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PDX Net2 Camp

Written by Todd Pitt on Tuesday, June 29th 2010 - 02:40 PM

PDX Net2 Camp Whiteboard

Zero Strategist participated in the PDX Net2 Camp on Friday, leading an open session on Nonprofit/Social Media Change Management. The event was a good time with convergent conversation and we were glad there was lively and open participation in all of the sessions. We especially enjoyed the community management and data visualization sessions in particular. There was a lot of knowledgeable people and shared ideas around different topics.

Open Sessions at PDX Net2 Camp
We wanted to give a big thank you to Donna Arriaga for spearheading the organization of this awesome event. Also, thanks to Amy Sample Ward and Ash Shepard for helping to moderate/facilitate the Net2 Camp. It was great to meet an eclectic set of Portlanders and NPtech folks making a difference in the community.

PDX Net2 Camp Links

Change Management Links

PDX Net2 Camp Participants and Collaborators

PDX Net2 Camp Participants and Community Members

Open Session Notes From Nonprofit Social Media Change Management

Change Management is changing, moving toward new models focused on more engagement less top down management.

Brief Background On Change Management

  • Managing the “people” side of organizational change
  • Is “Change Mangagement” changing and moving towards “Change Engagement”?
  • Kotter Change Management Model
  • Prosci ADKAR CM Model
  • Many more models exist and more dynamic models are being created

Why are you here?

  • Stepping on “traditional” media people
  • How to bring everyone along – divergent ideas, directions
  • Tools for engage and not overwhelm
  • How to work with resisters
  • Make people comfortable

What causes change?

  • Social Media
  • Infrastructure
  • Strategic Plan
  • Economy
  • Communication
  • New education brings about new vision

How do you engage people in change process?

Thanks for good notes @T_love_pdx

This article has been postdated to original draft date.

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Last updated on Thursday, 1st July 2010

Prosci Change Management Conference 2010 – Day 1

Written by Todd Pitt on Monday, April 26th 2010 - 10:21 PM

Todd Jick – Opening General Session

Todd Jick Opening Keynote

Changes in Change Management: A 25 Year Retrospective on Change

Todd Jick of Columbia Business School and opened with a keynote that was a call to action and a direct challenge to change managers. Jick talked about how the language of change management was shifting and how it has changed. The vocabulary of change has changed, comes to us in many different forms and new euphemisms like “restructure” or “reorganize” or “downsize.” The change manager laden audience parroted back a whole list of direct and indirect terms that they are confronted with everyday in the work of making change happen.
“You can’t make these verbs happen without change.” – Todd Jick
Jick recounted a story about an individual client once called in need of “a change management” and asked if he could “come and install one for us?”  to which Jick responded “Hold on, let me see if we have one (change management) in stock!” This quip underlines a few general misconceptions about change management by the world enlarge especially by leaders, executives and organizational decision makers. People actually think that change can be “installed” in their organization like some kind of cybernetic implant.
“Change is not installed, enforced, mandated, it is engaged in.” – Zero Strategist
Put in the proper context the notion of installing CM in an organization sounds more like upgrading software then fundamentally changing an entire organization or organizational culture. Of course, one task is vastly easier then the other.
The Titles Are No Longer The Same, What Did They Mean Anyway?
The titles of change managers have changed as change management has grown into a field.
  • Cross-Site Change Agent?
  • Chief Transformation Officer?
  • Change Facilitator?
  • Senior VP of Transformation?
  • Chief MMA Punching Bag?
  • Cross-Corporate Lightning Rod?
  • Change Evangelist Zombie?
  • Facilitator of Political Hurricanes?
OK I admit I added the last four! We have more complex titles for sure, but what do they really mean? People call us all of these different things but when the average person hears these titles what does it mean? Are they thinking the same thing they thought when they heard newly defined titles twenty years ago? I liked that Jick also poked some well placed fun at the our educational institutions and their role in catalyzing the evolution of change management or not.
“Academics get paid to make 4 box models out of 3 box models.” – Todd Jick
Jick walked through the progression of CM has evolved from 3 box models to 10 box models, a variety of curves and other charts have popped providing different vistas, approaches and ideas about systems for actualizing change. After the boxes Jick shared -

The Ten Commandments of Change Management

  1. Analyze the organization and its need for change.
  2. Create a shared vision and common direction.
  3. Separate from the past.
  4. Create a strong sense of urgency.
  5. Support a strong leader role.
  6. Line up political sponsorship.
  7. Craft an implementation plan.
  8. Develop enabling structures.
  9. Communicate, involve people, and be honest.
  10. Reinforce and institutionalize change.

Change Management Is A Field! Or Is It?

Jick made the point rather convincingly that change management is now it’s own field. There is enough solid supporting research, textbooks, handbooks, tools, diagnostics, organizations, companies, publications, models, methodologies and 256 million citations on Google along with rising demand for effectively navigating major change initiatives to conclusively say that CM is indeed now a field! W00t! MISSION ACCOMPLISHED!
Not so fast! In order to say that something (CM) is indeed a success first the numbers have to add up…but they do not. Mergers and acquisitions change management success rates 25%. Private Equity successful change rate 25%. Overall only 25-40% successful change rates. This means that overall change failure rates are running at 60-75% across the board. Jick chimed in a sobering and poignant observation:
“We can sit on our laurels, but having a field does not mean that we are successful enough.” – Todd Jick
We could debate all day long about the number of factors that have changed in CM or effecting CM and velocity of change, the fact that field is still young/evolving etc. But ultimately we as change practitioners must find new ways of increasing success of change success rates across the board. It is not going to be an easy task, given the economic climate and number of changes in flux. As change managers we must be responsible and not call 25% success when it is a FAIL.

Eye Opening Change Management Stats

  1. Our ability to adapt to change will be a key source of competitive advantage in the coming year… 76% of CEOs agreed (2009 PWC Study)
  2. We have taken on 5 or more change initiatives over the previous 5 years…72% of CEOs agreed (2009 PWC Study)
  3. Yet, 75% of change programs fail…(2009 PWC Study)

Jick’s presentation was spot on, no punches pulled look at where we have been, what is happening now and where are we a headed state of change management. He had more content then I will cover here, but I will try and lace the major points through this three post series and tie it all together. Here is the best image from his presentation -

DO YOU NEED CHANGE

I think we do need some change in change management. Let’s give it with a smile. :)

Cramer / Ibana – Session One

Maria Cramer and Carole Ibarra Presenting

Integrating World-Class Organizational CM into ORACLE and SAP Methodologies

Maria Cramer and Carole Ibarra delivered a session which I found to be less compelling, but then again anything that has to tell you that it is “World Class” probably is not. They lost me from the moment they said “Socialize (phase) happens at the beginning of the project” and at another point when they said “weather or not it is true or not it does not matter” but then again I am into social media change management, transparency and social are key. There were a few gems, nothing earth shattering -
  • If you get push back from leadership ask them what the business case was for change and state that the ROI numbers were probably based on 100% adoption, then show them what it looks like if you only get 50%.
  • Take the time and empower, share what is changing.
  • Sit in on project meetings with leadership.
  • Use their language, culture and community analogies in daily business.
  • Have gumption and fortitude even if it is at the sacrifice of your relationship.
  • People will duck big change obstacles, don’t let them.

Burnett / Montag-Schmaltz – Session Two

Julie Burnett and Beth Mantag-Schmaltz Presenting

A Recipe for Managing Rapid and Disruptive Change Successfully

Presented by Julie Burnett CEO Liberty Northwest / Beth Montag-Schmaltz People Firm. This was undoubtedly one of the top three sessions of the conference. LNW was faced with a massive, rapid and very disruptive change due to a large merger that increased the size of the org by 60%, and they also had to change their distribution model.
“By changing the distribution model we ripped the heart out of the company.” – Julie Burnett

Hardcore Change, Means Hardcore Emotions

Ripping out the heart of a company is not an easy change for anyone to face. Because the nature of the change and legal issues the change had to happen fast and few people at the company were going to be able to know until just before it happened. Also, there was a short time from a of only a few weeks to prepare for the change. Many of the people who would be effected were loyal lifers who had been with the org for many years.
Julie Burnett and Beth Mantag-Schmaltz Presenting

Emotion Is The Elephant In The Changing Room

I think one of the biggest elephants in the room in change management is dealing with the emotional side of people change. At work and in business culture in America we are taught to hide and mask our feelings, to lie to one another about our feelings about the changes happening in the workplace in the name of professionalism and decorum. I think that accepting this and making these practices status quote only leads to a climate of deceptions in work, which creates an environment for more damaging and painful change failures occur.

How To Lead The Emotional Side of Change

Here were the key takeaways I took away from session two -

  • Be heartfelt and sincere
  • Make your actions meet your words
  • Do not lie, ever
  • Honor your employees with your actions everyday
  • Create a space for open dialogue and listen well
  • Acknowledge their fears, seek to understand others emotions
  • Think about the people, not the business
  • Find ways to honer people staying and leaving
As a leader and a person Burnett was willing to go and sit with her people directly face the consequences of the change that had to happen in her organization, whatever that meant. Facing and dealing with the tears, disbelief, rage, denial, skepticism, the whole emotional spectrum that happens when disruptive change occurs can be daunting to navigate. Actively creating a space for talk outs or open sessions for emotion will help direct that emotion in a more positive way.
“It is OK to cry…the most important thing was being human and paying attention to people.” – Julie Burnett
Facing the emotional side of change as a leader is one of the toughest yet most rewarding things you will ever do. It takes courage, time, compassion and it is not clean. Sitting in your CEO corner office and avoiding the consequences of the emotional side of change, while the workers who put you there get wrecked is not leadership or leading change. A lack of emotional intelligence and business norms which do not support creating an open space for discussing change, will effect how the change happens and overall success. The bigger question is if change managers and leaders don’t create the space, what happens and where does all of that emotion go?

Julie Burnett Presenting

Elephant #2 The Consultant Fishing Problem
“I am not a big fan of consultants, they need to teach us how to fish but they don’t. Too many people talk to us and don’t teach us.” – Julie Burnett
Another elephant in the changing room? This is turning into a zoo! The “consulting fishing” problem creates perception issues about consultants and the value they can add to change projects. Awesome that Burnett called this out, because it is so true. Too many consultants are focused of trapping or locking clients into their service and making them dependent in order for change to happen. That is not a strategy, it is a tactic that is one of desperation, low professional confidence and a lack of skill. I was really really impressed by this presentation.

Anthony Greenfield – Session Three

Anthony Greenfield Presenting

Changing With the Grain of Human Nature: The 5 Forces of Change

Anthony Greenfield delivering session three. Greenfield is the author of a book called 5 Forces of Change -

The 5 Forces of Change (Short Intro Video)
  1. Certainty
  2. Purpose
  3. Control
  4. Connection
  5. Success

Best Quote:

“It is not about spin, it is not about making it sound better then it is. It is about communicating the good and the bad news.” – Anthony Greenfield

ACMP Regional Networking Lunch

ACMP Networking Lunch 1

Hundreds of change management professionals having lunch, networking and discussing the possible future direction of the Association of Change Management Professionals. In addition to networking over lunch, everyone had the opportunity to provide feedback on a short the questionnaire -

AMCP Questions by Region

  1. What types of activities would you like to see a local ACMP chapter organize?
  2. How often would your regional ACMP chapter meet?
  3. What would be the best way to communicate with members in your region?
  4. Where would local ACMP activities best be held in your area (venues, central locations, virtual)?
  5. What local institutions or organizations might have speakers or resources you could leverage?
  6. What are the logical geographic divisions for sub-regional local chapters in your region?
  7. Other regionally-relevant topics?

What is the ACMP?
The Association of Change Management Professionals is a professional association that brings together change professionals from all over the world.

Jeanenne LaMarsh – General Session

Jeanenne LaMarsh Presenting General Session

Leaders are People First, Targets Second and Then Sponsors

“I would challenge you to do the say.” – Jeanenne LaMarsh
Some CM people refer to LaMarsh as the “Grandmother of Change Management” because she has been working in CM for over 20 years and has participated in so many change campaigns seeing the full lifecycle of CM play out again and again. Her presence was strong during the presentation, she conveyed an air of authority, deep knowledge and experience. When you are in a room with her my advise is shut up an listen to every word she has to say and you will indeed learn something valuable.
“We can make a different not by ourselves but through other people.” – Jeanenne LaMarsh
Her GS was focused on bringing a human perspective to the role of the change sponsor, which is often overlooked. Change managers spend a lot of time chasing, targeting and trying to persuade sponsors, they don’t spend a terrible about of time trying to really understand them as a person or the situations those people are put in. Then CMs wonder why sponsorship dries up and the change fails.
“Don’t change the person, change the persona!” – Jeanenne LaMarsh
This quote eludes to the fact that certain people will never change and if you think that you job role as a CM is to change every person in the organization you have not read your job description closely enough. The job is to change the organization and sometimes all you need is for that objective to be met is for the persona of the leader to change. Of course, it would be great if we could change everyone for the better but most of the time it is neither realistic nor practical.
“Sometimes the smartest thing you can do is walk out of the room” – Jeanenne LaMarsh
When change managers are unwilling to hold their own with management or push back when needed, change does not happen very well, components of the campaign can be compromised sabotaging the change that the executives need to make happen.

Victoria Grady – Session Four

Victoria Grady Presenting

Measuring Individual Response to Organizational Change

Grady teaches at George Washington University and she delivered a quirky but engaging session and presented real world applications of a change management tool called The LOE Index that identifies behaviors, perceptions, and attitudes that happen in organizations as a response to change. The Loss of Effectiveness (LOE) Index tool is a 54 question index that can be used to baseline an org, before applying a model like Kotter or Prosci.

Before beginning her presentation Grady had to kick off her shoes to get comfortable, quite literally. Her presentation style was a little different but I liked that it was original, real and pulled quite the southern draw. The presentation included a animated set of slides synced up to John Meyer‘s song Waiting for the World To Change, made for an interesting juxtaposition with the content she was sharing.

“Change is a fact. It is going to keep faster and faster!.” – Victoria Grady

Grady was asked by an audience member about the anonymity of the LOE Index survey in small organizations, she said that all results are anon. Also, it was interesting she sets the expectation on anonymity of those surveyed up front with her clients…even so leaders and executives would ask her for their identities anyway! Grady said that she had turned down potential clients and lost engagements before because she would never compromise anonymity saying she “No I am not…I don’t need those kind of clients, it’s just not a right fit.” It is kind of crazy that others are trying to figure our who said what, rather then honestly trying to figure out how to make change happen.

Best Quote:

“The definition of the organization is the sum of its parts, a living breathing organization made up of individuals.” – Victoria Grady

Afternoon Panel Session

Impact of Organizational Culture and Values During Change Initiatives

Featured Panelist Speakers: Norrene Duffy of Red Bridge Consulting, Jan Nelson of Hannaford Brothers/DelHaize America Shared Services, Tricia Emerson of Emerson Human Capital Consulting, and Maday Anderson of Maday Consulting

I was going to attend the Panel on Change in Government Organizations but when I walked in the room the first thing I heard was a begrudged “I know changing government can be like having a root canal done but….” and I decided to attend the org change impact panel instead. It was a good move -

“Experts predict the demise of change management as we know it by the year 2015″ – Norrene Duffy

A conversation about the velocity of change in Todd Jick’s general session had arisen and seemed to bridge right into this panel. A few topics effecting the V variable of change management were information technology changes like Google (Search)/Social Media and the generational gap between Gen Next/Gen X/Millennials. Change Managers are sensing that these impending unavoidable changes have been heading down the pipeline for some time now and are going to continue to accelerate change in a major way. There was discussion that the fundamental assumptions that many past CM models were built upon is changing, the same models may not apply anymore.

Some the key questions discussed:

What is our intentional culture? A complex adaptive system with a strong research base used to move the needle on organizational performance.

What roles do (changes in media/social media) play in the context of communication? Where in the past high risk comms were always dealt with face to face, different generations have different levels of comfort and may be fine with a more informal style. In order to do so you must understand who is in your workforce, what are their characteristics, attributes and priorities.

This panel was one of the good ones and I enjoyed the different perspectives and banter from the different panelists.

Christopher Peila – Session Five

Christopher Peila Presenting

Emerging Renewed for the Upturn: Retooling an Organization Through Holistic Change Management

Presented by Christopher Peila of Capgemini. Here were the key takeaways -

  • Build a change elastic organization
  • Develop employment affinity groups
  • Move from fear to embrace
  • Use informal networks and feedback loops
  • Crawl, walk, run
  • Build HPT – High Performance Teams
  • Inspired leadership sets the tone
  • Tackle the different levels of the organization ans scale efforts to the level of importance in the enterprise

Quotes:

“Where is the customer in our experience?” – Christopher Peila

“He who fails to plan…is planning to fail.” – Winston Churchhill

“Who is the me?” – Christopher Peila

“The surrounds of communication, make it easy and lightweight.” – Christopher Peila

Twitter Hashtag For The Prosci CM Conference 2010

For those Change Management Twitter people out there, since there is no official conference twitter hashtag I went ahead and made one, it is pretty intuitive and straight forward. Since this is the 2nd Annual Prosci Change Management conference:
  • Prosci Change Management Conference 2 = #PCMC2 (Conference Hashtag)
When the change management conference is taken over by the Association of Change Management Professionals then we can follow the format using the acronym and conference number:
  • Association of Change Management Professionals 3 = #ACMP3 OR #ACMPC3

Below is a list of some twitter hastags that may already be in use related to change and CM.

Twitter Hashtags Related Change Management

Article is postdated to the date it was written. Note there was more content and conversation at the conference then can be conveyed in a few posts. Consider this a holistic slice of the event and what it all means.

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Last updated on Tuesday, 11th May 2010

Twitter #4Change Chat Recap: Cause Fatigue

Written by Todd Pitt on Friday, February 12th 2010 - 04:39 PM

Thanks everyone who attended or contributed to February’s #4Change Chat on the topic of Cause Fatigue, the chat was indeed interesting and lively! I had a great time moderating the twitter chat with Tomjd. This is not at complete transcript of the conversation, but rather a curated recap which aims to tie the conversation threads together.

If you have any additional ideas, insights, resources or writings on cause fatigue please leave comments, post links or use the #4change hashtag to tweet your post! You can always review the entire chat by searching the #4Change hashtag on twitter.

Q1. How do you define cause fatigue?

amycarolwolff Cause fatigue is what occurs when communication about an issue becomes uncreative and stagnant.

tomjd I think Cause Fatigue is when stories no longer resonate – ppl get used to issue, it comes normal, acceptable. Loss of outrage.

zerostrategist @amycarolwolff A1: I think #cause #fatigue is when you dread having to support a cause that you really love supporting

realize_ink @tomjd Agreed. I’d add that it’s what happens when comms re: issue no longer tap their core values. Values may’ve changed

zerostrategist @tomjd A1: I think Cause Fatigue is when people lose all passion to act for a cause to which they are dedicated or do believe in

Q2. What are some of the contributing factors to cause fatigue?

tomjd Another factor is loss of belief in change. Ppl accept status quo. Consider all parties “interest groups”, all equally suspicious.

zerostrategist A2: Inefficiency in general, lack of a cohesively communicated & executed strategy, few resources can be big factors in c-fatigue

memeshift @zerostrategist I think *attention* is just such a resource internally (org)/externally(supporters)

tomjd @memeshift Totally agree with “attention” as a resource to be more carefully managed. This is why I Q all the big giving comps

tomjd @memeshift like Chase, Pepsi, etc – when orgs r repeatedly mobilizing supporters for these comps their attention resource dwindles

zerostrategist A2: Also lack of top cover, the absence of strong leadership or change champions can lead to cause drift, a lack of direction

realize_ink @tomjd Good pt re: Chase & Pepsi, etc. More collaboration b/t companies might cr8 less fatigue, more change in long run.

zerostrategist @memeshift Couldn’t agree more I have seen lack of internal engagement increase the turnover rates of organizations

memeshift @tomjd keen call, man. Attention is valuable. If something *really* important comes along, than what?

tomjd @memeshift Exactly. And while some orgs do win big from these comps most end up w nothing except lost time/energy

memeshift @zerostrategist leaders to step up. Absolutely. They gotta be passionate too.

Q3. What strategies can be used to reinvigorate support for a cause when supporters get burned out?

tomjd @zerostrategist Making it personal is important – sharing personal stories, not just statistics, not just portraying victims

memeshift @tomjd dig that – not just portraying victims. Easy to take dignity away, difficult to restore.

yellowbuzz Perhaps getting away frm the ‘victim’ language is crucial. “victim” objectifies people in need – taking away thr agency

zerostrategist @yellowbuzz For sure the language you choose to use matters deeply should be customized for audience, empowering & calls to action

yellowbuzz @memeshift @zerostrategist Collaboration with other orgs/networks/indiv = a solution cure Cause Fatigue?

zerostrategist @yellowbuzz Yes I def think that collaboration + cross pollination with other orgs/networks/indiv = a strategy 4 stopping fatigue

memeshift @zerostrategist cross training #4change sounds like it could be a new cause in itself!

zerostrategist @memeshift Heck yes! The great thing is that cross training partners would learn the pit falls, instead of learning the hard way

realize_ink A3: Obvious answer is refined, more targeted messaging so it really resonates. Also need the *right* messengers.

zerostrategist @memeshift @tomjd I think that burning social capital on contests / repeat mobilizing can cause burnout fatigue + diminish brand

realize_ink So what’s keeping orgs from collaborating more if we know non-collab leads to c-fatigue? Brand protection? Is it worth it?

karitas A3 celebrating successes of partner causes brings positivity across your movement

zerostrategist @karitas RE A3 Making a point to celebrate victories & important milestones helps to re-energize across partner causes

meshugavi A3 Bring emotion and faces into the way you communicate your mission.

karitas @realize_ink its about going from a legacy mindset to a Put-yourself-out-of-business mindset. Collab is essential to meeting mission

realize_ink @karitas Spot on! Wish more ppl, orgs, org leaders would share this view

karitas @realize_ink me too! And when we don’t see how much our partners are doing, new orgs pop to “fill in the gap” and stratify support

dpmichel 3. look to what is resonating and how your cause fits into that

zerostrategist A3: Rotating your people across different sub-causes & partner campaigns can keep them fresh + lend more perspectives & ideas

zerostrategist A3: Making sure everyone gets + are taking adequate vacation & sick time when they are ill goes a long way to improve participation

neddotcom “strategies” used to reinvigorate support? Impact reporting. Traction and results. Quick feedback loops. Open collaboration.

Q4. When do you expand your campaign to outreach to new supporters?

tomjd @zerostrategist I would think those would be 2 diff campaigns – one for existing supporters, one for new. Need diff communication

yellowbuzz @tomjd maybe the distinction is not so hard. a organizer-operator-supporter-peripheralsupporter-propagator continuum? #4change

zerostrategist @yellowbuzz Like the idea here of the O-O-S-PS-P continuum, wish the there was no distinction. But there is much of the time.

realize_ink I’m with @tomjd – sounds like 2 diff campaigns w diff messenging and messenger, but same ask #4Change

zerostrategist @realize_ink @tomjd They do require different comm strategies as long as the objectives are different, but combine what you can.

Q5. When do you contract your campaign to focus on the supporters you do have?

MeganMurray A5 #4Change Consistently.. but with respect to their time. Consistency is important.

zerostrategist @MeganMurray RE A5 Meaning that keeping the campaign effective, requires continuous trimming? No big cuts or sudden drops?

MeganMurray @zerostrategist #4Change Moderating vs. trimming. These are relationships. They operate in waves, you have to respond to those rhythms.

Q6. What tools can be used to keep communities engaged in the midst of cause fatigue?

memeshift @zerostrategist A6 a simple hello (Tweet, email, txt, call) before you even need anything, I reckon.

socialedge #4Change chat is pondering What strategies can be used to reinvigorate support for a cause when supporters get burned out? RT’d by hnajam

socialedge #4change @bbravo http://bit.ly/aUOJLZ @hildygottlieb @kanter http://bit.ly/9fTkU8 great resources for #socialmedia cure for cause fatigue

realize_ink @socialedge Gr8 @kanter post, but even Soc Med fatigue exists. I hear “not another FB fan page!” a lot. Need variety of pltfrms

realize_ink @zerostrategist A6: communication that doesn’t involve an ask. And, plenty of thank yous along the way.

zerostrategist @realize_ink I like ur A6 I think that a soft approach tends to be more effective too! TYs are critical.

yellowbuzz A6: a blog that archives work in progress. Documenting process engages communities, interested or semi-interested

MeganMurray A6: Reward mechanisms and balanced engagement (meaning = ratio of rally & fun)

rootwork A6: Describing your past successes – storytelling!

memeshift Yes! RT’d @rootwork

MeganMurray @rootwork Good one! Excellent point.

rootwork @MeganMurray To me, organizational/movement histories are one of the key things that create sustainability, but often aren’t done

MeganMurray @rootwork So true. Generally as a species we have a lil trouble learning from our past. ;)

realize_ink A6: opportunity for change agents to “own” part of the process. Implement their own ideas working toward common goal.

memeshift Yes! RT’d @real

meshugavi A6 Celebrating small victories

tomjd @meshugavi And identifying clearly how the work of supporters contributed to those victories

insearchofsanuk Say Thank you. Often.

meshugavi @tomjd yes @350 does a great job of that

zerostrategist The KISS answer to A6: #blogs #wikis #forums #mashups #geo #microblogs #socialnetworks #socialbookmarks #cloudcomputing #badges

yellowbuzz @zerostrategist How about something in-person, like an ice cream social?

zerostrategist @yellowbuzz You know funny that you bring that up because cupcake socials seem to be a #socialmedia #meme & have raised a lot of $$

yellowbuzz @zerostrategist Yes – FOOD #4change! We’ve mobilized lots of artists/enthusiasts/supporters with pancakes, donuts, cupcakes, scones indeed!

memeshift @yellowbuzz nice! My current FB tagline: “media arts + pizza”

realize_ink @zerostrategist I’m a huge fan of collaboration & working w multiple groups 2 time R asks & vary them so ppl dont get overloaded

zerostrategist @yellowbuzz Something tasty (pastries, microbrews, eats) can be a powerful force to converge, mobilize, #4change and combat #cause #fatigue

realize_ink @yellowbuzz @memeshift I know I’m always motivated by food. And, hey, I’m most causes’ target audience. :)

realize_ink @socialedge Yes! Almost unusual to hear “offline” contact these days, but still so necessary. Long live meet-ups!

zerostrategist A6: Use the tech tools sparingly (cause it can be the source of the burnout), have real world events that allow people to just be

realize_ink A6: Also fond of influencer strat. Citizen ambassadors (non-celebrities!!) who champion the issue & inspire others 2 take action.

rootwork @realize_ink Yes – and thus, map your network of support first (shades of @valdiskrebs)

rootwork lesson #4change RT @echoditto Ben Wikler fr @avaaz on tcktcktck “Key to doing this effectively is listening to ppl you’re trying to inspire”

Q7. How do economic conditions effect cause fatigue?

rootwork #4change A7: People who have to work more are (or at least feel that they should be) volunteering less

yellowbuzz @rootwork true, although unemployment can lead to more time for reflecting/mobilizing/getting-involved.

rootwork @yellowbuzz I think it depends on your socioeconomic base. Those with means can volunteer for awhile, it’s true.

rootwork @yellowbuzz NYT actually wrote about the phenomenon of well-to-do unemployed volunteering at higher rates http://nyti.ms/9CPyuL

zerostrategist #4Change A7: Those with jobs will be expected to more for less…or else! :( Those who don’t will become more become more active!

yellowbuzz A7: economic downturn motivates ppl to question status quo and existing social condition (one hopes). An opportunity #4change. 2 optimistic?

zerostrategist A7: …as a result #change #fatigue will go up on both sides of the cause, creating pressure + stress, but also making opportunity

socialedge @pamelahawley tips on engaging folks as volunteers http://bit.ly/a7cLb6 in bad econ-be part of something greater, gain new skills

Q8. How can cause fatigue be prevented?

insearchofsanuk Best strategy is not to let them get burnt out. Work #4change for the right reasons and dont let supporters loose sight of those.

realize_ink @zerostrategist A8: keep campaign realistic and asks under control. And, whenever possible, collaborate, collaborate, collaborate.

yellowbuzz A8: streamlined mission statement with clearly defined goals. a strong communication network that allows flexibility/feedback.

zerostrategist @yellowbuzz You are right Wendy if you don’t have those things lined up, #cause #fatigue will ensue…the trick is to be dynamic 2

zerostrategist A8: I think an emphasis on the informal tends to be a most effective way to involve and educate is what lasts over the long term

dwightturner Variety. Have diverse ways people can participate. Know the signs of burn out. Make people take breaks.

zerostrategist I think @dwightturner is right on this one, the secret to preventing #cause #fatigue is to know the signs and know your people

yellowbuzz @dwightturner totally agreed. Spread the networks widely. a #4Change diaspora? agents in various locations/backgrounds can refresh org

realize_ink A8: Needs to be fairly organic. Let change agents, not org, play key role. Org sets goals, agents can guide tactics, platforms.

yellowbuzz A8: media/event-detox – reconnect with close friends and family – reevaluate/reflect life’s mission
Q9. How do you “recharge” when completely fatigued?

rootwork Is Q9 about us as organizers/staffers, or how we encourage supporters/volunteers to recharge?

realize_ink @zerostrategist are we talking internal recharge?

zerostrategist @realize_ink Totally an open question answer it however YOU like! :)

realize_ink A9: If internal, I’d again lead with the thank yous. Not nearly enuf expressed to staff, organizers.

rootwork A9: Valentines to your volunteers!

insearchofsanuk Why did you participate to begin with? Clear distractions & let the initial energy be used to reinvigorate you.

realize_ink A9: Personally, I go back to root source & remind myself why I’m championing the cause in the 1st place. Works wonders!

insearchofsanuk @realize_ink whoa. we tweet alike

zerostrategist A9: The way I recharge #4Change: disconnect from technology, be with family, friends, nature, ocean and just being me http://bit.ly/aMySug

socialedge “what if we could create a way to give back that doesn’t feel like sacrifice at all?” http://bit.ly/dvOxr7

realize_ink A9: Our shop has volunteer days -use work days 2 cr8 hands-on change. Often gets folks recharged. Goes back to letting agents lead.

realize_ink @zerostrategist Yes! Falling off the grid is a fabulous recharge. Think we all need to do it more often.

zerostrategist Lastly I want to dedicate today / this month’s #4Change Chat to @engagejoe who is currently recharging in the mountains of Vermont

Chat Resource Roundup

I know everyone appreciates case studies and links to resources that #4Change Chat participants share. While the conversation is happening not everyone has the time to click through and read all of the resources. So here is a round up of the relevant links shared:

Disclosure – This post is cross-posted on Zero Strategist and the #4Change Blog

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Last updated on Friday, 12th February 2010
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