Driving Strategic Change at The Junior League (B)

2017 ◽  
pp. 1-7
Author(s):  
Michelle Shumate ◽  
Liz Livingston Howard ◽  
Sachin Waikar
Keyword(s):  
Learning Community ◽  
Strategic Change ◽  
Local Level ◽  
Implementation Strategies ◽  
List Type ◽  
Design Teams ◽  
Design Strategies ◽  
Successful Communication ◽  
Strategies For Change ◽  
Local Leaders

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization's overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.After reading and analyzing the (B) case, students should be able to: Identify successful communication strategies for change Appraise the level of readiness for organizational change and design strategies to address that level of readiness Describe the three implementation strategies (i.e., normative-reeducative, power-coercive, empirical-rational) and the circumstances under which each would be appropriate Develop an interactive process for encouraging feedback on the change process

Driving Strategic Change at The Junior League (A)

2017 ◽  
pp. 1-13
Author(s):  
Michelle Shumate ◽  
Liz Livingston Howard ◽  
Waikar Sachin
Keyword(s):  
Learning Community ◽  
Large Scale ◽  
Strategic Change ◽  
Organizational Transformation ◽  
Local Level ◽  
Readiness For Change ◽  
List Type ◽  
Design Teams ◽  
Coercive Strategy ◽  
Local Leaders

“Driving Strategic Change at the Junior League (A)” describes a troubled organizational environment. Challenges included a dissatisfied membership, declining membership numbers, a large diversity among local leagues, and limited resources to meet the organization's overall objectives. The case describes a “participatory roadmap” approach, drawing on the insights of comprehensive research, and highlights a strategic-change approach that focuses on participation and local-level flexibility.The (B) case examines how the Association of Junior Leagues International (AJLI) took initial steps to implement the participatory roadmap. Through a purposeful messaging strategy that involved many targets and various modes of communication, AJLI leaders sought to influence and inform active members, sustainers, and their local leaders. Further, through the use of design teams, AJLI gained deep insight into the ways that implementation might vary across local leagues. Finally, these design teams enabled AJLI to make initial gains in membership and develop a cross-league learning community.After reading and analyzing the (A) case, students should be able to: Describe the challenges of leading organizational change in a federated membership nonprofit Appraise different forms of data to determine the types of changes needed in a large-scale nonprofit transformation Identify ways to unfreeze the organization, encouraging individual members' readiness for change Formulate a plan for collaborative, large-scale organizational transformation, as opposed to a coercive strategy

scholarly journals Local Energy Efficiency Policy Implementation in China: Bridging the Gap between National Priorities and Local Interests

2012 ◽  
Vol 211 ◽  
pp. 765-785 ◽  
Author(s):  
Genia Kostka ◽  
William Hobbs
Keyword(s):  
Energy Efficiency ◽  
Local Level ◽  
Implementation Strategies ◽  
Political Influence ◽  
Government Officials ◽  
Energy Efficiency Policy ◽  
Governance Practices ◽  
Specific Implementation ◽  
National Governments ◽  
Local Leaders

AbstractThis paper analyses Chinese sub-national governments’ implementation strategies to meet national energy efficiency targets in the 11th Five-Year Plan (2006–2010). Previous research has focused on the ways governance practices and decision-making structures shape implementation outcomes, yet very little attention has been given to what strategies local leaders actually employ to bridge national priorities with local interests. To illustrate how local leaders work politically, this paper highlights specific implementation methods officials use to strengthen formal incentives and create effective informal incentives to comply with energy efficiency mandates. The analysis is drawn from 53 interviews conducted in June and July of 2010 in Shanxi, a major coal-producing and energy-intensive province. Findings suggest that local government leaders conform to national directives by “bundling” the energy efficiency policy with policies of more pressing local importance or by “bundling” their energy efficiency objectives with the interests of groups with significant political influence. Ultimately, sub-national government officials frame policies in ways that give them legitimacy at the local level.

scholarly journals Provider Perspectives on Telepractice for Serving Families of Children who are Deaf or Hard of Hearing

2015 ◽  
Vol 7 (1) ◽  
pp. 3-12 ◽  
Author(s):  
Diane D. Behl ◽  
Gary Kahn
Keyword(s):  
Learning Community ◽  
Hard Of Hearing ◽  
Implementation Strategies ◽  
Provider Perspectives ◽  
Disabilities Education Act ◽  
Education Act ◽  
Specific Implementation ◽  
Part C Early Intervention ◽  
Growing Strategy ◽  
Remote Part

Telepractice to deliver remote Part C early intervention (EI) services to families in their home is a rapidly-growing strategy under the Individuals with Disabilities Education Act (IDEA) to meet the needs of infants and toddlers who are deaf or hard of hearing. A survey was completed within a “learning community” comprised of staff from EI programs that were implementing telepractice to learn about their specific implementation strategies and challenges they faced. Twenty-seven individuals representing 11 programs responded. The results showed great variability in hardware and software, with many raising concerns regarding security. Primary challenges reported were internet connectivity and training in skills required to deliver telepractice services. The findings from this survey were valuable in guiding future areas of investigation for the learning community and ultimately improving telepractice in the field. 

scholarly journals A case study of two teacher learning communities in KwaZulu-Natal, South Africa

2021 ◽  
Vol 41 (3) ◽  
pp. 1-15
Author(s):  
Free-Queen Bongiwe Zulu ◽  
Tabitha Grace Mukeredzi
Keyword(s):  
Professional Learning Communities ◽  
Learning Communities ◽  
Learning Community ◽  
Teacher Learning ◽  
South African ◽  
Professional Learning ◽  
Basic Education ◽  
Local Level ◽  
Education And Development ◽  
Teacher Learning Communities

In the Integrated Strategic Planning Framework for Teacher Education and Development, a South African policy, the Department of Basic Education (DBE) and the Department of Higher Education (DHET) call for the formation of professional learning communities and envisage support for teachers and access to enhanced professional development opportunities at the local level. However, the formation and operation of professional learning communities in a South African context is still unclear. In this article we use the concept of professional learning communities to examine the extent to which 2 teacher learning communities operate as professional learning communities. We used interviews, observations, survey questionnaires and document analysis to generate data. The findings of the study reveal that the 2 teacher learning communities were initiated by the DBE and not by teachers. However, the size of 1 teacher learning community and the nature of its functioning seemed to adhere to the characteristics of a professional learning community while the other did not. The findings indicate that professional learning communities that operate in developing contexts might be functional when all the stakeholders play a meaningful role in supporting professional learning communities.

Product Form Evolution

2011 ◽  
pp. 499-512 ◽  
Author(s):  
Andrew Muir Wood ◽  
James Moultrie ◽  
Claudia Eckert
Keyword(s):  
Product Design ◽  
Development Strategies ◽  
Consumer Perception ◽  
Product Form ◽  
Design Teams ◽  
Design Strategies ◽  
Structured Interviews ◽  
Product Forms ◽  
Over Time

Companies are coming round to the idea that function and form are complimentary factors in improving the user’s experience of a product and competing in today’s saturated consumer goods markets. However, consumer perception of form is constantly changing, and this manifests itself in the evolving forms of the products that they adopt. From clothes to cameras to cars, change in form is inevitable, and design teams must account for these trends in their product design and development strategies. Through literature, semi-structured interviews with design and trend practitioners, and an archival case study of mobile phone evolution, the authors have developed theories about the continuities that occur in product forms over time, and the forces that can disrupt this behaviour. They then go on to suggest how this view of form as evolving trajectories can benefit future product design strategies.

scholarly journals Collaborating to co-produce strategies for delivering adolescent sexual and reproductive health interventions: processes and experiences from an implementation research project in Nigeria

2020 ◽  
Vol 35 (Supplement_2) ◽  
pp. ii84-ii97
Author(s):  
Chinyere Ojiugo Mbachu ◽  
Ifunanya Clara Agu ◽  
Obinna Onwujekwe
Keyword(s):  
Reproductive Health ◽  
Sexual And Reproductive Health ◽  
Qualitative Interviews ◽  
Group Discussion ◽  
Implementation Strategies ◽  
Design Strategies ◽  
Secondary Sources ◽  
Key Stakeholders ◽  
Academic Researchers ◽  
Document Review

Abstract Implementation science embraces collaboration between academic researchers and key stakeholders/implementers for the dual purpose of capacity building and context-adaptation. Co-production ensures that knowledge created with inputs from various groups of stakeholders is more reflective of local contexts. This paper highlights the experiences of academic researchers and non-academic implementers in collaborating to design implementation strategies for improving access to sexual and reproductive information and services for adolescents. Data were collected through primary and secondary sources. Detailed review of project documents such as minutes of research meetings, reports of workshops and outputs of group work activities enabled detailed description of the processes and steps of co-designing implementation strategies. Information on experiences and perspectives of benefits of the collaborative were collected through in-depth interviews of non-academic partners and focus group discussion with academic researchers. Narrative synthesis was done for information extracted through document review. Thematic analysis of qualitative interviews was done. The process of designing implementation strategies happened in three chronological steps of setting up the collaborative, selecting intervention areas and convening partners’ meetings to design strategies. Specific activities include stakeholder engagement, situation analysis, selection of intervention areas, designing the implementation strategies and pre-testing implementation tools. The process of analysing and selecting collaborators was iterative, and facilitated by having an ‘insider’ key informant. Working with key stakeholders enabled knowledge sharing and exchange among partners. Information sharing within the collaborative facilitated shifting of mindsets about adolescent sexual and reproductive health, and contextual adaptation of names and labels given to strategies. Co-producing implementation strategies with non-academic implementers enabled stakeholder ownership of implementation strategies and set the scene for their adoption in implementation settings. Some challenges of co-production of knowledge are that it is time consuming; involves several iterations that may influence coherence of strategies; involves multiple interests and priorities and poses a threat to fidelity.

scholarly journals Application of an Implementation Science Framework to Policies on Immediate Postpartum Long-Acting Reversible Contraception

2019 ◽  
Vol 134 (2) ◽  
pp. 189-196 ◽  
Author(s):  
Carla L. DeSisto ◽  
Charlan D. Kroelinger ◽  
Cameron Estrich ◽  
Alisa Velonis ◽  
Keriann Uesugi ◽  
...  
Keyword(s):  
Public Health ◽  
Learning Community ◽  
Implementation Science ◽  
Implementation Strategies ◽  
Small Scale ◽  
Theoretical Concepts ◽  
Health Initiatives ◽  
Science Framework ◽  
Long Acting ◽  
Public Health Initiatives

Objectives: Implementation science provides useful tools for guiding and evaluating the integration of evidence-based interventions with standard practice. The objective of our study was to demonstrate the usefulness of applying an implementation science framework—the Consolidated Framework for Implementation Research (CFIR)—to increase understanding of implementation of complex statewide public health initiatives, using the example of Medicaid immediate postpartum long-acting reversible contraception (LARC) policies. Methods: We conducted semistructured telephone interviews with the 13 state teams participating in the Immediate Postpartum LARC Learning Community. We asked teams to describe the implementation facilitators, barriers, and strategies in 8 focus areas of the Learning Community. We audio-recorded and transcribed interviews and then coded each interview according to the domains and constructs (ie, theoretical concepts) of the CFIR. Results: Cosmopolitanism (ie, networking with external organizations) was the most frequently coded construct of the framework. A related construct was networks and communications (ie, the nature and quality of social networks and formal and informal communications in an organization). Within the construct of cost, state teams identified barriers that were often unable to be overcome. Trialability (ie, ability to test the intervention on a small scale) and engaging champions (ie, attracting and involving persons who dedicate themselves to supporting the intervention in an organization) were among the most salient constructs of the framework and were the sources of many implementation strategies. Conclusions: State leaders and program staff members may benefit from considering the CFIR domains and constructs in the planning, implementation, and evaluation of complex statewide public health initiatives.

Leading the Locality: Icelandic Local Government Leadership Dilemma

2016 ◽  
Vol 14 (4) ◽  
pp. 807-826 ◽  
Author(s):  
Eva Marín Hlynsdóttir
Keyword(s):  
Central Government ◽  
Local Level ◽  
Vital Role ◽  
Direct Access ◽  
Local Leadership ◽  
Professional Management ◽  
Local Politicians ◽  
The Media ◽  
Job Postings ◽  
Local Leaders

In Iceland there is a growing scepticism towards mayors with executive powers (Kristinsson 2014). At the same time there is also a substantial demand of a responsive, community orientated local leader with strong direct access into central government level. In Iceland, mayors are recruited largely through two processes: through hiring following nationwide job postings (manager-mayors) and through political appointment from within the municipal council (political mayors). This paper explores the dilemma these different role expectations create for local leaders and local leadership on the whole and how democratic renewal may both contributes to the creation as well as solving of this dilemma. Firstly, the paper discusses the foundation for growing criticism towards executive mayors and the counteractions that have been undertaken. Secondly it delves into the foundation of local leadership and looks into what local leaders believe is expected or even demanded of them by citizens, central government or local agencies in the context of democratic renewal. The findings suggest that professional management plays a vital role in democratic renewal at the local level. However, manager-mayors are expected by citizens, central government and to some part the media to behave in similar ways as political mayors. This creates a dilemma as they are expected to be neutral professionals and community oriented “political” leaders at the same time. Finally, the strong emphasis on community role and direct access of local politicians into central government makes the Icelandic mayoral system more compatible to more southern typologies than the northern typology it is usually assigned to?

Ideology, Regionalism, Self-Interest and Tradition: An Investigation into Contemporary Politics in Northern Ghana

Africa ◽  
2007 ◽  
Vol 77 (2) ◽  
pp. 180-206 ◽  
Author(s):  
Bob Kelly ◽  
R. B. Bening
Keyword(s):  
Political Identity ◽  
Local Level ◽  
Political Elite ◽  
Northern Ghana ◽  
The Political ◽  
List Type ◽  
The North ◽  
Contemporary Politics ◽  
Self Interest ◽  
Political Traditions

ABSTRACTThis article focuses on three concerns: (1) the historical and contemporary distinctiveness of the ‘north’ from the rest of Ghana; (2) the extent to which the ‘north’ is itself a distinct and united political entity; and (3) the relevance to the area of competing analyses of Ghanaian politics which emphasize: the continuing importance of a distinct ‘northern’ political consciousness;the role of competing Ghanaian political traditions based on ideology and related socio-economic divisions;the growth of conscious ‘self-interest’ on the part of individual voters; andthe continued significance of local loyalties and rivalries, many of which pre-date the arrival of the British to the area in the final decades of the nineteenth century.The article argues that while no monocausal analysis of northern politics is adequate, longstanding internal divisions and rivalries, and distinct local issues, have been highly significant in determining the characteristics of its politics. It further suggests that whilst individual self-interest and ideological and related socio-economic differences have some role in determining the political sympathies and allegiances of members of the political elite, their independent role in determining voting patterns at the local level is limited. Longstanding local divisions and patterns of loyalty may vary in their intensity and impact from time to time, but nevertheless continue to have the potential to shape general political and specific electoral behaviour. Such an analysis is not peculiar to the north, with areas in the south and east also having significant traditional rivalries. It is, however, of particular significance in the north because of its history and the prevalence of common assumptions about the north's having a distinct political identity.Much of this article focuses on evidence gleaned from the 2004 elections, but it must be remembered that there are potentially serious limitations on the value of this source. In the first place it may be that electoral malpractice and various forms of vote rigging provide a distorted picture of what actually took place. While there were certainly attempts to buy votes in constituencies throughout the north, shooting incidents in Bawku and Tamale, and assaults and attempted assaults on election officials in at least three constituencies, the general impression was of a free, fair and credible election. Of more real significance, however, are the implicit features of an election – votes are aggregated so that we do not know the motivation behind individual voters' selections, and indeed each individual may have conflicting pressures and interests which have to be balanced into a single vote. It is certainly the contention here that underlying issues and actual electoral issues are not congruent; it is argued that only in a limited number of areas in the north did the underlying issues dominate the electoral outcome. It is, however, the potential for longstanding local divisions and loyalties to do so that is still significant today – and likely to remain so in the foreseeable future.

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