A Couple of Nonprofit Success Tools
This is a follow-up to my previous post
on things I’ve learned reading Genership 1.0: Beyond Leadership
Toward Liberating the Creative Soul by David Castro. This
particular entry will cover the book’s suggested tools and
techniques that can contribute to nonprofit success. Genership 1.0
covers two new approaches to planning and problem solving that are
worth adding to any social entrepreneur’s tool kit: CoVisioning and
CoThinking.
First, a definition of genership: The
capacity to create with others, the community practice of creating.
Castro’s book elaborates on this concept and breaks down some myths
of leadership.
The old model of leadership involves
one man or woman creating a vision and a strategy, maybe some
tactics, and getting people to go along with that strategy. Genership
is all about working with others in a shared atmosphere of figuring
out what needs to be done, how it should be done, and why it needs to
be done.
Creating a Shared Vision:
CoVisioning is the process of thinking
with others about desired changes to reality, to paraphrase Genership
1.0. The usual tools for brainstorming and problem analysis can
be useful in creating a vision. CoVisioning involves a philosophical
perspective or frame of reference.
While any sensible leader will check
with his or her superiors for guidance in creating a project plan,
CoVisioning begs more of a group involvement in deciding what might
be done. Think of collaboration instead of persuading or inspiring.
For example, in lieu of urging others to “Follow me, and let’s
save the Cumberland River watershed,” a CoVisioning effort might
focus a group’s attention on what their part of the Cumberland
River watershed could/should look like. The traditional leader might
picture a certain program, perhaps one inspired by other watershed
conservation efforts in other parts of the United States.
Thinking Collaboratively:
CoThinking is the art of engaging in
reflective dialogue about a desired future, present circumstances and
the possibilities for strategic action toward that desired future.
CoThinking is a strategic planning tool; think of it as a practical
counterpart to the philosophical practice of CoVisioning.
A traditional leader would create a
plan and focus his or her efforts on inspiring or persuading people
to adopt that plan as their own vision for a better future.
CoThinking in this scenario would entail discussing the watershed
area, and what might be done to make it better (cleaner, healthier,
etc.). One should engage in CoThinking after either personally
seeking further information about watershed conservation, or after
finding an initial group to engage with that possesses a working
knowledge of the subject.
Once you’ve decided to engage in
CoThinking, you have access to a variety of tools for brainstorming
and planning. I’ve written about provocative operations and concept
mapping as tools for generating ideas.
Thinking Differently:
This stuff does require a shift in
mindset, from being the leader to being the facilitator, coordinator
and liaison with outside parties.
Naturally, Genership 1.0 goes
into more detail about how to implement CoThinking and CoVisioning.
So, regardless of whether you are the founder and leader of a small
group, or a C-level executive in a major nonprofit, your position
still offers opportunities for co-creating new plans and strategies.
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