Building Diversity Into The Methods Of Collaboration
- 1. Building Diversity into the Methods of Collaboration Susan L. Triggs, RN, MPH Health Equity Specialist Virginia Department of Health Office of Minority Health and Public Health Policy
- 2. What does diversity really mean? “Diversity is not about how we differ. Diversity is about embracing one another's uniqueness.” Ola Joseph
- 3. What does diversity really mean? (cont.) “Civilizations should be measured by the degree of diversity attained and the degree of unity retained.” W. H. Auden
- 4. What does diversity really mean? (cont.) “Diversity: the art of thinking independently together.” Malcolm Stevenson Forbes
- 5. How do we make diversity appear? Think collaboratively Look for the system Segment the stakeholders Analyze how each segment views the problem Know what’s in it for each stakeholder Highlight what’s in it for each stakeholder
- 6. How do we make diversity appear? Thinking collaboratively. Recognition of stakeholder interdependence Constructive management of differences Joint ownership of decisions Stakeholder responsibility for problem management Acceptance that the process is constantly changing – positive change brings growth
- 7. How do we make diversity appear? Thinking collaboratively (cont.) Involve community-wide partnerships and coalitions Diverse members that come together around an issue that one group cannot solve alone Different areas of interest Allow for organizational autonomy
- 8. How do we make diversity appear? Looking for the system. A system is a group of interacting, interrelated, or interdependent elements forming a complex whole. (Online free dictionary found at http://www.thefreedictionary.com/system ) a regularly interacting or interdependent group of items forming a unified whole. (Merriam Webster online dictionary found at http://www.merriam-webster.com/dictionary/system )
- 9. How do we make diversity appear? Looking for the system. (cont.)
- 10. How do we make diversity appear? Segmenting the stakeholders. Socio-demographics Organizational affiliations Pro or con stakeholder Resources Generational affiliation
- 11. How do we make diversity appear? Analyzing perceptions of each segment. Who in the community cares about this? Assess awareness/education Assess community support for change Back to pro/con stakeholders Assess what stakeholders will gain or lose if change occurs Political/policy ramifications Force Field Analysis ( http://www.mindtools.com/pages/article/newTED_06.htm )
- 12. How do we make diversity appear? What’s in it for each stakeholder? Economics Culture Values Social norms Politics Trust…….. or not Status quo (Why; Why not)
- 13. How do we make diversity appear? What’s in it for each stakeholder? (cont.) A walk in the woods brings shared interests Guiding (steering) the process Commitment to the process Quick Results vs. Lasting Results
- 14. How do we make diversity appear? What’s in it for each stakeholder? (cont.)
- 15. How do we make diversity appear? Highlighting what’s in it. Mission Statements Community members (personal mission) Coalition Mission Stat ement Organization mission statements Personal mission statements All converge here
- 16. How do we make diversity appear? Highlighting what’s in it. (cont.) How does my mission align? What resources do I have? How will community benefit? What outcomes do I hope for? How do I want the effort tested?
- 17. Where are the community’s leaders? Community members Informal leaders Grassroots people Elected leaders Member organizations Lead agency Staff Members – Reps vs. Individuals Need balance of power for success
- 18. What will the community get? Resource identification Leader identification Leadership training Education/awareness Networking Working with…… Increased capacity
- 19. What will the community get? Increased capacity Capacity Capabilities, knowledge, and resources Capacity building Strengthening activities that help a collaborative group better fulfill its mission. Some Components Mission, Vision, and Strategy Governance and Leadership Program Delivery and Impact Strategic Relationships Finances/Resources
- 20. What will Perinatal Council get? Community-based collaborative team Opportunity to work with a diverse array of community stakeholders Leadership group that looks like the community and includes members of the community Productive working model that will lead to successful outcomes Increased knowledge about the community you serve
- 21. Where do we start? Find committed workers Many will come Some will leave Some will stay Invite others that did not come Engage committed workers Stay the course Develop group mission and vision Post it during every meeting
- 22. Where do we start? (cont.) “ A small body of determined spirits fired by an unquenchable faith in their mission can alter the course of history.” Gandhi “ Coming together is a beginning. Keeping together is progress. Working together is success.” Henry Ford “ Problems can become opportunities when the right people come together.” Robert South
- 23. References Butterfoss, F.D. (2007). Coalitions and partnerships in community health. San Francisco: Jossey-Bass. Kettner, P.M., Moroney, R.M., & Martin, L.L. (Eds,) (3rd Ed.), 2008. Designing and Managing Programs: An effectiveness-based approach. Thousand Oaks: Sage (45-49). Marcus, L.J. & Dorn, B.C. Harvard Center for Public Health Preparedness/National Preparedness Leadership Initiative Program for Health Care Negotiation and Conflict Resolution. Dynamics of the Process. Division of Public Health Practice/ Department of Health Policy and Management. Harvard School of Public Health Mindtools. Force Field Analysis. Retrieved September 17, 2009 from http://www.mindtools.com/pages/article/newTED_06.htm ThinkExist.com. Quotations. Retrieved September 17, 2009 from http://en.thinkexist.com/quotes/top/
- 24. QUESTIONS
Editor's Notes
- #3: Ask participants what the quotes mean to them. Use flip chart
- #4: Ask participants what the quotes mean to them. Use flip chart
- #5: Ask participants what the quotes mean to them. Use flip chart
- #12: Force Field Analysis: Understanding the pressures for and against change Describe your plan or proposal for change in the middle. List all forces for change in left column, and all forces against change in right column. Assign a score to each force, from 1 (weak) to 5 (strong). Next steps in Force Field Analysis Reduce the strength of the forces opposing a project, or Increase the forces pushing a project
- #18: Stress the importance of inclusion of community members, informal leaders, and other grassroots people. So many collaborations end up being about service providers decided what's best for the people and the best way to give it to them. Equal participation is critical (and takes more time).
- #19: Don't forget about increased capacity Your last bullet isn't complete. Somewhere, talk about the importance of the professionals actively giving up power to the grassroots people to ensure participation and capacity building.
- #20: Mission, Vision, and Strategy: Governance and Leadership: Program Delivery and Impact: Strategic relationships, finance, and internal operations and management are all necessary mechanisms to achieve the organization's ends. Strategic Relationships: Finance: Internal Operations and Management:
- #22: *Also discuss the importance of finding committed people in the community, who may be harder to find.