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Integral Support for Non Profits

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Michael Romig

on 18 October 2016

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Transcript of Integral Support for Non Profits

Integral Support
for non-profit organisations
Looking at the INDIVIDUAL from an INTERNAL perspective
- that which is internally verifiable about the individual -
PERSONAL or I
Beliefs
Attitudes
Mindfulness
Cognitive capacity
Perspective Coherence
How is it different from the usual interventions?
Long term vision:
no "one-off" trainings or interventions; no "quick-fix". The focus of this approach is to allow enough time and depth for people to explore, develop and adopt any changes to the organisation needed

Holistic:
no fixing one part of the system without attention on the rest. The focus is on how all parts of the organisation can best function together to create resilient, sustainable and effective organisations of the future
Collective
Individual
Internal
External
Presenting an approach to supporting non-profit organisations which takes into account every angle, aspect and level from which an organisation can be seen
PERSONAL or I
CULTURAL or WE
CAPABILITIES or IT
SYSTEMS or ITS
Looking at the INDIVIDUAL from an EXTERNAL perspective
- that which is externally verifiable about the individual -
CAPABILITIES or IT
Skills
Behaviours
Accountability
Decision Making
Applied Experience
Looking at the COLLECTIVE from an EXTERNAL perspective
- that which is externally verifiable about the collective -
SYSTEMS or ITS
Strategies (org, comms, FR, etc)
Processes & Policies (HR, MEL, etc)
Structures
Security
Support networks and relationships
Internal and external ecosystems
Looking at the COLLECTIVE from an INTERNAL perspective
- that which is internally verifiable about the collective -
CULTURE or WE
Trust
Engagement
Relationships
Team Dynamics
Collective beliefs
Values
What do we mean by "INTEGRAL"?
Integral theory is a method of examining an organisation from all possible perspectives. By examining each "quadrant" in the above diagram of their organisation, members can ensure they get a holistic view of their work and team.
Services:
- Coaching
- Personality Analysis
- Work Techniques
- Stress management
- Burnout prevention/ recovery
Theories:
Jung, Freud, Maslow, Piaget, Rogers, Kegan, Torbert, Gardner, Baldwin
Services:
- Coaching/ facilitated discussions
- Trainings on skills: NVC & Mgmnt; PMC & MEL; Building support (fundraising, comms, advocacy, networking); strategic planning, scenarios, crisis management
Theories:
Skinner, Watson, Locke, Thorndike, Pavlov
Services:
- Facilitating: strategic planning, (self) evaluation, change management, scenario planning, crisis management, MEL set up
- Systems analysis
- Holistic security assessment
Theories:
Senge, Jaques, Stafford Beer, Imai, Marx, Kaplan and Norton
Services:
- Facilitating:
Review of vision, mission values;
Self-evaluations of culture, collective beliefs and team dynamics
Team building and grounding
- Coaching team to become aware of culture
Theories:
Graves, Beck, Cowan, Kuhn, Gebser
What types of questions?
What beliefs, attitudes, perspectives & values do I & my colleagues hold? How does this affect our work?
What stage of cognitive and emotional development am I and my colleagues at? How can I build on this?
Do I and my colleagues consider and value the needs of internal and external stakeholders and their link to successfully achieving our goals?
How do I deal with stress, uncertainty, change and how does this affect organisational activities?
How much are my personal needs met by my work environment?
What types of questions?
What capabilities do I & colleagues need to achieve our organisational objectives?
How do we ensure these capabilities are best developed?
What behaviours do I and colleagues need to adopt to support our values and reach our objectives?
How does the way I and we communicate internally support the achievement of our objectives and the creation of a fulfilling workplace?
Does the way we run our activities fit with our values and the interests of stakeholders?
What is needed for us to build strong support relationships (funding, communication, advocacy) to ensure our organisation reaches its objectives?
What types of questions?
How effectively does our strategic planning process and plan deliver the outcomes we are seeking?
How well is it adapted and adaptable to the changing external environment?
How effecitve is our organisations structure in ensuring we reach our objectives?
Where is nour internal and external communication and decision making are there duplications, bottlenecks, lack of clarity?
How effective is our "monitoring, evaluation, learning" system in providing relevant information to internal and external stakeholders?
How much do our systems truly serve the purposes we created them for?
Do our systems create an environment for our members to develop and deploy their full capacities?
Are our systems sustainable and ethical?
What types of questions?
What collective beliefs and values are present internally?
How do these cultural beliefs support our stated values, vision, mission?
How do our stakeholders describe our culture?
How does our organisational culture impact the individuals in our organisation and our stakeholders outside?
Is our culture sustainable and enriching for our members? Does it create an environment for them to develop and deploy their full capacities?
Romig Consultancies
Supporting non-profit leaders to create the organisations of tomorrow
www.mikeromig.com
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