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Tackling Tough Problems - NOLA

Tackling Tough Problems - NOLA

Join Kumu cofounder Jeff Mohr for an afternoon of exercises and insights to help you tackle tough problems using Kumu. In the session, we'll cover:

- Principles for how we approach complex issues
- Brainstorming exercises for building the foundation of your system map
- How to use Kumu to create network map and system maps
- Using Google Sheets to create a crowd-sourced map of key influencers across New Orleans

Special thanks to Steve Picou & Grasshopper Mendoza of Adaptation Strategies for making this event happen!

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Jeff Mohr

June 01, 2017
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Transcript

  1. Tackling tough problems with Kumu Jeff Mohr | New Orleans,

    LA | June 1, 2017
  2. my background SYSTEMS NETWORKS SOCIAL CHANGE

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  8. http://bit.ly/NOLAinfluencers Map available at https://kumu.io/jeff/nola-influencers#influencers

  9. Our approach & worldview

  10. “ ” Every system is perfectly designed to get the

    results that it gets. Dr. Paul Batalden
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  14. THE WORLD ISN’T LINEAR

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  16. VS.

  17. VS.

  18. And they lived happily ever after…

  19. Keep it complex Make it clear.

  20. We need a radical shift • The challenges we face

    are only getting bigger and more complex • Need to move away from “expert” models and linear approaches to problem solving • Use tools & processes that increase our peripheral vision and help us understand what is driving current outcomes • Do a better job avoiding unintended negative consequences when we do act • Find ways to coordinate and align the actions of others
  21. Our journey this afternoon

  22. But first, let’s warm up

  23. Image via Donella Meadows Institute

  24. Image via Donella Meadows Institute Headlines Graphs/ Trends Causal maps

  25. Source: NYTimes.com

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  29. To recap • Headlines tell us what is happening now

    • Trends tell us what has been changing over time • Causal maps help us understand why
  30. Listening to the system

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  32. How to listen to a system 1. Decide who to

    interview 2. Develop an interview guide 3. Go out and interview people 4. Create an interview capture process 5. Synthesize your insights
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  34. • Syrian children & parents • UNHCR • Host country

    governments (Jordan, Turkey, Lebanon) • Host communities • Other NGOs working in education • Community volunteers • International funders • UNICEF • Public school principals • Bus drivers • Psychosocial counselors
  35. Go broad. Quickly get a sense of what is happening

    and key dynamics. Go deep. Unpack motivations and beliefs of each stakeholder group. Go extreme. More easily spot needs and work-arounds. Iterate. Use each interview to improve your list of stakeholders.
  36. Interview capture & synthesis Persona • How would you describe

    this person in 3 words? • What were they motivated by? What are their goals? • What values and mindsets were hinted at?
  37. Interview capture & synthesis Relationships • What other stakeholders is

    this person connected to? • What value do they provide or receive from other stakeholders? • How do they perceive other stakeholders?
  38. Interview capture & synthesis System dynamics • How does this

    stakeholder characterize “the problem”? • What role do they play in the system? • What resources do they control?
  39. Exercise (10 minutes) • List all the stakeholder groups you

    can think of that are directly and indirectly involved. • Identify potential bird’s eye, ground level, and extreme stakeholders to interview. • Write three interview questions you think might bring out helpful insights.
  40. Example questions Bird’s eye stakeholders • If you had a

    billion dollars, what two critical success components would you focus on to ensure effective responses in the future? (perceived problem framing, key phenomenon) • What is preventing that ideal from being a reality? (rules, constraints, system paradigms) • If you were in my position, looking into this challenge, what additional questions would you be asking? Who is most critical to talk to? (problem framing, power hierarchies)
  41. Example questions Ground level stakeholders • What are the most

    rewarding parts of your job? The most frustrating? (Motivations, constraints) • What does your typical day look like? Who did you interact with most frequently? What types of decisions do you need to make? (Habits, resources) • Tell me about a time when you had to make a decision or take action but weren’t sure what to do? How did you go about making that decision? (action repertoire, social network) • Can you give me an example of success when you felt proud of your work? (Rewards, motivations)
  42. Syrian children & parents Care more about going to school,

    catching up on lost years, and finding normalcy through education. Host Country Governments Care most about securing international support/funding; meeting the needs of their citizens in addition to refugees; maintaining quality public services for both groups International funders Care most about finding initiatives that support refugees where their contributions can have maximum impact UNHCR & UNICEF Care most about meeting the needs of refugees; finding implementing partners like MECI to deliver quality programming; and securing enough funding to be able to do so
  43. Part 1: Brainstorming key factors and causes

  44. ” “ We must take care not to oversimplify an

    exceedingly complex and dynamic reality. This is a common mistake…resulting in a great deal of bad conventional wisdom. Larry Kramer & Daniel Stid, Hewlett Foundation
  45. enablers inhibitors

  46. Refugees' commitment to helping/volunteering Skilled educators in host countries Positive

    coordination among NGOs NGO experience & capacity to carry out programs Growing media attention on the issue Huge and growing number of refugees Poverty Restrictions around refugee employment Not enough financial support from international community / donor fatigue Safety Overcrowded classrooms Trauma
  47. hurts behaviors policies beliefs

  48. s hurts behaviors policies beliefs what people think and value

    (attitudes, norms, views of other groups)
  49. hurts behaviors policies beliefs the actions people take (processes and

    skills of key people)
  50. hurts behaviors policies beliefs rules and structures (systems, institutions, rule

    of law)
  51. behaviors policies beliefs refugees' commitment to helping/volunteering positive coordination among

    NGOs restrictions around refugee employment
  52. causes FACTOR effects

  53. huge influx of Syrian refugees overstretched systems OVERCROWDED CLASSROOMS poor

    education quality resentment by host communities
  54. Exercise (10 Minutes) • Lists as many enablers and inhibitors

    you can think of and cluster into themes • Categorize each as primarily a matter of beliefs, behaviors, or policies • Pick 3 factors that feel especially important and identify two causes and two effects for each
  55. Part 2: Building loops of core dynamics

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  59. Tips for building loops • Focus on mapping what seem

    like the “core” dynamics of the system • Use the factors and initial connections you’ve created in the enablers/inhibitors and causes/effects exercise as building blocks • Don’t go overboard with how many factors are in a given loop (roughly 3-7 factors) • Label each connection as ‘same’ or ‘opposite’ • Categorize the loop as either ‘balancing’ or ‘reinforcing’
  60. Exercise (10 Minutes) • Use the enablers/inhibitors and cause/effect brainstorm

    as a starting point to build a loop on your own (5 minutes) • Share your loop with your group. • As a group, try to create two more loops or improve upon the loops created individually.
  61. Building intentional networks

  62. ” “ An intentional network is a network of people

    and organizations that are working on the same issue or vision, together with structures that have been created to mobilize the energy of the organizations. June Holley, Network Weaver Handbook
  63. 1. Align around shared purpose and values 2. Know the

    stage of your network 3. Act intentionally to strengthen your network 4. Hold each other accountable to working like a network 5. Wait to add structure until you need it 6. Don't underestimate the challenge Read the full article at bit.ly/intent-kumu
  64. Guiding star. Shared desired future. Navigational tool. “Hawaii produces a

    quality of life that is sufficient and sustainable for all its residents.” Near star. Distant but foreseeable outcome. Next few years. “Oahu eliminates chronic homelessness.”
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  66. Strengthen your network • Close triangles • Spark micro-collaborations •

    Cultivate a large and diverse periphery • Create a venue to share learning
  67. Exercise (10 Minutes) • Add people to the NOLA Influencers

    Google Sheet (bit.ly/NOLAInfluencers) • Close a triangle by connecting two people you know, who don’t know each other • Initiate a micro-collaboration (however small!) around your chosen topic
  68. Where do we go from here?

  69. Questions?

  70. CompassHQ.com data from

  71. jeff@kumu.io @kumupowered https://kumu.io THANK YOU!