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Doris Reeves-Lipscomb

The Most Impactful Leaders You've Never Heard Of | Stanford Social Innovation Review - 0 views

ssir.org/...l_leaders_youve_never_heard_of

SSIR network entrepreneurs collective_impact principles womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Oct 15 - No Cached
  • the single most important factor behind all successful collaborations is trust-based relationships among participants. Many collaborative efforts ultimately fail to reach their full potential because they lack a strong relational foundation.
  • Trust not control
  • network entrepreneurs focus on creating authentic relationships and building deep trust from the bottom up. This focus on relationship-building costs relatively little yet ultimately makes a tremendous difference in impact. Network entrepreneurs ensure that the power of others grows while their own power fades, thereby developing capacity in the field and a culture of distributed leadership that dramatically increases the collaboration’s efficiency, effectiveness, and sustainability.
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  • The Four Principles of Network Entrepreneurship
  • The new leaders at the heart of some of today’s most sophisticated, large-scale solutions to the world’s social problems—network entrepreneurs—are undoubtedly some of the most accomplished leaders that you’ve never heard of, and they are ensuring that systems-level, collaborative efforts not only succeed, but thrive. 
  • Humility not brand.
  • Node not hub.
  • Mission not organization.
  • Doris Reeves-Lipscomb on 29 Oct 15
     
    beginning series on network entrepreneurs who thrive, by Jane Wei-Skillern, David Ehrlichman, & David Sawyer, September 16, 2016.  How should WLS embrace these four principles operationally in the networks we participate in?   
Doris Reeves-Lipscomb

A Network Approach to a "No Kill" Nation | Stanford Social Innovation Review - 0 views

ssir.org/...k_approach_to_a_no_kill_nation

network approach SSIR animal_welfare no-kill womenslearningstudio

shared by Doris Reeves-Lipscomb on 29 Oct 15 - No Cached
  • To accomplish this, we embraced the network principle of “node not hub,” deciding early on not to invest in top-down remedies, but in collaborative models that would remain in tact after our initial financial support ended, usually after a period of 5-7 years.
  • equired that local communities develop a data-gathering system.
  • consensus data model that large segments of our industry could embrace and use to standardize terminology and reporting across all shelters. We invested in building data-gathering systems for the shelter field and saw those early efforts blossom into genuine cultural change.
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  • gain the support and specialized knowledge of veterinarians trained in shelter medicine.
  • Doris Reeves-Lipscomb on 29 Oct 15
     
    beautiful success story of how no-kill animal shelters got a big boost with networking approaches, uniform data collection, and creation of new medical specialty--shelter veterinary medicine.
Doris Reeves-Lipscomb

Twitter has a lot to offer academics! | BU Research Blog - 0 views

blogs.bournemouth.ac.uk/...r-has-a-lot-to-offer-academics

tips academics benefits Twitter womenslearningstudio

shared by Doris Reeves-Lipscomb on 15 Mar 16 - No Cached
  • Twitter is brilliant for keeping up with things, networking, finding new ideas, people’s blogs and publications
  • Twitter useful for augmenting F2F academic conferences, extending the conversations
  • Keeps me up-to-the-minute with news in my field ie; policy issues, and connects me to conferences/other academics
  • Doris Reeves-Lipscomb on 15 Mar 16
     
    list of reasons offered by academics on why Twitter is useful to them, February 19, 2012, Julie Northam 
Doris Reeves-Lipscomb

A framework for social learning in the enterprise - 0 views

jarche.com/...ial-learning-in-the-enterprise

framework social learning enterprise Jarche womenslearningstudio

shared by Doris Reeves-Lipscomb on 04 Apr 16 - No Cached
  • There is a growing demand for the ability to connect to others. It is with each other that we can make sense, and this is social. Organizations, in order to function, need to encourage social exchanges and social learning due to faster rates of business and technological changes. Social experience is adaptive by nature and a social learning mindset enables better feedback on environmental changes back to the organization.
  • the role of online community manager, a fast-growing field today, barely existed five years ago.
  • The web enables connections, or constant flow, as well as instant access to information, or infinite stock. Stock on the Internet is everywhere and the challenge is to make sense of it through flows of conversation
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  • All organizational value is created by teams and networks.
  • Learning really spreads through social networks. Social networks are the primary conduit for effective organizational performance. Blocking, or circumventing, social networks slows learning, reduces effectiveness and may in the end kill the organization.
  • Social learning is how groups work and share knowledge to become better practitioners. Organizations should focus on enabling practitioners to produce results by supporting learning through social networks. The rest is just window dressing. Over a century ago, Charles Darwin helped us understand the importance of adaptation and the concept that those who survive are the ones who most accurately perceive their environment and successfully adapt to it. Cooperating in networks can increase our ability to perceive what is happening.
  • Wirearchies inherently require trust, and trusted relationships are powerful allies in getting things done in organizations.
  • Three of these (IOL, GDL, PDF) require self-direction, and that is the essence of social learning: becoming self-directed learners and workers, all within a two-way flow of power and authority.
  • rom Stocks to Flow
  • Knowledge: the capacity for effective action. “Know how” is the only aspect of knowledge that really matters in life. Practitioner: someone who is accountable for producing results. Learning may be an individual activity but if it remains within the individual it is of no value whatsoever to the organization. Acting on knowledge, as a practitioner (work performance) is all that matters. So why are organizations in the individual learning (training) business anyway? Individuals should be directing their own learning. Organizations should focus on results.
  • Because of this connectivity, the Web is an environment more suited to just-in-time learning than the outdated course model.
  • Organizing
  • our own learning is necessary for creative work.
  • Developing emergent practices, a necessity when there are no best practices in our changing work environments, requires constant personal directed learning.
  • Developing social learning practices, like keeping a work journal, may be an effort at first but later it’s just part of the work process. Bloggers have learned how powerful a learning medium they have only after blogging for an extended period.
  • we should extend knowledge gathering to the entire network of subject-matter expertise.
  • Building capabilities from serendipitous to personally-directed and then group-directed learning help to create strong networks for intra-organizational learning.
  • Our default action is to turn to our friends and trusted colleagues; those people with whom we’ve shared experiences. Therefore, we need to share more of our work experiences in order to grow those trusted networks. This is social learning and it is critical for networked organizational effectiveness.
  • Doris Reeves-Lipscomb on 04 Apr 16
     
    excellent discussion of networks and social learning in organizations with references to Hart, Jennings, Cross, and Internet Time Alliance among others, 2010
Doris Reeves-Lipscomb

Nuts and Bolts: Positive Deviance: Page 2 : Learning Solutions Magazine - 0 views

www.learningsolutionsmag.com/...page2

Bozarth Learning_Solutions positive_deviance womenslearningstudio

shared by Doris Reeves-Lipscomb on 28 Aug 17 - No Cached
  • The related field of appreciative inquiry offers similar flip-the-question approaches but is more specific, asking us to look for and build on the positive case or “outlier.” Is there someone in the community already exhibiting the desired behavior? What is enabling them to outperform? What resources are they tapping into that others are not? Not “Why are staph infections so high in the hospital?” but “Why are staph infections lower on the third floor?” Not “Why are sales down in Regions 6 and 9?” but “Why are sales up in Region 4?” Not “Why do so few graduates of our leadership academy get promoted?” but “Why did these seven graduates get promoted?” Why is the accident rate lower in _______? Why is the turnover rate lower in ______? Why are there fewer ethics complaints about ______ division?
  • Doris Reeves-Lipscomb on 28 Aug 17
     
    by Jane Bozarth on how to take the positive outliers' practices and export them to other parts of the organization
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