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Systemising new processes and best practices

Introduction
Introduction Identify a wicked problem or engage the community Define your community Identify Drivers and Resisters Identify Community Stewards Identify a Backbone Organisation Identify and recruit your Action Team Choose a Collaborative Leader (within the Action Team) Undertake a new member skills survey Build community momentum Keep the momentum for change The action team will change too Gather information
Introduction Vision setting Values Setting Goals (starting with the end in mind) Choosing projects Turning plans into action Project management Finding funds and resources Advocacy
Introduction Measuring if (and where) change has occurred or not Celebrating success & identifying the lessons learned Systemising new processes and best practices Publicising the successes and lessons learned Measuring how well the Action Team has performed Skilling up new Action Team members and leaders

Be A Partner

“For changes to be of any true value, they’ve got to be lasting and consistent.”

—Tony Robbins

When the community led changes are taking shape and you are achieving your Vision, it is time to pause and ask a question: “What would happen if the people driving this change stopped or the funding / resources to make it happen dried up?”

If the answer is that the initiative would falter, slow or stop, then this suggests that it is not sustainable. That means the Action Team needs to think about making this project sustainable. Kurt Lewin’s final stage of his change model is called refreezing. This means reinforcing, stabilising and solidifying the new situation after the change. Lewin found the refreezing step to be especially important to ensure that people do not revert back to their old ways of thinking or doing prior to the implementation of the change.

Consider how to make the following aspects of this project sustainable:

  • Funding: how can we ensure that there are ongoing funds to continue?
  • People: how do we make sure that there is a succession process so that the original or current drivers of the project can be either effectively supported or replaced with effective successors when they are ready to step down?
  • Support: how can we make sure that the new way of doing things gets or keeps the support from opinion leaders, government and the community?
  • Process: how can we systemise the best practices and processes that have made this project a success so far?

Actions

Discuss how the Project can be made as sustainable as possible in terms of funding, people, support and systems. Make plans to build a sustainable future for the project.

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Publicising the successes and lessons learned