working with </span><a href="http://www.gppac.net/nl"><span lang="EN-US" style="background: white; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">The Global Partnership for the
Prevention of Armed Conflict (GPPAC)</span></a><span lang="EN-US" style="background: white;">, explained on how Outcome Harvesting is applied
for projects in their organisation. They
got assistance and advice from Ricardo Wilson Grau in building their Outcome
Harvesting design. GPPAC is a member-led network of civil society
organisations (CSOs) active in the field of conflict prevention and
peacebuilding across the world, </span><a href="http://www.gppac.net/nl"><span lang="EN-US" style="background: white; mso-ansi-language: EN-US; mso-bidi-font-family: Arial;">http://www.gppac.net/nl</span></a><span lang="EN-US" style="background: white;">
. GPPAC is active in a number of
coalitions and networks in preventing armed conflict. Most of their work is
focused on lobbying and advocacy through the networks. ‘<i>The
context in which we work is very complex’ </i>explains Paul Kosterink.<i><o:p></o:p></i></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-KORTcWrkblI/VYz42QwYIUI/AAAAAAAACTQ/NEyUL6aSJSc/s1600/paul%2Bkosterink3%2Bmooi.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="239" src="http://2.bp.blogspot.com/-KORTcWrkblI/VYz42QwYIUI/AAAAAAAACTQ/NEyUL6aSJSc/s320/paul%2Bkosterink3%2Bmooi.JPG" width="320" /></a></div>
<div class="MsoNormal" style="text-align: center;">
<span lang="EN-US" style="background: white;"><i>Paul Kosterink</i></span></div>
<div class="MsoNormal">
<span lang="EN-US" style="background: white;"><br /></span></div>
<div class="MsoNormal">
<i><span lang="EN-US">When we ask our partners to report, they have
difficulty in specifying and writing down their results. Therefore, we ask our
partners concrete questions on what changed and on what they achieved</span></i><span lang="EN-US">,
explains Paul Kosterink. <i>In the environment we work, it is difficult to
reach big results within a short time. Therefore, we ask our partners to come up with simple and
low-key outcomes, which can signify that things are changing. For example a letter from a Ministry of
Defense giving compliments for our work specifying on how we prevent conflict,
can already be a significant Outcome</i>, says Paul Kosterink. <o:p></o:p></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Lessons learned<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Participants
expressed that the workshop was useful and helpful. Some of the participants quoted;<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;"> </span></span><i style="text-indent: -18pt;"><span lang="EN-US">If we would have linked Outcome
Harvesting to our reporting system, it would have produced much better reports;</span></i></div>
<span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><i style="text-indent: -18pt;"><span lang="EN-US">The method is appealing. I am
motivated to do more study on how the method works, before I start applying it;</span></i><br /><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><i style="text-indent: -18pt;"><span lang="EN-US">I will propose the Outcome
Harvesting (OH) method as a tool for a developmental evaluation for a proposal, that I am
developing;</span></i><br /><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><i style="text-indent: -18pt;"><span lang="EN-US">The Outcome Harvesting is an
excellent method for projects operating in a complex environment, that do not
have a pre-defined strategy;</span></i><br /><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><i style="text-indent: -18pt;"><span lang="EN-US">Outcome Harvesting will save you a
lot of resources in time, people and money. The evaluator does not need to
collect all the outcomes, but can start working from the evidence that is
collected in the reports;</span></i><br /><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><i style="text-indent: -18pt;"><span lang="EN-US">Outcome Harvesting enables to ask
more detailed and interesting questions for doing an evaluation.</span></i><br /><span lang="EN-US" style="font-family: Symbol; text-indent: -18pt;">·<span style="font-family: 'Times New Roman'; font-size: 7pt; font-stretch: normal;">
</span></span><i style="text-indent: -18pt;"><span lang="EN-US">Outcome Harvesting is not easy, but
it is very interesting!</span></i><!--[if !supportLists]--><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">Simon
Koolwijk and Erica Wortel<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US" style="background: white;">
</span></div>
<div class="MsoNormal">
<span lang="EN-US">June, 2015<o:p></o:p></span></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com1tag:blogger.com,1999:blog-6338293314530611904.post-21257968703232517692015-05-11T03:56:00.003-07:002015-05-11T03:56:59.945-07:00Participatory video stories vizualizing the progress on education, Ethiopia<div dir="ltr" style="text-align: left;" trbidi="on">
<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/ZbxcOjXRfGQ" width="560"></iframe><br />
<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="background-color: white; color: #333333; font-family: arial, sans-serif; font-size: 13px; line-height: 17px;"><br /></span>
<span style="background-color: white; color: #333333; font-family: arial, sans-serif; font-size: 13px; line-height: 17px;"><br /></span>
<span style="background-color: white; color: #333333; font-family: arial, sans-serif; font-size: 13px; line-height: 17px;">This video shows on how stories are visualized through participatory video stories in one week. From story board development to filming, to editing and then finally presenting and discussing the videos at a community dialogue meeting participants from social accountability partners learn to apply participatory video for dialogue with the community in discussing the progress on educational service delivery in Shashemene, Ethiopia. The training took place from 23 – 27 March, 2015 in Hawassa and Shashemene, Ethiopia. The participants inteviewed and involved 6 stakeholder groups in the discussion on the progress of educational services in Shashemene, Ethiopia. Both user groups, students, and service providers, teachers were involved in this participatory process. As experiment, also control groups from both students and teachers were involved in the PV process. The control groups came from schools, who did not participate in the social accountability process. The training was implemented by a team of participatory video trainers coming from Ethiopia and The Netherlands. Between April and July, 2015 the participants will apply the participatory video in their own workplace and social accountability projects involving their communties. The participatory video training and program is part of the Ethiopian Social Accountability Program Phase 2.</span></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-20431835884986144462015-05-11T03:54:00.001-07:002015-05-11T03:54:07.922-07:00Advanced Training Participatory Video, Ethiopia, March 2015<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<span style="background-color: white; color: #333333; font-family: arial, sans-serif; font-size: 13px; line-height: 17px;">From 18th – 20th March, 2015 twenty participatory video facilitators and practitioners attended a three day advanced training in participatory video. The twenty pv facilitators are representing 10 social accountability implementing partners (SAIPs), that are involved in implementing social accountability processes in the sectors of health, education, agriculture, water & sanitation and rural roads in the whole country of Ethiopia. The pv facilitators conducted pv interventions between October 2014 and February, 2015. This training gave them the opportunity to share their experiences and update their knowledge on participatory video, to learn to work with advanced software in video editing and to learn how to use the participatory videos for monitoring and evaluation and to discuss the opportunities and challenges on how to sustain participatory video in their organisation. Between May and July 2015, these SAIPs will continue to implement new participatory video interventions and are planning to participate in a new PV Oscar Reward Competition for the Ethiopian Social Accountability Program Phase 2. Watch video; </span></div>
<iframe allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/mFGyVnX7Xu4" width="560"></iframe></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-18789342060516045202015-03-13T11:25:00.000-07:002015-03-13T11:25:30.532-07:00Seven critical factors for a successful Participatory Strategic Planning (PSP)<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
<span lang="EN-US">In early
2015 I conducted a Participatory Strategic Planning for a consultancy business.
For this I applied the Participatory Strategic Planning (PSP) approach, which has been developed by the
<a href="http://www.ica-usa.org/">Institute of Cultural Affairs</a>. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The
Strategic Planning consists of six key steps,<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">0. Intake
formulation of the focus question<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">1. Formulation / Review Mission, values/ Trend analysis and
environmental scan;<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">2. Practical Vision;<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">3. Underlying contradictions;<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">4. Strategic Directions;<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">5. Operational planning.</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/-3ti9iG4tRwQ/VQMquQltOII/AAAAAAAACSI/CeRv6dWqLG0/s1600/Simon4.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-3ti9iG4tRwQ/VQMquQltOII/AAAAAAAACSI/CeRv6dWqLG0/s1600/Simon4.JPG" height="179" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">The method<o:p></o:p></span></b></div>
<div class="MsoNormal">
<b><span lang="EN-US"><br /></span></b></div>
<div class="MsoBodyText">
<b><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Step 0: Intake and
formulating the focus question <o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Before step
1 takes place in the strategic planning process, an essential step is
necessary, to move forward. This is the
intake and the formulation of the focus question.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The
ownership of the organizational change starts at the intake. Asking the right
questions and getting the right people at the table are crucial conditions for
enabling a successful strategic planning.
The focus question is the starting point of the participatory strategic planning, through
which the progress of the planning is monitored. This question is a perfect
guide in monitoring the development of the client’s and group’s ownership
during the planning process.</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/-frYteoGiPdA/VQMqVvqUD9I/AAAAAAAACR4/LcEf1Ppns2w/s1600/strat%2Bplan%2Bproces3.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-frYteoGiPdA/VQMqVvqUD9I/AAAAAAAACR4/LcEf1Ppns2w/s1600/strat%2Bplan%2Bproces3.JPG" height="179" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Step 1: Values, Identity, Mission,
Trendanalysis and Environmental scan</span></b><span lang="EN-US"><br />
Shared values and identity build the foundation, why people commit themselves
to a group or organization. Increasingly, identity and values are the pillars
for an organizational strategic plan.
They are part of the mission statement, that explicity answers the
question ‘Why are we as organisation on earth?’ <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The
trendanalysis is a tool that analyzes the development taking place in the context, which are
influencing the organization. During the environmental scan opportunities and
threats are mapped in a systematic manner. Both tools will help to answer the
question if the existing organizational mission is still relevant or need to be
modified.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Step 2: Practical Vision </span></b><span lang="EN-US"><br />
This phase builds on the dreams and the positive energy of the group. In an
associative way, the participants create a new perspective of the future of the
organization or group. At the end, participants have defined a vision for a
defined period of time.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Step 3: Underlying obstacles </span></b><span lang="EN-US"><br />
Before participants reflect on the strategic priorities for the future, they look
at the underlying obstacles that hinder them in achieving their future goals.
During this session, a self-reflective process is facilitated in researching
the current situation why the organization is not realizing their future
dreams. This phase helps to take a step back and observe from a distance and
have a fresh watch at the current reality. This is a crucial phase were the
transformation is taking place.
Participants can not blame others, but are guided in a thorough process
of self reflection.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Step 4: Strategic Directions </span></b><span lang="EN-US"><br />
Once the blocks have been mapped, the group starts with the formulation of the
strategic priorities. This phase helps the group to formulate a new strategic
focus that will deal with the opportunities and the threats. The challenge is to provide a new perspective
on the current situation. In this session participants will be challenged to develop
new products & services, identify new markets and new modes of
working. </span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://1.bp.blogspot.com/-eySeMZRlGfY/VQMqiNK7uOI/AAAAAAAACSA/aSPHpf7aOBY/s1600/strategic%2B%2Bdirections2%2Bmooi.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://1.bp.blogspot.com/-eySeMZRlGfY/VQMqiNK7uOI/AAAAAAAACSA/aSPHpf7aOBY/s1600/strategic%2B%2Bdirections2%2Bmooi.JPG" height="179" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Step 5: Operational planning </span></b><span lang="EN-US"><br />
Based on the selected strategies, the group defines a one-year plan including
milestones and a three months operational plan. During this phase tasks and
responsibilities will be divided. Commitments will be made on the
implementation and monitoring the progress of this plan. It is crucial in this stage that the
conditions and available resources in time and money are communicated to enable
the implementation of the operational plan. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span lang="EN-US">Critical factors for Success<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">There are 7
critical factors, which determine if a Participatory Strategic Planning will
become a success.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">1. The Intake, ensuring commitment from the
leadership<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">The intake
is a crucial phase in the PSP. From the beginning to the end the senior
management has to take ownership of the process. During the whole process of
planning up to implementation the senior management has to lead and to monitor
the development of the focus question and the implementation of the plan. Will the
key question be answered? If the
leadership does not take their full responsibility the process is doomed to
fail.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">2. Quality of participants<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">The quality
of participants will determine the outcome and successful implementation of the
plan. Not only senior management should be involved, but also staff from all
levels in the organization. Diversity , knowledge and views from different
perspectives to bring in as much viewpoints as possible. An adequate selection
of participants is needed for a successful outcome of the participatory
strategic planning.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">3. Quality of facilitation<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">The quality
and experience of the facilitator will be of crucial importance in helping the
group to explore new territory. The facilitator not only needs to know about
attractive and innovative facilitation methods, but also is required to know
how to deal with group dynamics,
emotions of fear and anger and moments of unexpected resistance.
Resistance and conflict are valuable moments for facilitating change.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">4. Conditions for implementing the strategic plan
should be clear<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">The
conditions for implementing the change and the strategic plan should be clear
from the beginning. Staff from the organization should know from the beginning
how much time, resources and support from the senior management is available
for implementing the strategic plan. The commitment and seriousness from the
management should be clear and therefore, they need to communicate these
conditions clearly during the participatory strategic planning event. Especially time for doing for example
training, skills development or innovation should be allocated by the senior
management. If staff do not get the extra time and the resources to implement
changes, a successful implementation is doomed to fail.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">5. Follow-up<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Plans get
adjusted all the time. Most strategic
plans get adjusted during the implementation due to unforeseen changes in the
contextual environment, changes in the organizaiton or change of staff. Mostly a plan is implemented successful in
case an organization is able to adjust the path during the journey. A good plan
is more than half of the work, but a successful strategy can only be
implemented if the organization is able to deal with the challenges it meets on
the road. Therefore, regular
follow-up (at least (bi) monthly) is
needed ensure a successful implementation.
<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">6. Documentation is done by the organization<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">It is not
the facilitator who is doing the documentation of the participatory strategic
plan, but it is required that the organization is documenting and writing the
strategic plan themselves. If real commitment comes from the senior management,
it is up to them to write, document and disseminate the strategic plan. In most
cases when the strategic plan is written by the facilitator, it becomes a paper
tiger and ends in a desk drawer. So, it is important during the intake and
preparation of the participatory strategic planning to make the client
responsible for the documentation and dissemination of the strategic plan.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">7. Keep the momentum and ensure that
implementation continues straight after the participatory strategic planning
event<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">Due to the
participatory process many participatory strategic planning events gain a lot
of enthousiasm, joy and energy with the group. Therefore, it is important that
the momentum is continued after the strategic planning event. The participants should become the owners of
the implementation process and the senior management must have the courage to
trust, to facilitate and delegate parts of the implementation to the staff. Every
moment of delay in the process, will take away the energy and the momentum with
the staff in the organization. So the energy and the momentum should be
continued. Therefore it is important that the working groups, that are created
at the end of the participatory strategic planning have formulated challenging
milestones for the quarters to come. If
they have the opportunity to celebrate a victory within considerable time, the
energy can be maintained and continued.</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://3.bp.blogspot.com/-66CoXVdbJXw/VQMq6Enye8I/AAAAAAAACSQ/Rcn97WgFSfM/s1600/analyse%2Bstratplan6.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://3.bp.blogspot.com/-66CoXVdbJXw/VQMq6Enye8I/AAAAAAAACSQ/Rcn97WgFSfM/s1600/analyse%2Bstratplan6.JPG" height="179" width="320" /></a></div>
<o:p></o:p><br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">A book I
can really recommend and is worthwhile reading, is the book <a href="http://www.amazon.com/Transformational-Strategy-Facilitation-Participatory-Planning/dp/1475968396">‘TransformationalStrategy’ written by Bill Staples. </a>It describes the process of participatory
strategic planning in detail, it puts the method in today’s context and it
gives some helpful and useful tips and tools on how to facilitate it
effectively. The book contains some valuable case studies from the profit and
non-profit sector and it provides some checklist on how you prepare a
successful participatory strategic planning.
See>>> <a href="http://www.amazon.com/Transformational-Strategy-Facilitation-Participatory-Planning/dp/1475968396">TransformationalStrategy’ written by Bill Staples. </a> The Participatory Strategic is part of the Technology of Participation methods (TOP). <o:p></o:p></span></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com6tag:blogger.com,1999:blog-6338293314530611904.post-67863800531619291882014-10-16T23:18:00.000-07:002014-10-16T23:18:07.469-07:00Results PV Oscar Reward Competition 2014 - Ethiopia<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
On the 29th August, 2014 the Ethiopian Social Accountability Program Phase 2 (ESAP2) organized the Participatory Video Oscar Reward ceremony in Addis Ababa. Fifteen organisations had submitted each 5 videos for participatory video interventions, they had conducted between March and July, 2014. Five organizations, who were nominated, had to compete prior to the PV Oscar Reward ceremony. Finally the winner was selected and rewarded in the Washington Hotel, Addis Ababa, Ethiopia. In this video some of the participatory video facilitators and a community member comment on how PV impacted and influenced their work. The PV Oscar competition brought some surprising result for them.Watch:<br />
<br />
<br /></div>
<iframe allowfullscreen="" frameborder="0" height="315" src="//www.youtube.com/embed/AJgroV6TqNk" width="560"></iframe></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-2964299204300105862014-10-16T23:12:00.002-07:002014-10-16T23:12:44.095-07:00PV supporting community dialogue on improvement health service - 7 steps<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
The training participatory video, applied in the <a href="http://esap2.org.et/">Ethiopian Social Accountability Program</a>, consists of 7 steps on how participants from social accountability partners learn to apply participatory video for dialogue with the community. The third training took place from 1 - 5 September, 2014 in Hawassa, Ethiopia. The participants inteviewed and involved 7 stakeholder groups in the discussion on the improvement of health care in Meki, Ethiopia. Both user groups and service providers were involved in this participatory process. The training was implemented by a team of participatory video trainers coming from Ethiopia and The Netherlands. Between October and December, 2014 the participants will apply the participatory video in their own workplace and social accountability projects involving their communties. The participatory video training and program is part of the <a href="http://esap2.org.et/">Ethiopian Social Accountability Program Phase 2</a>. Watch the video: </div>
<iframe allowfullscreen="" frameborder="0" height="315" src="//www.youtube.com/embed/vD2QFw1OoDU" width="560"></iframe></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-47978764817098322372014-04-29T04:32:00.002-07:002014-04-29T04:32:58.617-07:00Powerful stories sustain<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Good
stories sustain. From scientific research it has been proven, that people
remember powerful stories best. Especially if stories are true-ish and told
with emotion, people do not tend to forget them. In the course ‘Facilitating
Storytelling’ held on the 15<sup>th</sup> April, 2014 participants got
acquainted with some major principles on how to tell and share powerful
stories. Powerful stories are used for:</span></div>
<ol style="text-align: left;">
<li><div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Branding/
marketing;</span></div>
</li>
<li><div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Organizational
change;</span></div>
</li>
<li><div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Knowledge transfer;</span></div>
</li>
<li><div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Lobby,
campaigning and awareness raising;</span></div>
</li>
<li><div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Games</span></div>
</li>
</ol>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;"><o:p> </o:p></span><span lang="EN-US" style="mso-ansi-language: EN-US;">An example
of a powerful story, you can watch at Specsavers Emergency Drone Delivery:</span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;"><br /></span></div>
</div>
</div>
<iframe allowfullscreen="" frameborder="0" height="315" src="//www.youtube.com/embed/hIw3ANc-4R4" width="560"></iframe><a href="http://4.bp.blogspot.com/-jRIO2HLZCeM/U1-MsXrzvxI/AAAAAAAACOI/xnlwCVZ2XoA/s1600/Ammiel3+met+strip.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><br /></a>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Through the
application of some useful tools, such as the </span><span lang="EN-US" style="mso-ansi-language: EN-US;">symbol, the river, the Little Red
Ridinghood and the Bad Wolf practice was gained on how to develop a powerful
story. By the end a stripcartoon was designed</span><span lang="EN-US" style="mso-ansi-language: EN-US;"> visualizing a story abou</span><span lang="EN-US" style="mso-ansi-language: EN-US;">t the
added value of education.<span style="mso-spacerun: yes;"> </span>Read <a href="http://bitstrips.com/r/51X0Q">strip cartoon about Education</a>. </span><img border="0" src="http://4.bp.blogspot.com/-jRIO2HLZCeM/U1-MsXrzvxI/AAAAAAAACOI/xnlwCVZ2XoA/s1600/Ammiel3+met+strip.JPG" height="179" style="cursor: move;" width="320" /></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
</div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">The next
training on ‘Facilitating Storytelling’ will take place on the 28<sup>th</sup>
October, 2014.<span style="mso-spacerun: yes;"> </span>Read more about the <a href="http://www.facili.nl/upcoming_courses_events/upcoming_courses_events.php?a=view&eventid=18">course
‘Facilitating Storytelling’</a>.<span style="mso-spacerun: yes;"> </span></span></div>
<br /></div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-19177363820870539982014-03-17T07:04:00.002-07:002014-03-17T07:04:59.078-07:00Participatory Video supporting the dialogue on social accountability – 7 steps<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<span lang="EN-US" style="mso-ansi-language: EN-US;">From 9<sup>th</sup>
to 14<sup>th</sup> February, 2014 <a href="http://www.facili.nl/">Simon Koolwijk</a> conducted a participatory
video training for 20 representatives from 10 social accountability
implementing partners in the <a href="http://esap2.org.et/">Ethiopian Social Accountability Programme Phase 2 (ESAP2</a>). This
program aims to improve the communication and relations between local
stakeholders such as local government (Woredas and Kebeles), civil society
organisations, local citizens groups and service providers in the areas of
health care, agriculture, water & sanitation, education and rural road
construction. The process of better communication aims to help to improve the
services of service providers (the suppliers) so that citizens needs (the
users) are being met. The participatory video was initiated to help to
stimulate and support the dialogue on social accountability and the improvement
of social services.</span><br />
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;"><br /></span></div>
<span lang="EN-US" style="font-family: "Calibri","sans-serif"; font-size: 11.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">In the one week training, participants got the
opportunity to apply participatory video in Metehare and Adama City.<span style="mso-spacerun: yes;"> </span>In Metehare City they interviewed key
stakeholders working on health service improvement in their community.<span style="mso-spacerun: yes;"> </span>In Adama City they interviewed key
stakeholders in the area of water service delivery.<span style="mso-spacerun: yes;"> </span>You can watch the participatory videomaking
process in 7 steps. </span>
<br />
<br /></div>
<iframe allowfullscreen="" frameborder="0" height="315" src="//www.youtube.com/embed/qkZqXm5AcoM" width="560"></iframe>
<br />
Another video of this training, produced by one of the local trainers, you can watch the video <a href="http://youtu.be/uwdCN4v0zfY">PV training february 2014 overview</a>.<br />
<br />
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Currently,<span style="mso-spacerun: yes;"> </span>15 social accountability partners from the
ESAP2 programme are implementing participatory video in their own social
accountability projects.<span style="mso-spacerun: yes;"> </span>It is expected
that by the end of May, 2014<span style="mso-spacerun: yes;"> </span>between 15
and 20 community dialogue meetings will have been conducted where videos have
been presented and discussed.<span style="mso-spacerun: yes;"> </span>It is
ESAPs intention to organize a mini film festival later this year, where
experiences and lessons learnt about participatory video will be discussed. The participatory videos which have already been produced you can watch at the <a href="http://www.youtube.com/user/ESAP2Channel">ESAP2 youtube channel</a> </span></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-27724624319437014722014-01-24T07:48:00.000-08:002014-01-24T07:48:03.371-08:00Facilitating storytelling through the Little Red Riding Hood and the Big Bad Wolf<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal">
<span lang="EN-US">Last week I
facilitated a workshop with the aim to harvest funny fictional stories. I
applied the facilitation method of the </span><a href="http://en.wikipedia.org/wiki/Little_Red_Riding_Hood"><span lang="EN-US">‘Little Red Riding Hood and the Big Bad Wolf’</span></a><span lang="EN-US">.
After sharing the story of </span><a href="http://en.wikipedia.org/wiki/Little_Red_Riding_Hood"><span lang="EN-US">Little Red Riding Hood and the Big Bad Wolf</span></a><span lang="EN-US">, I explained the main
characteristics of a good story.<o:p></o:p></span></div>
<div class="MsoNormal">
<b><span lang="EN-US">Definition of a story</span></b><span lang="EN-US">: A story is a representation of
events that are associated with each other. A story has the following
characteristics:<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Is
self-explanatory and has a beginning, middle and end;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Contains
narrative elements;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Is
authentic: true or true-ish;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Is personal;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;">·<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Calls on
emotions and / or is told with emotion.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Narrative elements are:<o:p></o:p></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l2 level1 lfo3;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">1.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">A main
character (protagonist): A (anti) hero with whom the listener or reader can
identify;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l2 level1 lfo3;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">2.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">A storyline;
chronological sequence of events, which includes<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l2 level1 lfo3;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">3.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">A plot:
development, wrestle, dilemmas;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l2 level1 lfo3;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">4.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">An "opponent" (antagonist), a negative
factor that the hero stands in the way;<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l2 level1 lfo3;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">5.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">A 'helper'
or 'supporter', a positive factor that supports the hero.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
<span lang="EN-US">After
sharing the characteristics of a story, I asked participants to brainstorm
their heros and their opponents. In
groups of three participants selected a hero and an opponent and developed
their story.<o:p></o:p></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-tRveafjwRJg/UuKKTDXUyzI/AAAAAAAACNU/-dy0SH4gMRo/s1600/slang+en+ridder.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-tRveafjwRJg/UuKKTDXUyzI/AAAAAAAACNU/-dy0SH4gMRo/s1600/slang+en+ridder.JPG" height="179" width="320" /></a></div>
<div class="MsoNormal">
<span lang="EN-US">Helpful
sentences that supported the development of the stories, were: <o:p></o:p></span></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">1.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Once upon a
time there was………… (the person/ hero)<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">2.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">And as
always ……….. (describe a beautiful
situation, as things are going smoothly)<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">3.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Until a day
……. (here the problem or the wrestling starts in the story, the opponent
appears in the story)<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">4.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Thereby, and
thereby and and thereby ……… (make the situation worse and worse …..)<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">5.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Whereby ……
(here the story comes to a climax, the final stage has started)<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">6.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">They lived
happily ever after<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 36.0pt; mso-add-space: auto; mso-list: l1 level1 lfo2;">
<!--[if !supportLists]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin; mso-fareast-font-family: Calibri; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">7.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span lang="EN-US" style="font-family: "Calibri","sans-serif"; mso-ascii-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">If needed,
add a moral to the story<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span lang="EN-US">Storytelling as a tool for organizational change<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">
</span></div>
<div class="MsoNormal">
<span lang="EN-US">The session
created fun, laughter and relaxed atmosphere in the group. In the reflection phase we concluded that
storytelling is an excellent tool for teambuilding or organizational change
session. You can do it before discussing the main issues in organizational
development. For example formulating the ‘Values and Beliefs’ of the
organization. But you can also apply it
after thorough discussions on how the organization should move forward. For example symbolizing the intended change
in a funny and symbolic story.</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://2.bp.blogspot.com/-DPu2wgI0T5s/UuKKgxBfqZI/AAAAAAAACNc/klnj5B9ZH-Y/s1600/storytelling1.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://2.bp.blogspot.com/-DPu2wgI0T5s/UuKKgxBfqZI/AAAAAAAACNc/klnj5B9ZH-Y/s1600/storytelling1.JPG" height="179" width="320" /></a></div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-OJQDbZfwXDw/UuKKlxyenJI/AAAAAAAACNk/Q0jBFW1slT8/s1600/storytelling5.JPG" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://4.bp.blogspot.com/-OJQDbZfwXDw/UuKKlxyenJI/AAAAAAAACNk/Q0jBFW1slT8/s1600/storytelling5.JPG" height="179" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<div class="separator" style="clear: both; text-align: justify;">
<span style="text-align: left;">Storytelling
is also excellent as a tool for:</span></div>
<div class="MsoNormal">
</div>
<ul style="text-align: left;">
<li>Participatory
video;</li>
<li>Monitoring
and evaluation;</li>
<li>Branding
and advertisement;</li>
<li>Knowledge
transfer and education;</li>
<li>Dialogue
between stakeholders in institutional change processes.</li>
</ul>
<br />
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">For your
inspiration, a story that was generated from the </span><a href="http://en.wikipedia.org/wiki/Little_Red_Riding_Hood"><span lang="EN-US">Little Red Riding Hood and the Big Bad Wolf</span></a><span lang="EN-US"> <o:p></o:p></span></div>
<div class="MsoNormal">
<b><span lang="EN-US"><br /></span></b></div>
<div class="MsoNormal">
<b><span lang="EN-US">The cat and the mouse<o:p></o:p></span></b></div>
<div class="MsoNormal">
<i><span lang="EN-US">Once upon a time there were a mouse and a cat.
The cat said 'I am going to eat you!. I am hungry!' The mouse said. I am poisoned. If you are going to eat me,
you will die. My death will be your death. So you either choose or you will tolerate my presence and enjoy the games
you will play with me. Or you die! The cat thought, the mouse was fooling him.
The cat decided to catch the mouse and enjoyed the meal the fullest. Unfortunately, the mouse was right. The cat
started to feel unwell and caught a heavy fever. The house boss saw the cat
crying. Help me! I am going to die.
Please call an animal doctor. When the
animal doctor came, the cat was crying. Help me, please help me! I was wrong to eat a mouse. The animal doctor listened to the stomach of
the cat, and heard a mouse crying. Help me out! I am still alive. If you help me, you help the cat. The doctor took the words of the mouse
serious. He advised the cat to
vomit! Vomit, vomit! This will help you. The cat decided to cough deeply. And again
deeply. After vomiting three times, the mouse came out! A relief entered the cat. The fever was
gone! The mouse looked the cat in the
eyes! I told you! If I will die, you will die. The cat said sorry! I was greedy and just
thinking of myself. You were right. I
have to listen more carefully and appreciate what is there! Shall we become playmates? The cat said 'I accept your apologies. Do you promise me not to do this ever
again? The cat nodded. I promise, said
the cat! They shook hands and became
friends for their lifetimes. <o:p></o:p></span></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b><span lang="EN-US">Training on Facilitation of Storytelling<o:p></o:p></span></b></div>
<div class="MsoNormal">
<span lang="EN-US">If you want
to obtain and acquire more tools in facilitating storytelling, read more
at the course schedule </span><a href="http://www.facili.nl/upcoming_courses_events/upcoming_courses_events.php?a=view&eventid=18"><span lang="EN-US">‘Facilitation of Storytelling’ </span></a><span lang="EN-US"> <o:p></o:p></span></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-24107211659233881012014-01-10T07:20:00.001-08:002014-01-10T07:21:49.418-08:00Dialogue on social accountability through participatory video – 7 steps<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<span lang="EN-US" style="mso-ansi-language: EN-US;">From 16<sup>th</sup>
to 20<sup>th</sup> December, 2013 <a href="http://www.facili.nl/">Simon Koolwijk</a> conducted a participatory
video training for 10 representatives from 5 social accountability implementing
partners in the <a href="http://esap2.org.et/">Ethiopian Social Accountability Programme</a> (ESAP2). This program aims to
improve the communication and relations between local stakeholders such as
local government (Woredas and Kebeles), civil society organisations, local
citizens groups and service providers in the areas of health care, agriculture,
water and sanitation, education and rural road construction. The process of
better communication aims to help to improve the services of service providers
(the suppliers) so that citizens needs (the users) are being met. The
participatory video was initiated to help to stimulate and support the dialogue
on social accountability and the improvement of social services.</span><br />
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">In the one
week training, participants got the opportunity to apply participatory video in
Gulele Sub City, where they interviewed key stakeholders working on health
service improvement in their community.<span style="mso-spacerun: yes;">
</span>You can watch the participatory videomaking process in 7 steps.<span style="mso-spacerun: yes;"> </span></span></div>
<br /></div>
<iframe allowfullscreen="" frameborder="0" height="315" src="//www.youtube.com/embed/RsM-VE8yrbM" width="560"></iframe>
<br />
<br />
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">The
training was received with great enthousiasm. The method inspired the
participants to conduct participatory videomaking in their own organization and
embed it in their monitoring and evaluation systems. The 5 participating
organisations have planned participatory videomaking interventions in their
programmes. They will implement their interventions between January and march,
2014.</span></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-45770954498075802722013-08-30T06:08:00.000-07:002014-01-25T07:42:48.527-08:00Connecting Video stories to Most Significant Change (MSC)<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<a href="http://simonkoolwijk.blogspot.nl/2011/07/most-significant-change-msc-how-to.html">Most
Significant Change</a> is an excellent evaluation tool for measuring behavioral
change with beneficiaries during a project period. MSC has a step based
approach where personal stories from key stakeholders are collected, analyzed
and verified. One of the key steps is the phase of defining the 'Domain of
Change' and collecting the stories. This is the phase where the MSC-question is
asked for a specific change in a domain.<br />
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">For
example:</span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;"><b><i>(1) Looking
back over the last 2 years, (2) what do you think was, (3) the most significant
(4) change (5) in the development of your business (6) in your community?</i></b></span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Generally,
three to five domains are a manageable number for conducting a MSC-evaluation.
The stories are collected, analyzed, and verified from and with a selected
group of beneficiairies. An important part is the process of drawing conclusions,
lessons and recommendations. Involvement of the right stakeholders determines
the quality of the outcome of the evaluation. Since recent years, video is
increasingly used as a means of collecting MSC stories.</span><br />
<span lang="EN-US" style="mso-ansi-language: EN-US;"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Based on a
number of case studies, the <a href="http://visuals4development.wikispaces.com/">Community
of Practise Visuals4Development</a> exchanged their experiences about three
case studies; </span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">1.
Participatory Video and MSC with youth – Insight Share;</span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">2. MSC as
evaluation tool in an evaluation of a value chain project;</span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">3.
Visualizing story telling.</span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Based on
discussions in the <a href="http://visuals4development.wikispaces.com/">CoP
Visuals4Development</a>, lessons learned were shared on how to connect video
stories to Most Significant Change (MSC)</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<i><b><span lang="EN-US" style="mso-ansi-language: EN-US; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b></i><span lang="EN-US" style="mso-ansi-language: EN-US; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"> </span></span></span><u><span lang="EN-US" style="mso-ansi-language: EN-US;"><b><i>Participatory video and Most
Significant Change</i></b></span></u></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 0cm; mso-add-space: auto;">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Insight Share conducted a webinar,
where beneficiaries shared and collected most significant stories for lobby and
advocacy purposes. Watch the webinar at:<span style="mso-spacerun: yes;">
</span></span><a href="http://vimeo.com/50532780"><span lang="EN-US" style="mso-ansi-language: EN-US;">Webinar Recording Insight Share – September
2012</span></a></div>
<br /></div>
<iframe allowfullscreen="" frameborder="0" height="313" mozallowfullscreen="" src="//player.vimeo.com/video/50532780" webkitallowfullscreen="" width="500"></iframe> <br />
<a href="http://vimeo.com/50532780">International Advocacy Evaluation Community of Practice's Webinar on September 26, 2012</a> from <a href="http://vimeo.com/iscale">iScale</a> on <a href="https://vimeo.com/">Vimeo</a>.<br />
<br />
<br />
<div class="MsoListParagraphCxSpFirst" style="margin-left: 0cm; mso-add-space: auto;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Lessons learned</span></i></b></div>
<ul style="text-align: left;">
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Participatory video is a powerful
tool to collect input from the beneficiaries for lobby & advocacy purposes:</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Participatory video is an effective
tool in enabling building bridges between<span style="mso-spacerun: yes;">
</span>stakeholders;</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Video is a useful tool in capturing
MSC stories.<span style="mso-spacerun: yes;"> </span></span><a href="http://www.insightshare.org/sites/default/files/Participatory%20Video%20and%20the%20Most%20Significant%20Change%20Technique%20-%20How%20it%20works.pdf"><span lang="EN-US" style="mso-ansi-language: EN-US;">Read procedures for collecting MSC
stories through video</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">.
However, the process requires a lot of technical support. (Cameras, laptops,
video editing software, know how in video editing). And in most cases it
requires more financial input. There are often other alternatives, that require
less technical backup. So participatory video, when applied, needs to have a
significant added value in the evaluation process;</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">An important condition needed is
that the target group is open minded to be filmed on video. Not everywhere
(especially in unsafe environments or political sensitive conditions), people
feel free to express their views on video;</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">So video is not a very effective
tool in voicing criticism. Appreciative inquiry questions are more relevant for
the process of evaluation. Example of relevant questions are:<span style="mso-spacerun: yes;"> </span>What went well? What would you do differently
the next time? </span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">The process of Participatory Video
and collecting MSC stories needs to be embedded with clear goals within the
context of an evaluation. The PV process should not be the goal, but it has to
fit in a broader process within the evaluation.</span></li>
</ul>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 18.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-indent: -18.0pt;">
<i><b><span lang="EN-US" style="mso-ansi-language: EN-US; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";"> </span></span></span></b></i><span lang="EN-US" style="mso-ansi-language: EN-US; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"> </span></span></span><i><b><span lang="EN-US" style="mso-ansi-language: EN-US; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;"><span style="font: 7.0pt "Times New Roman";"> </span></span></span><u><span lang="EN-US" style="mso-ansi-language: EN-US;">MSC as evaluation tool in an
evaluation of a value chain project</span></u></b></i></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<span lang="EN-US" style="mso-ansi-language: EN-US;">In the evaluation of a value chain
project, video evaluations were done with the beneficiaries in the project.
Interviews were held with farmers, asking them Most Significant Change
questions. What had changed for them during the project period in the domain of
agriculture and marketing?<span style="mso-spacerun: yes;"> </span>The stories
were captured and they were shared during group discussions. During small group
discussions, the best stories were selected and showed during the plenary
discussions.</span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Lessons learned</span></i></b></div>
<ul style="text-align: left;">
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Most significant video stories make
a significant difference in having group discussions during the process of an
external evaluation. It brings depth and broader understanding in the
discussions. The visuality of things makes the discussions more intense.<span style="mso-spacerun: yes;"> </span>They are an important reference for
discussion.</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Keep the video making simple. Just
do the videoshots in one shot, so that editing is not needed. The Videos can
immediately be used.<span style="mso-spacerun: yes;"> </span>A digital camera, a
laptop (without editing software) and a beamer are already sufficient. You even
can show the videos in a place, without electricity. It saves time and keeps
the process simple.</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Make sure that the evaluation team
and the project partners and beneficiaries involved understand and support the
utilization of video in the process.</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Make sure you have the permission
from the beneficiaries and make clear on how the video will be applied. If
needed ensure that confidentiality is secured.</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Make sure you have clearly defined
the Most Significant Change question for the video interviews and keep
consistancy during the video making process</span></li>
</ul>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<i><b><span lang="EN-US" style="mso-ansi-language: EN-US; mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">3.<span style="font: 7.0pt "Times New Roman";"> </span></span></span><u><span lang="EN-US" style="mso-ansi-language: EN-US;">Visualizing storytelling</span></u></b></i></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<span lang="EN-US" style="mso-ansi-language: EN-US;">One of the practisioners of the CoP
worked for two weeks with O2Zone.tv in France. This organization is promoting
participatory video and helps to reinforce social structures in France in
applying participatory video in their work. During his stay in France he
produced with the local staff of O2Zone.tv nine productions, where business
people are sharing their life stories about their profession.<span style="mso-spacerun: yes;"> </span>Read the article:<span style="mso-spacerun: yes;"> </span></span><a href="http://visuals4development.wikispaces.com/Storytelling+by+video"><span lang="EN-US" style="mso-ansi-language: EN-US;">Storytelling as a tool for building
bridges</span></a></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<b style="mso-bidi-font-weight: normal;"><i style="mso-bidi-font-style: normal;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Lessons learned</span></i></b></div>
<ul style="text-align: left;">
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Storytelling can best be applied for
methods such as Most Significant Change, Outcome Harvesting and collecting
Anecdotical Evidence</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Having more different people talking
and voicing in a video gives more depth and keeps the viewer longer attracted
in watching a video, if it comes to conducting an evaluation;</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">If you apply storytelling by video
as a tool, it should be embedded in the context of an evaluation process. So
the stories should support a discussion process, that comes when the videos are
shared and shown.</span></li>
<li class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;"><span lang="EN-US" style="mso-ansi-language: EN-US;">Stories or anecdotes give more depth
and taste to a videostory.</span></li>
</ul>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<br /></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 0cm; mso-add-space: auto;">
<span lang="EN-US" style="mso-ansi-language: EN-US;"><b>Broad consensus and transparancy as conditions for application of video in the evaluation process</b></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 0cm; mso-add-space: auto;">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Video has a big potential to be
applied for collecting Most Significant Change (MSC) stories. <span style="mso-spacerun: yes;"> </span>Depending on the political context, the goals
of the evaluation, the evaluation process and the dissemination strategy, the
evaluation team and the beneficiaries is advised to have a broad based
consensus if video provides the additional value needed. Transparency and confidentiality and clear communication and understanding on how the video is applied in the process are essential conditions for making video and Most Significant Change a successful combination in an evaluation. </span></div>
</div>
SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-59439755963548546942013-07-26T01:47:00.003-07:002014-01-25T07:42:09.463-08:00Storytelling by video as a tool for building bridges<div dir="ltr" style="text-align: left;" trbidi="on">
<div dir="ltr" style="text-align: left;" trbidi="on">
<div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">Collecting
personal stories can provide some interesting insights on what is going on in a
project or a community. <span style="mso-spacerun: yes;"> </span>In june 2013, I
worked for two weeks with </span><a href="http://www.o2zone.tv/"><span lang="EN-US" style="mso-ansi-language: EN-US;">O2Zone.tv</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">.<span style="mso-spacerun: yes;">
</span>This organization, based in Salon de Provence – France, aims to
strengthen organisations and structures of social work in applying
participatory video for building social cohesion amongst people or communities.
</span><a href="http://www.o2zone.tv/"><span lang="EN-US" style="mso-ansi-language: EN-US;">O2Zone.tv</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">
trains social workers, teachers, trainers who work with groups or communities.
Their work is mainly based in France, but also participates in projects in
Africa and Canada. Video productions are disseminated through their webtv channel
at </span><a href="http://www.o2zone.tv/"><span lang="EN-US" style="mso-ansi-language: EN-US;">http://www.o2zone.tv/</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;"> </span><br />
<span lang="EN-US" style="mso-ansi-language: EN-US;"><br /></span></div>
<div class="MsoNormal">
<b><span lang="EN-US" style="mso-ansi-language: EN-US;">Storytelling<span style="mso-spacerun: yes;"> </span>by local entrepreneurs</span></b><br />
<span lang="EN-US" style="mso-ansi-language: EN-US;">Marseille –
Provence has been designated in 2013 as cultural capital of Europe. Under the
name MP13 various cultural activities are organized in Marseille and neighboring
cities (Aix en Provence, Arlon, Salon de Provence) to promote the region in
France and to other European countries. In the context of these festivities, we
(I and O2Zone.tv) <span style="mso-spacerun: yes;"> </span>decided to create a
serie of 8 video productions with the theme ‘Votre Mètier’ =<span style="mso-spacerun: yes;"> </span>‘Your Profession’.<span style="mso-spacerun: yes;"> </span>Main aims were:</span><br />
<ol style="text-align: left;">
<li><span lang="EN-US" style="mso-ansi-language: EN-US;">To demonstrate examples of
entrepreneurs in Salon de Provence showing their history, passion and why they
decided to be based in Salon de Provence;</span></li>
<li><span lang="EN-US" style="mso-ansi-language: EN-US;">To get a deeper insight in the
entrepreneurs in the community to enable to build bridges in understanding;</span></li>
<li><span lang="EN-US" style="mso-ansi-language: EN-US;">To practice with creating video
productions.</span></li>
</ol>
<ol style="text-align: left;">
</ol>
<span lang="EN-US" style="mso-ansi-language: EN-US;">One of my
personal aims was to practice my French. </span></div>
<div class="MsoNormal">
<div>
<br /></div>
<span lang="EN-US" style="mso-ansi-language: EN-US;">
</span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">For two
weeks I worked with an intern. We decided to select ‘Storytelling’ as a tool
for collecting the video stories. The video ‘Lessons from a Tailor’ was one of
our inspirational videos, that helped us to develop the scenario.<span style="mso-spacerun: yes;"> </span>Watch the video at:<span style="mso-spacerun: yes;"> </span></span><a href="http://vimeo.com/39702242"><span lang="EN-US" style="mso-ansi-language: EN-US;">http://vimeo.com/39702242</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;"> </span></div>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">In order to
accomplish our aims, we asked the entrepreneurs the following guiding
questions;</span></div>
<ul style="text-align: left;">
<li><div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><span lang="EN-US" style="mso-ansi-language: EN-US;">What
duties are you performing for your profession?</span></div>
</li>
<li><div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><span lang="EN-US" style="mso-ansi-language: EN-US;">What
are you passionate about in your profession?</span></div>
</li>
<li><div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><span lang="EN-US" style="mso-ansi-language: EN-US;">How
has your profession evolved?</span></div>
</li>
<li><div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><span lang="EN-US" style="mso-ansi-language: EN-US;">Share
an anecdote or a special story marking the history of your business?</span></div>
</li>
<li><div class="MsoListParagraphCxSpMiddle" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><span lang="EN-US" style="mso-ansi-language: EN-US;">What
have you learned over the years?</span></div>
</li>
<li><div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo2; text-indent: -18.0pt;">
<span lang="EN-US" style="font-family: Symbol; mso-ansi-language: EN-US; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font: 7.0pt "Times New Roman";">
</span></span></span><span lang="EN-US" style="mso-ansi-language: EN-US;">Why
did you decide to have your business in Salon de Provence?</span></div>
</li>
</ul>
<div class="MsoNormal">
<span lang="EN-US" style="mso-ansi-language: EN-US;">We had
interviews with<span style="mso-spacerun: yes;"> </span></span><a href="http://www.youtube.com/watch?v=Uz4J5NOkWLA"><span lang="EN-US" style="mso-ansi-language: EN-US;">a Hotelkeeper</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">, </span><a href="http://www.youtube.com/watch?v=LEYhcRc8MIM"><span lang="EN-US" style="mso-ansi-language: EN-US;">a Pastry Chef</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">, </span><a href="http://www.youtube.com/watch?v=s9b1bhprLsM"><span lang="EN-US" style="mso-ansi-language: EN-US;">a Masseuse</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">, </span><a href="http://www.youtube.com/watch?v=w4nCdok026c"><span lang="EN-US" style="mso-ansi-language: EN-US;">a Greengrocer</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">, </span><a href="http://www.youtube.com/watch?v=c04gEs511V4"><span lang="EN-US" style="mso-ansi-language: EN-US;">a Hardware Dealer</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">, </span><a href="http://youtu.be/cUAt0SfI3VI"><span lang="EN-US" style="mso-ansi-language: EN-US;">a Shoemaker</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">, </span><a href="http://www.youtube.com/watch?v=gKz80K-tkC0"><span lang="EN-US" style="mso-ansi-language: EN-US;">an Independent Trader in Interior</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;"> and </span><a href="http://youtu.be/IjXmHIVBarc"><span lang="EN-US" style="mso-ansi-language: EN-US;">a Bookseller</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">. During the production process we received
feedback and suggestions from colleagues from O2Zone.tv by sharing our
impressions and visuals.<span style="mso-spacerun: yes;"> </span>A compilation
of all video stories can be watched at the </span><a href="http://www.youtube.com/playlist?list=PLvy0-sriet9Y9JfVK9w6d1bFWFRq2k37z"><span lang="EN-US" style="mso-ansi-language: EN-US;">youtube channel<span style="mso-spacerun: yes;"> </span>of Simon Koolwijk</span></a><span lang="EN-US" style="mso-ansi-language: EN-US;">.<span style="mso-spacerun: yes;"> </span>Watch
one of the videos --- The Hotelkeeper:</span><br />
<iframe allowfullscreen="" frameborder="0" height="315" src="//www.youtube.com/embed/Uz4J5NOkWLA" width="560"></iframe>
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<span lang="EN-US" style="mso-ansi-language: EN-US;">The process
helped to build bridges with the entrepreneurs and gave more insight in their
passions and beliefs. The project also provided an opportunity to demonstrate
the diversity of entrepreneurship in the City of Salon de Provence. Each
entrepreneur having a different story, but all having the City as residential
place in common.<span style="mso-spacerun: yes;"> </span>The project provided us
to practice and experiment with the tool of storytelling.</span><br />
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><b>Participatory
video projects O2Zone.tv</b></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;">One of the
participatory video projects from O2Zone.tv, that created high impact and
caught my attention is about the ‘Beliefs from men and women’.<span style="mso-spacerun: yes;"> </span>Watch the serie at <a href="http://www.o2zone.tv/search/croises+d'hommes+et+de+femmes/">‘Croises d’hommes
et de femmes’</a>.<span style="mso-spacerun: yes;"> </span>In this project women
interview the men on how they perceive their role in the family and the society.
This project was aimed at building bridges and improve understanding between
men and women in various urban areas in France. </span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;">This
project was started by social workers in sub-urban areas in France. They took
about one year to build up relationships with families having relational
problems. After building up peer-to-peer groups, after one year the women
decided they wanted to make a participatory video where they wanted to
interview the men on how they perceive their role. After that some of the
productions were shared in groups discussions and local television debates. In
France this is called ‘Plateau Participative’. <span style="mso-spacerun: yes;"> </span>One video that was applied is called ‘<a href="http://www.o2zone.tv/Regards-croises-d-Hommes-et-de-Femmes-en-milieu-urbain-Temoignages-Del-Rio_v3234.html">Temoignages
del Rio’</a>. <span style="mso-spacerun: yes;"> </span>The project generated a
lot of discussions and supported the process of having better understanding
between men and women. </span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;"><b>Storytelling
as a tool for evaluation</b></span></div>
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<span lang="EN-US" style="mso-ansi-language: EN-US;">Video stories
can have a powerful impact during an evaluation.<span style="mso-spacerun: yes;"> </span>An important condition is that the stories
are embedded under a common structure, with clear goals and are applied for
in-depth discussions between different stakeholders in the evaluation
process.<span style="mso-spacerun: yes;"> </span>While comparing the various
video stories,<span style="mso-spacerun: yes;"> </span>the videos having more
different interviewees show more perspectives and catch more attention while
discussing sensitive issues.<span style="mso-spacerun: yes;"> </span>Stories
with one key actor show an impression and a feeling. These stories can be a
reference point for discussions between different stakeholders.<span style="mso-spacerun: yes;"> </span>Video stories are excellent evidence for
evaluation methods such as the ‘<a href="http://simonkoolwijk.blogspot.nl/2011/07/most-significant-change-msc-how-to.html">Most
Significant Change’</a> or ‘<a href="https://compartnetwork-iccocad.pbworks.com/w/page/24704756/Toolkits#Projectcyclemanagement">Anecdotical
Evidence method’<span style="mso-spacerun: yes;"> </span></a><span style="mso-spacerun: yes;"> </span>or ‘<a href="http://www.youtube.com/watch?v=9-x0IVUIFng&feature=youtu.be">Outcome
Harvesting’ (Zaitun’s Story)</a>.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span>These
are qualitative methods which support quantitative data collection techniques
and generate new perspectives and deeper understanding for<span style="mso-spacerun: yes;"> </span>discussion during participative evaluation
processes.</span></div>
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0tag:blogger.com,1999:blog-6338293314530611904.post-27639504219848364612012-09-12T00:44:00.000-07:002014-01-25T07:28:41.338-08:00Why video is so powerful to evaluate!?<div dir="ltr" style="text-align: left;" trbidi="on">
<i>There are no secrets to success. It is the result of preparation, hard work and learning from failure - <b>Colin Powell</b></i><br />
<br />
This quote triggered my interest while reading '<a href="http://www.amazon.com/Making-Documentary-Films-Videos-Documentaries/dp/080508181X">Making documentary films and videos - a practical guide to planning, filming and editing documentaries' - author Barry Hampe.</a> The publication is a practical handbook giving some useful hints and tips on how to make a video production. Practise, practise, practise, ask for feedback, reflect and practise again. Applying video is a process of hard work and learning.<br />
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<b>Video versus a report</b><br />
As a facilitator and evaluator of organisations, projects and multi-stakeholder processes, I am triggered by the fact that video can express much more in a shorter time space than a report.<br />
A video is about visual evidence. It shows behavior, people expressing emotions and attitudes. It also shows results and physical accomplishments. A video interview not only communicates the content, but also people's behavior towards the process and the results they achieved in a project. Video is also an excellent tool to be applied for organisational and institutional (multi-stakeholder) learning. The process of video making stimulates people to meet and get acquainted with other people. This helps to build linkages which might not be built through other means of communication. Video is also an excellent medium to disseminate information and experiences to a broad public. A video dissiminated by youtube will not only reach the donor or the project management, but will also reach beneficiairies and other relevant stakeholders.<br />
One of the pitfals of video is that people are careful expressing their critisism. Video is an excellent tool for appreciative learning. Therefore video can go hand in hand with reporting, while doing organisational assessments or project evaluations.<br />
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<i><span style="color: red;">Do you also feel video is a powerful tool for evaluation? please let me know in the comments page of this blog? If you disagree, please also respond in the comments page.</span></i><br />
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<b>A field experience</b><br />
In March 2010 I interviewed one of the youth leaders of a Youth Club in a youth development program in Moldova. Through my participation in a training, informal talks during the coffee breaks and discussions at lunch, I was able to prepare my story. During one of the in-between sessions I conducted an interview with the youth leader of the club. Before and after the interview I was enabled to make video shots of the youth group, the physical meeting place and the youth leader communicating with their peer members. This video expressed how far the youth group and their leader had grown in their development. Watch video: Youth leader in the Center:<br />
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<iframe allowfullscreen="allowfullscreen" frameborder="0" height="315" src="http://www.youtube.com/embed/11iHXym3JbI" width="420"></iframe><br />
<b>Steps and hints for making an interesting video story</b><br />
Barry Hampe gives in his book some useful hints on how to develop and make an interesting 'life story video' in each phase of the process.<br />
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Based on <a href="http://www.amazon.com/Making-Documentary-Films-Videos-Documentaries/dp/080508181X">Barry Hampe's publication </a>and my own experience in videomaking, hereby some useful hints and tips in each stage of the videomaking process while doing an evaluation:<br />
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<b><i>Research: </i></b><br />
Prepare your story. Discover who you want to interview. Interesting people are interesting! So, identify them! Find out what keeps them engaged. What is important for them? Try to develop a good contact. Building contact is key for bringing your interviewee at ease. Check in advance if people are sure they want to be filmed. Inform them about your goals and how you are planning to disseminate. So ask for people's permission. If you are doing an evaluation, make sure you have permission from the key stakeholders involved.<br />
Make sure you have the right equipment (read more at: <a href="http://simonkoolwijk.blogspot.nl/2012/03/storyboard-as-key-for-videomaking.html">Storyboard as a key for videomaking</a>) and inspect the locations where you would like to do the videotaping. <br />
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<b><i>Story boarding:</i></b><br />
Develop your story. Formulate your goals, what is it you want to communicate? What is the relation of your story with the evaluation you are conducting? Who will be the audience watching the video after it will be completed? Who are you going to interview? Where would you like to interview these people? Which questions are you going to ask? The <a href="http://simonkoolwijk.blogspot.nl/2011/07/most-significant-change-msc-how-to.html">Most Significant Change Technique</a> might be a helpful tool to do your interviews. Keep the number of questions limited. Which other video shots do you want to take? How many minutes will you video take? The ratio for taping and the final product is 10:1 average. Serendipity happens. So plan time for flexibility.<br />
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<b><i>Filming:</i></b><br />
Be focused during the filming. Have a tripod available to ensure your camera doesn't shake. Commit yourself to your story board plan, but leave time for flexibility. Take time after each interview to have your interviewee to check the video. Sometimes retaping might be necessary. Carry an extra camera battery in case the filming takes a whole day.<br />
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<b><i>Editing:</i></b><br />
Now it is time to order your video shots. Develop your story. The most common software used for video editing is <a href="http://192.150.16.114/nl/products/premiere-elements.html">Adobe Premiera Elements</a> or <a href="http://www.apple.com/nl/finalcutpro/">Final Cut Pro</a>. Make sure you have laptop that has a fast processor. In most cases you need an external hard disk for storing your videoshots. Make sure that you keep the video shots in the same file and NEVER move this file again!<br />
Feedback is key for developing your story. So organize a group of people who can give you feedback. If you are conducting an evaluation involve a team from your stakeholders or if appropriate your interviewees. Most of the feedback can be collected online by sharing your first draft at broadcasting channel (<a href="http://vimeo.com/">Vimeo</a> or <a href="http://www.youtube.com/">Youtube</a>). <br />
The opening is one of the most important parts of your production. It should catch and trigger people's attention. Mostly you select the opening, when you almost finalized the first draft. Your best video tapes might not fit in the story. So accept you have to kill your darlings if they do not fit in the story.<br />
After the first draft, challenge yourself to make the video 10 - 25 % shorter. And after the second draft, again another 10 - 25 %. Short video's can have a powerful impact on your audience.<br />
The final part of your editing is to add the titles and the music. Ensure that the names are correct and that the music carries your story instead of taking away your focus and attention. Feedback from your peergroup will be of added value in this process.<br />
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<b><i>Dissemination:</i></b><br />
The video is completed. Now it is time to disseminate. Key question is 'How will it be disseminated?' Who will be the audience? And where and when will it be broadcasted? Will it be shown at a key event? or will it be broadcasted at a broadcasting channel (<a href="http://vimeo.com/">Vimeo</a> or <a href="http://www.youtube.com/">Youtube</a>)? And afterwards be promoted through social media such as Facebook, Yammer or Linkedin? Or will it be used for organisational learning? and will it only be available for network learning partners? Or will it only be communicated to the contractholder of the evaluation? Make sure, before you even start to do the filming, that the dissemination strategy is clear. Incorporate this dissemination strategy in the Terms of Reference or Contract before doing the evaluation. <br />
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<b>Video meets the future demands of stakeholders</b><br />
Video as a tool for evaluation is powerful, but is a process that the contractholder and the stakeholders involved, have to feel comfortable with. Sofar, not many projects or organisations use video for evaluations. However, times and demands from stakeholders are changing. In a global world were stakeholders (both beneficiaries, investors and related parties) ask for more transparency and accountability, video can be a building bridge in meeting these demands. So there is still a new world to be conquered if it is about video and evaluation. For me a challenge to be part of the group of frontrunners in promoting video as a tool for project- and programme evaluations.<br />
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SimonKoolwijkhttp://www.blogger.com/profile/15260652430746495961noreply@blogger.com0