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This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world.
The social and environmental challenges we face today are not only complex, they are also systemic and structural and have no obvious solutions. They require diverse combinations of people, organizations, and sectors to coordinate actions and work together even when the way forward is unclear. Even so, collaborative efforts often fail because they attempt to navigate complexity with traditional strategic plans, created by hierarchies that ignore the way people naturally connect.
By embracing a living-systems approach to organizing, impact networks bring people together to build relationships across boundaries; leverage the existing work, skills, and motivations of the group; and make progress amid unpredictable and ever-changing conditions. As a powerful and flexible organizing system that can span regions, organizations, and silos of all kinds, impact networks underlie some of the most impressive and large-scale efforts to create change across the globe.
David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks. Given the increasing complexity of our society and the issues we face, our ability to form, grow, and work through networks has never been more essential.
The social and environmental challenges we face today are not only complex, they are also systemic and structural and have no obvious solutions. They require diverse combinations of people, organizations, and sectors to coordinate actions and work together even when the way forward is unclear. Even so, collaborative efforts often fail because they attempt to navigate complexity with traditional strategic plans, created by hierarchies that ignore the way people naturally connect.
By embracing a living-systems approach to organizing, impact networks bring people together to build relationships across boundaries; leverage the existing work, skills, and motivations of the group; and make progress amid unpredictable and ever-changing conditions. As a powerful and flexible organizing system that can span regions, organizations, and silos of all kinds, impact networks underlie some of the most impressive and large-scale efforts to create change across the globe.
David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks. Given the increasing complexity of our society and the issues we face, our ability to form, grow, and work through networks has never been more essential.
This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world.
We face complex problems today that resist linear solutions. They involve a variety of actors, organizations, and sectors, each focused on their own piece of the puzzle. Addressing homelessness, for example, requires coordinated action from unhoused people, healthcare workers, educators, police, local governments, businesses, residents, religious institutions, and nonprofits. This book explains how to create impact networks, the structures that enable diverse groups of people and organizations to connect, coordinate, and collaborate to do more together than is possible alone. A network approach combines the strategic rigor and agility of modern organizations with the deep connection and shared purpose of communities. Drawing on his experience working with over fifty impact networks over the past decade, David Ehrlichman describes how to cultivate a network mentality. He then goes deeply into the five Cs of creating impact networks:
• clarify purpose and principles
• convene the people
• cultivate trust
• coordinate actions
• collaborate for systems change
Given the increasing urgency of the issues we face, impact networks have never been more essential.
We face complex problems today that resist linear solutions. They involve a variety of actors, organizations, and sectors, each focused on their own piece of the puzzle. Addressing homelessness, for example, requires coordinated action from unhoused people, healthcare workers, educators, police, local governments, businesses, residents, religious institutions, and nonprofits. This book explains how to create impact networks, the structures that enable diverse groups of people and organizations to connect, coordinate, and collaborate to do more together than is possible alone. A network approach combines the strategic rigor and agility of modern organizations with the deep connection and shared purpose of communities. Drawing on his experience working with over fifty impact networks over the past decade, David Ehrlichman describes how to cultivate a network mentality. He then goes deeply into the five Cs of creating impact networks:
• clarify purpose and principles
• convene the people
• cultivate trust
• coordinate actions
• collaborate for systems change
Given the increasing urgency of the issues we face, impact networks have never been more essential.
Training legend Donald Kirkpatrick presents the companion book to his bestselling EVALUATING TRAINING PROGRAMS (over 47,000 copies sold across three editions) where he offers a practical 7-key methodology for putting his well-known four levels for training validation and effectiveness into practice.
Training legend Donald Kirkpatrick presents the companion book to his bestselling EVALUATING TRAINING PROGRAMS (over 47,000 copies sold across three editions) where he offers a practical 7-key methodology for putting his well-known four levels for training validation and effectiveness into practice.
“Dr. Alexander . . . brings to this book an acute understanding of both why our cherished form of government—and those who serve us in the civil service—appears to be under such unrelenting attack and how we, as citizens, should and must respond.”
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
“Dr. Alexander . . . brings to this book an acute understanding of both why our cherished form of government—and those who serve us in the civil service—appears to be under such unrelenting attack and how we, as citizens, should and must respond.”
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
—from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government—our nation's public servants, civil servants, and first responders—who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
“Dr. Alexander . . . brings to this book an acute understanding of both why our cherished form of government-and those who serve us in the civil service-appears to be under such unrelenting attack and how we, as citizens, should and must respond.”
-from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government-our nation's public servants, civil servants, and first responders-who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
-from the foreword by Congressman Elijah E. Cummings
When those we elect descend into partisan tribalism, criminal malfeasance, and emulation of foreign autocracies and oligarchies, Cedric Alexander says it is the unelected apolitical "fourth branch" of government-our nation's public servants, civil servants, and first responders-who must save the nation.
Alexander, a former deputy mayor, police chief, and CNN commentator, argues that these people do not constitute a nefarious "deep state" pursuing a hidden agenda. They are the analysts, scientists, lawyers, accountants, educators, consultants, enforcers of regulations, and first responders of every kind who keep the country running and its people safe. Alexander recounts the evolution of the professional civil service as an antidote to widespread cronyism, offers examples of how it has served as a bulwark against powerful corrupting influences, and describes the role it can play in bringing our badly divided society together. To the general public, many of these 22 million people remain invisible and their contributions hidden. But now is the time to make the invisible visible.
Two and a half billion people worldwide, most of them desperately poor villagers, need a better way to save and to borrow. Even the most innovative banking institutions can't reach them; savings groups can.
In savings groups, members save what they can in a communal pot and loan their growing fund to each other for their short-term needs. Jeffrey Ashe and Kyla Neilan illustrate how these savings groups form and function and how little “outside” support is actually required for their success. Drawing on decades of Ashe's personal experience, this book describes how he developed Saving for Change, which leveraged the wisdom and strength of group members to train and establish new groups. This model has impacted the lives of 680,000 people across five countries.
Savings groups are a “catalytic innovation” that bypasses subsidies, dependency, and high costs while effectively reducing chronic hunger, building assets, and empowering the community. Today, saving groups have 9 million members around the globe—with minimal support, membership could grow to ten times this number.
In savings groups, members save what they can in a communal pot and loan their growing fund to each other for their short-term needs. Jeffrey Ashe and Kyla Neilan illustrate how these savings groups form and function and how little “outside” support is actually required for their success. Drawing on decades of Ashe's personal experience, this book describes how he developed Saving for Change, which leveraged the wisdom and strength of group members to train and establish new groups. This model has impacted the lives of 680,000 people across five countries.
Savings groups are a “catalytic innovation” that bypasses subsidies, dependency, and high costs while effectively reducing chronic hunger, building assets, and empowering the community. Today, saving groups have 9 million members around the globe—with minimal support, membership could grow to ten times this number.
Two and a half billion people worldwide, most of them desperately poor villagers, need a better way to save and to borrow. Even the most innovative banking institutions can’t reach them; savings groups can.
In savings groups, members save what they can in a communal pot and loan their growing fund to each other for their short-term needs. Jeffrey Ashe and Kyla Neilan illustrate how these savings groups form and function and how little “outside” support is actually required for their success. Drawing on decades of Ashe’s personal experience, this book describes how he developed Saving for Change, which leveraged the wisdom and strength of group members to train and establish new groups. This model has impacted the lives of 680,000 people across five countries.
Savings groups are a “catalytic innovation” that bypasses subsidies, dependency, and high costs while effectively reducing chronic hunger, building assets, and empowering the community. Today, saving groups have 9 million members around the globe—with minimal support, membership could grow to ten times this number.
In savings groups, members save what they can in a communal pot and loan their growing fund to each other for their short-term needs. Jeffrey Ashe and Kyla Neilan illustrate how these savings groups form and function and how little “outside” support is actually required for their success. Drawing on decades of Ashe’s personal experience, this book describes how he developed Saving for Change, which leveraged the wisdom and strength of group members to train and establish new groups. This model has impacted the lives of 680,000 people across five countries.
Savings groups are a “catalytic innovation” that bypasses subsidies, dependency, and high costs while effectively reducing chronic hunger, building assets, and empowering the community. Today, saving groups have 9 million members around the globe—with minimal support, membership could grow to ten times this number.
This is the first popular book to tell the story of one of the most important revolutions in international development: self-managing savings groups that are already aiding over eight million of the poorest of the poor in 65 countries.
Constant, continuing, and cataclysmic change is causing a major crisis within business organizations today. Faced with constantly advancing technology, unpredictable market shifts, intense global competition, and an increasingly independent "free agent" workforce, the only way for an organization to adapt and succeed is to build a "culture of inclusion" that nurtures and draws on the talents of a diverse workforce.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
Constant, continuing, and cataclysmic change is causing a major crisis within business organizations today. Faced with constantly advancing technology, unpredictable market shifts, intense global competition, and an increasingly independent "free agent" workforce, the only way for an organization to adapt and succeed is to build a "culture of inclusion" that nurtures and draws on the talents of a diverse workforce.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
Constant, continuing, and cataclysmic change is causing a major crisis within business organizations today. Faced with constantly advancing technology, unpredictable market shifts, intense global competition, and an increasingly independent "free agent" workforce, the only way for an organization to adapt and succeed is to build a "culture of inclusion" that nurtures and draws on the talents of a diverse workforce.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
Easy to say but hard to do; most organizations are mired in industrial revolution, static-world business models administered by monocultural, bordering-on-oppressive, "command and control" hierarchies. Organizations at risk include Fortune 500 giants, entrepreneurial start-ups, manufacturing and retail operations, government agencies, not-for-profits, educational institutions, and others.
Most organizational change efforts-whether labeled as diversity efforts, re-engineering, right-sizing, or total-quality-management-are a waste of time, money, and human effort. Most produce more cynicism than results, and they can poison the waters for future change efforts. The Inclusion Breakthrough cuts a path through this potential minefield, offering a proven methodology for strategic organizational change, including models for diagnosing, planning, and implementing inclusion-focused, culture-change strategies tailored to each organization's individual needs. It also describes the key competencies for leading and sustaining a culture of inclusion.
Offering real-world results of "before and after" surveys, including anecdotal and statistical reports of organizational change achieved using the methodologies described, The Inclusion Breakthrough presents an overview of current workplace conditions, attitudes, and policies based on interviews, surveys, and focus groups encompassing thousands of people in major organizations. The Inclusion Breakthrough demonstrates why the bottom line must be the central focus of any change strategy-and more importantly, how to carry that strategy out successfully.
"What is impressive is not only how Winters builds a case for the urgency and need for bold, inclusive conversations but that she also gives specific strategies and competencies to turn her theory into practice.
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
Recognizing the importance of creating equity and sharing power
Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
Recognizing the importance of creating equity and sharing power
Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
"What is impressive is not only how Winters builds a case for the urgency and need for bold, inclusive conversations but that she also gives specific strategies and competencies to turn her theory into practice.
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
Recognizing the importance of creating equity and sharing power
Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
Recognizing the importance of creating equity and sharing power
Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
"What is impressive is not only how Winters builds a case for the urgency and need for bold, inclusive conversations but that she also gives specific strategies and competencies to turn her theory into practice.”
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
• Recognizing the importance of creating equity and sharing power
• Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
• Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
• Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
-Dr. Sheila Robinson, publisher and CEO, Diversity Woman Media
Effective dialogue across different dimensions of diversity, such as race, gender, age, religion, or sexual orientation, fosters a sense of belonging and inclusion, which in turn leads to greater productivity, performance, and innovation. Whether in the workplace, faith communities, or educational settings, our differences can tear us apart rather than bring us together if we do not know how to communicate. Recognizing our collective responsibility to earnestly address our differences and increase understanding and empathy will not only enhance organizational goals but will also lead to a healthier, kinder, and more compassionate world.
Award-winning diversity, equity, and inclusion consultant Mary-Frances Winters has been leading workshops on what she calls Bold, Inclusive Conversations for years. In this book she offers specific dialogue strategies to foster greater understanding on the following topics:
• Recognizing the importance of creating equity and sharing power
• Dealing with the "fragility" of dominant groups--their discomfort in engaging with historically subordinated groups
• Addressing the exhaustion historically marginalized groups feel from constantly explaining their different lived experience
• Exploring how to build trust and create psychologically safe spaces for dialogue
This guide is comprehensive for anyone who wants to break down the barriers that separate us and facilitate discussions on potentially polarizing topics.
"
Joseph Pine and Jim Gilmore’s classic The Experience Economy identified a seismic shift in the business world: to set yourself apart from your competition, you need to stage experiences—memorable events that engage people in inherently personal ways. But as consumers increasingly experience the world through their digital gadgets, companies still only scratch the surface of technology-infused experiences. So Pine and coauthor Kim Korn show you how to create new value for your customers with offerings that fuse the real and the virtual.
Think of the Xbox Kinect, which combines virtual video games with a powerful physical dimension—you play by moving your own body; new apps that, when you point your smartphone camera at a real street, overlay digital information about the scene onto the image; and virtual dashboards that track the real world, moment by moment.
Digital technology offers limitless opportunities—you really can create anything you want—but real-world experiences have a richness that virtual ones do not. So how can you use the best of both? How do you make sense of such infinite possibility? What kinds of experiences can you create? Which ones should you offer?
Pine and Korn provide a profound new tool geared to exploring and exploiting the digital frontier. They delineate eight different realms of experience encompassing various aspects of Reality and Virtuality and, using scores of examples, show how innovative companies operate within and across each realm to create extraordinary customer value.
Follow them out onto the digital frontier to discover the opportunities that abound for your business.
"
Joseph Pine and Jim Gilmore's classic The Experience Economy identified a seismic shift in the business world: to set yourself apart from your competition, you need to stage experiences—memorable events that engage people in inherently personal ways. But as consumers increasingly experience the world through their digital gadgets, companies still only scratch the surface of technology-infused experiences. So Pine and coauthor Kim Korn show you how to create new value for your customers with offerings that fuse the real and the virtual.
Think of the Xbox Kinect, which combines virtual video games with a powerful physical dimension—you play by moving your own body; new apps that, when you point your smartphone camera at a real street, overlay digital information about the scene onto the image; and virtual dashboards that track the real world, moment by moment.
Digital technology offers limitless opportunities—you really can create anything you want—but real-world experiences have a richness that virtual ones do not. So how can you use the best of both? How do you make sense of such infinite possibility? What kinds of experiences can you create? Which ones should you offer?
Pine and Korn provide a profound new tool geared to exploring and exploiting the digital frontier. They delineate eight different realms of experience encompassing various aspects of Reality and Virtuality and, using scores of examples, show how innovative companies operate within and across each realm to create extraordinary customer value.
Follow them out onto the digital frontier to discover the opportunities that abound for your business.
Think of the Xbox Kinect, which combines virtual video games with a powerful physical dimension—you play by moving your own body; new apps that, when you point your smartphone camera at a real street, overlay digital information about the scene onto the image; and virtual dashboards that track the real world, moment by moment.
Digital technology offers limitless opportunities—you really can create anything you want—but real-world experiences have a richness that virtual ones do not. So how can you use the best of both? How do you make sense of such infinite possibility? What kinds of experiences can you create? Which ones should you offer?
Pine and Korn provide a profound new tool geared to exploring and exploiting the digital frontier. They delineate eight different realms of experience encompassing various aspects of Reality and Virtuality and, using scores of examples, show how innovative companies operate within and across each realm to create extraordinary customer value.
Follow them out onto the digital frontier to discover the opportunities that abound for your business.