SEF Gathering

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SEF Gathering af Mind Map: SEF Gathering

1. Small Group Work - Table 12 (Session 1)

1.1. How do we deal with obselescence

1.1.1. What, who should be allowed to fade away.

1.1.2. Competition for purpose and well as resources.

1.2. Assumption that Canadians care about the sector as opposed to the actual causes.

1.2.1. perception problem in the sector

1.2.2. If there is great impact then perception will gather positively around the sector

1.2.3. We assume that people want to work in the sector. But they don't.

1.2.4. Millennials want both. Want social value and economic value. Citing co-working spaces, innovation hubs.

1.2.5. If we cared about the sector and not just about causes, mergers and collaborations would be easier to achieve.

1.3. A void, and outsourcing of purpose seeking

1.3.1. We look to UK and US for models of social innovation - but why? These models are broken/disfunctional

1.3.2. Purpose seeking has been foisted on sector. And sector needs to be about social value and share the responsibility with society at large.

1.3.3. Provincial gov't in quebec recognize role of NPS.

1.3.4. Private corporations don't advertise themselves as for-profit. They speak about what they do. Why don't NPO id themselves according to their impact.

1.4. Using the system we're trying to improve and this is self-defeating.

1.5. Issue about demonstrating impact. Organizations are not demonstrating and sharing results pro-actively.

2. Wicked Questions

2.1. Mike Lickers - Suncor

2.1.1. Stop long enough to contemplate the next phase.

2.2. Tina Dacin - Queens

2.2.1. Importance of focusing on voice, trust and respect

2.3. James Stauch - MRU

2.3.1. Anglo-American Model of social sector is inefficient. Most social innovations are cross/multi-sectoral.

2.4. Ashley Good - Fail Forward

2.4.1. How do we create a sector that is stable and self-renewing?

2.4.2. The challenge of co-ordination. What are the incentives to collaboration? Who will invest in those collaborations?

2.5. Mike Grogan - CCVO

2.5.1. We rush to solution. We need to create space to reflect. You can't rush to answer.

3. The Roles of Perspective and Systems Thinking

3.1. You are only seeing part of the system

3.2. You cannot talk about a system without asking who is looking at the system and why

3.3. Value in bringing difference together

3.3.1. Think about the differences that make a difference

4. Lenses exercise

4.1. Culture

4.2. Environment

4.3. Economy

4.4. Government or Political

5. The Creative Process

5.1. Michael Green - Making Treaty 7 Society

5.1.1. Buy-in

5.2. Dan Buchner - Banff Centre

5.2.1. References Roger Martin's Business Thinking

5.2.1.1. Goal is to get to the right answer

5.2.2. References Innovative thinking

5.2.2.1. Abductive reasoning

5.3. LeAnn Wagner - Gov of AB

6. Erik's Business

6.1. Support from Community

6.2. Social Purpose business

6.3. Learned Skill + self-taught skill

6.4. Source of identity

6.5. Technology skills

6.6. Mentorship

6.7. Evolving process rather than a set business plan

7. The Adaptive Cycle

7.1. Release

7.2. Reorganization

7.3. Exploitation

7.3.1. Multiple experiments

7.3.2. People who learn by doing are happy here

7.3.3. Reflections turn into experiments

7.4. Conservation

8. Bricolage

8.1. Robin des Bois

8.2. 4R's youth movement

8.2.1. What if indigenous youth were mentors to CEO's?

8.2.2. How do you measure qualitative change?

8.2.3. What if supporting indigenous youth was trendy?

8.3. Air BnB

8.3.1. How could you turn it into Aribnb for good?

8.3.1.1. Host would provide community connections

8.3.1.2. Staying with someone doing community work

8.4. Thinking of capacity in the wrong way

8.5. Earthship

8.5.1. What if Mike Holmes brought Greenhomes to Big Horn to teach youth

8.5.2. Build network of aboriginal youth to do the same in their communities

8.5.3. Permaculture

8.6. Exchange Program

8.6.1. House swapping res and urban dwelling

9. Table 12's innovation

9.1. Ecosystem of organizations that share intentionally

9.2. A docket of alternative models beyond charitable status

9.3. Signatories on shared back-end

9.4. Swarming or working in sprints together

9.4.1. Based on google's 20% model

10. Making Change

10.1. Chile Hildago

10.1.1. Needs to be comfort with ambiguity

10.1.2. Emergency strategy

10.2. Jessica Bolduc

10.2.1. 62% of Canadians have no interactions with indigenous people. And 63% think aboriginal people bring problems on themselves

10.2.2. Youth as leverage points

10.2.3. Diversity of indigenous youth is a point of strength

10.2.4. What is your mandate for reconciliation?

10.2.5. How can indigenous youth empower you to work towards reconcilliation

10.2.5.1. Think about 4 good things for aboriginal youth

10.3. Russell Thomas

11. Day 2 Learnings - Impact

11.1. How to Achieve Durabiity

11.1.1. Profoundly changing the rules and relationships

11.2. What kind of scaling?

11.2.1. Scaling Out?

11.2.2. Scaling Up?

11.2.3. Scaling deep?

11.3. Change across multiple levels

11.4. System Change Makers

11.4.1. The goal of system entrepreneurs is to create change at the broadest system level. Their goal is not to help the system adapt, but the help the system transform

12. Table 12 Final Discussion

12.1. Aboriginal Youth mentors to NPO leaders

12.1.1. Choose 75 organizations and 150 individuals to pilot

12.1.2. Co-learning environment built on trust

12.2. What are the commonalities between sector capacity questions and aboriginal youth questions?

13. Summary of Final Thoughts

13.1. Always Self-fund youth problems

13.2. Challenge definition of charity

13.3. Need for youth to become engaged on boards etc.

13.3.1. Logistical challenges

13.4. Problem keeps you grounded

13.5. Culture eats strategy for breakfast

13.6. Important to put our ignorance on the table

13.6.1. Go to humble places

13.6.2. move from tokenism to inclusion

13.7. Move away from hypercompetitive model

13.8. Move from being proprietary into open source

13.9. Need to convene and think; to invest and find time to do so

13.10. Map the relationships that are already in place

13.10.1. Looking for unusual allies

13.11. Start a reality show

13.11.1. create opportunity to tell the story

13.12. Big business and its effect on the social environment

13.12.1. Build trust and collaboration by being positive in our approach

13.12.2. Young people have the answer, just need the opportunity

13.13. Recognize existing capacity building programs

13.13.1. need to invite unanticipated partners to help them contextualize, explain their work and meeet their community

13.13.2. Role of technology in all this?

13.14. Vocabulary

13.14.1. Kinesthetic learning

13.14.2. mentoring the generation ahead of us

13.14.2.1. Cycle of abuse has to end

13.14.2.2. it's the youth's responsibility to end that cycle

13.14.2.3. Maybe we're going back and fixing the problem that started the abuse in the first plance

13.15. Community building and trust-building

13.15.1. Does for-profit priorities lead to mistrust

13.15.2. learning from each other

13.15.2.1. a sense of a lack of belonging

13.15.2.2. indiginous youth mentoring

13.15.2.3. partners as truth tellers - KIR

13.15.3. respecting foundational agreement

13.15.3.1. not creating new agreements

13.15.3.2. community benefit agreements is a waste of time

13.15.3.3. Could Suncor become a champion of treaties

13.16. Looking inside aboriginal communities -

13.16.1. youth engagement with the chief in coucnil

13.16.2. Sharing wisdom stories