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PTP- IRSPM

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by

Gemma Carey

on 6 July 2015

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Transcript of PTP- IRSPM

The Power to Persuade Initiative
Public learning
Central network actors share their knowledge, experience, learning, perspectives, ideas
Collective making sense: "Public learning occurs when people learn together and when changes of perception, understanding and action are observed by others... [this way] public actions have a widespread and collective effect" (Atwood et al 2011
Soft skills
• problem-solving skills

• coordination skills (getting people to the table)

• brokering skills (seeing what needs to happen)

• flexibility, deep knowledge of the system

• a willingness to undertake the
emotional labour
associated with relational working.

www.powertopersuade.org.au
@PowerToPersuade
Power to Persuade’s key role is to contribute to the creation of open and informal networks in the policy space and connect new and existing actors to knowledge and resources needed to improve policy development.
Theory of the problem
Network governance
“More connectedness and cooperation is needed than ever before: across agencies, across governments, and with more constituencies” (Cortada 2008).
“Strategic alliances, joint working arrangements, networks, partnerships and many other forms of collaboration across sectoral and organizational boundaries currently proliferates across the policy landscape” (Williams 2000)
Skill and knowledge gaps
Focus on the development of technical skills (as opposed to skills to work within a highly networkd environment)
e.g. 'soft skills' - brokering, communication, consensus building
Skills to navigate 'the whole' and the spaces 'in between'
No knowledge of the functioning of the system or 'the whole' (who is doing what?)

Theory of the solution
Power to Persuade:
Deepens knowledge of this problem
Builds the knowledge and skills for navigating diverse policy networks
(1) Begin by listening
(2) Ask questions
(3) Approach with humility
(4) Valuing difference and diversity
(5) Follow through
'The 5 keys' to systems change
Adapted from - Atwood M, Pedler M, Pritchard S, Wilkinson D. Leading Change: A guide to whole of systems working. Bristol, UK: The Polity Press; 2003.
www.powertopersuade.org.au

@powertopersuade
The challenges of being a 'boundary spanner'
Is it ok to not have an institutional home?
Demonstrating impact
Growth - where and how?
Diversity of voices
Meeting differently
All voices being heard
Rigorous debate/back-talk
Full transcript