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array_files[0]=new Array(0,1,"./REPolicy.htm","2009-07-25","13K","Systems In Sync :: Recommended Reading - Policy Governance    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading - Policy Governance Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading - Policy Governance Board Member’s Playbook, Miriam Carver and Bill Charney, 2004. This book is a must for any organization implementing Policy Governance. It provides a series of board scenarios, with answers, that give a new Policy Governance board the opportunity to rehearse various situations in the following areas: board interactions with the CEO or staff, board member interactions with the CEO or staff, the roles and responsibilities of board members, and the board’s job as a team. In addition, the book includes a quick review of the model and a sample board policy manual. Finally, the book comes with a CD of the most important material. Boards That Make a Difference, John Carver, 2006. This book outlines in detail John Carver’s model of board governance, called Policy Governance. This model offers an empowering and fundamental redesign of the board role and emphasizes values, vision, empowerment of both the board and staff, and strategic ability to lead leaders. It gives board members and staff a new approach to board job design, board-staff relationships, the role of the chief executive, performance monitoring, and virtually every aspect of the board-management relationship. The following is a series of 12 booklets, all written by John Carver, which outline a specific topic in Policy Governance. These booklets are an important resource to any organization implementing and sustaining Policy Governance. Carver Guide 1: Basic Principles of Policy Governance Carver Guide 2: Your Roles and Responsibilities as a Board Member Carver Guide 3: Three Steps to Fiduciary Responsibility Carver Guide 4: The Chairperson’s Role as Servant-Leader to the Board Carver Guide 5: Planning Better Board Meetings Carver Guide 6: Creating a Mission That Makes a Difference Carver Guide 7: Board Assessment of the CEO Carver Guide 8: Board Self-Assessment Carver Gu      ");
array_files[1]=new Array(0,1,"./ARTLead.htm","2009-07-25","14K","Systems In Sync :: Articles-Leadership/Governance    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles-Leadership/Governance Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles Leadership/Governance “Becoming a More Effective Nonprofit Board,” Bridgestar, 2006. This article focuses on board oversight in light of Sarbanes-Oxley, strategic direction, fundraising, community support, and governance process. “Character and Servant-Leadership: Ten Characteristics of Effective, Caring Leaders,” By Larry C. Spears, President & CEO, The Spears Center, Servant-Leader News, December 2008. In this article, Larry Spears identifies ten characteristics of servant-leaders and how they integrate not only to create effective, caring leaders but also to improve the quality of organizational life. “Coloring Outside the Box…One Size Does Not Fit All In Nonprofit Governance,” by Kim Sundet Vanderwall and Ellen Benevides, September 2007. This report presents findings and recommendations from community and organizational leaders about ways to improve board functionality and effectiveness. It also proposes discussion questions to facilitate conversations between staff and board leaders about their roles and responsibilities in maintaining the culture and values of the organization. “Daring to Lead 2006: A National Study of Nonprofit Executive Leadership,” Jeanne Bell, Richard Moyers, and Tim Wolfred, study funded by CompassPoint Nonprofit Services and The Meyer Foundation. This study is the result of a national survey of nonprofit executives and outlines in detail contributors to executive burnout, retention, and recruitment. It concludes with recommendations to help executive directors, board members, and grant makers strengthen and support current executive directors, build a pipeline of future leaders, and increase their overall understanding of the strengths and challenges of a group of leaders whose work is essential to changing lives and transforming communities. This excerpt is reprinted with permission from Daring to Lead: 2006 p      ");
array_files[2]=new Array(0,1,"./REPsych.htm","2009-07-24","14K","Systems In Sync :: Recommended Reading - Psychology/Cognition    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading - Psychology/Cognition Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading Psychology/Cognition Blink: The Power of Thinking Without Thinking, Malcolm Gladwell, 2007. Blink is about the first two seconds of looking--the decisive glance that knows in an instant. Gladwell campaigns for snap judgments and mind reading with a gift for translating research into splendid storytelling. Building his case with scenes from a marriage, heart attack triage, speed dating, choking on the golf course, selling cars, and military maneuvers, he persuades readers to think small and focus on the meaning of thin slices of behavior. The key is to rely on our adaptive unconscious--a 24/7 mental valet--that provides us with instant and sophisticated information to warn of danger, read a stranger, or react to a new idea. Outliers: The Story of Success, Malcolm Gladwell, 2008. The author poses a provocative question in Outliers: why do some people succeed, living remarkably productive lives, while so many more never reach their potential? Challenging our cherished belief of the self-made man, he makes the democratic assertion that superstars dont arise out of nowhere, propelled by genius and talent: they are invariably the beneficiaries of hidden advantages and extraordinary opportunities and cultural legacies that allow them to learn and work hard and make sense of the world in ways others cannot. Examining the lives of outliers from Mozart to Bill Gates, he builds a convincing case for how successful people rise on a tide of advantages, some deserved, some not, some earned, some just plain lucky. Stumbling on Happiness, Daniel Gilbert, 2007. Gilbert, a professor of psychology at Harvard, draws on psychology, cognitive neuroscience, philosophy and behavioral economics to argue that, just as we err in remembering the past, so we err in imagining the future. Our desire to control is so powerful, and the feeling of being in control so rewardi      ");
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array_files[5]=new Array(0,1,"./projects.htm","2009-07-24","23K","Systems In Sync :: Recent Projects    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recent Projects Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync Projects (updated February 20, 2009) Select by Category Governance and Capacity Building Strategic Planning and Visioning Community Engagement and Facilitation Organizational Development Program Implementation and Evaluation Presentations and Workshops label RECENT FACILITATIONS, PRESENTATIONS, AND WORKSHOPS Governance and Capacity Building Facilitating policy governance model implementation for the Alternative Life Center (Conway, NH, May 2007 to present). Facilitated board and staff work focusing on clarifying roles and responsibilities and board committee structure for the Community Health Center of Burlington (Burlington, VT, April 2008 to July 2008). Facilitation aimed at clarifying roles and responsibilities, creating stronger teams and more productive meetings, and developing more meaningful participation and leadership of council members for the NH State Council on Developmental Disabilities (Concord, NH, July 2006 to May 2008). Facilitation with the Council for Children and Adolescents with Chronic Health Conditions to clarify roles and responsibilities and develop a strategic plan (Concord, NH, August 2007 to May 2008). Co-facilitated policy governance model implementation with Robin Scheu for Washington South Supervisory Union (Northfield, VT, January 2006 to April 2007). Strategic Planning and Visioning Facilitated planning meetings for Georgia Elementary and Middle School to assist them in preparing for a community wide forum focusing on school improvement and strategic planning (Georgia, VT, December 2008 to March 2009). Facilitated planning meetings for the Caledonia Central Supervisory Union to assist them in preparing for a community wide forum focusing on school improvement and strategic planning (Danville, VT, September to October 2008). Facilitated a strategic planning retreat for the Orleans-Northern Essex AHS District, applying systems thinking to an      ");
array_files[6]=new Array(0,1,"./reading.htm","2009-07-24","7K","Systems In Sync :: Recommended Reading    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Recommended Reading We would like to share with you some recommended reading in various areas of interest. Click on each link to go to an area of your choice, or click here to download the entire reading list in PDF. Communications/Facilitation/Community Engagement Education Governance/Leadership Organizational Change/Organization Development Psychology/Cognition Policy Governance Social Capital Systems Thinking/Organizational Learning About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Home Page “Your work with us through P.B.I.S. as our consultant has brought our school the ability to provide better academic and behavioral support for our children. This has all been done by your guidance, support, and direction on our school based teams. You have taught us how teams can function effectively and efficiently to reach our goal. Nan Parsons, Principal Canaan Elementary School About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2009 Systens In Sync, All Rights Reserved     ");
array_files[7]=new Array(0,1,"./REOrg.htm","2009-07-24","18K","Systems In Sync :: Recommended Reading - Organizational Change    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading - Organizational Change Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading Organizational Change/Organization Development Appreciative Inquiry Handbook, David L. Cooperrider, Diana Whitney, and Jacqueline M. Stavros, 2005. This publication is essentially a workbook for anyone wanting to launch an Appreciative Inquiry (AI) initiative. It provides background information on what AU is and how it works, and offers sample project plans, designs, agendas, course outlines, interview guidelines, participant worksheets, a list of resources, and more. Encyclopedia of Positive Questions, Volume One, Diana Whitney, David Cooperrider, Amanda Trosten-Bloom, and Brian S. Kaplin, 2005. This book enumerates the generic questions that are central to the discovery phase of the Appreciative Inquiry process and are the keys to bringing out the best in any organization. It is divided into two sections, the first of which discusses ways to use positive questions and the second of which lists questions by type. Organization Development: A Process of Learning and Changing, W. Warner Burke, 1994. This book provides a comprehensive and up-to-date overview of the field of organization development. Written for managers, executives, administrators, practitioners, and students, it takes an in-depth look at organization development with a particular emphasis on the importance of learning and change. The author not only describes the basic tenets of OD, but also looks at organization development as a change in an organization’s culture. Presence: An Exploration of Profound Change in People, Organizations, and Society, Peter M. Senge, C. Otto Scharmer, Joseph Jaworski, and Betty Sue Flowers, 2005. Presence can be read as a both a guide and a challenge to leaders in business, education, and government to transform their institutions into powerful agents of change in a world increasingly out of balance. Since business is the most powerful institutio      ");
array_files[8]=new Array(0,1,"./REComFac.htm","2009-07-24","20K","Systems In Sync :: Recommended Reading - Communications/Facilitation    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading - Communications/Facilitation Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading Communications/Facilitation/Community Engagement Change Your Questions, Change Your Life: 7 Powerful Tools for Life and Work, Marilee Adams, 2004. Questioning is a skill rarely taught in school, but doing it well - that is, asking the right questions of the right people - can radically transform attitudes, actions, and results. This book provides easy-to-learn tools that can make a significant and immediate difference in peoples business and personal lives. Written as an engaging fable, it inspires readers to take charge of their thinking in order to accomplish goals, improve relationships, advance careers, investigate new territories, and in general gain greater life satisfaction. This book explains how to be your own coach, outlines the authors QuestionThinking Model, and lists the top 12 questions for change. Real-world examples provide practical models for applying the principles in a variety of situations, while a Choice Map is a useful visual tool that demonstrates that everyone has a choice in every situation, even if it is not immediately apparent. Dialogue and the Art of Thinking Together, William Isaacs, 1999. In this book the author argues that organizational learning cannot take place without successful dialogue. Dialogue is conversation that encourages collective observation and thought, enabling groups to think beyond their members individual limitations. Isaacs posits an ecology of thought, which is typically constrained by habits that are known and felt but never discussed. Those habits can be revealed only through dialogue that permits inquiry, confrontation, and clarification. Only then can habits be changed and new possibilities explored. Isaacs examines the processes that constitute dialogue and shows what encourages and what discourages dialogue, what happens when dialogue is introduced into difficult settings, an      ");
array_files[9]=new Array(0,1,"./publications.htm","2009-07-24","9K","Systems In Sync :: Publications    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Publications Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Publications The following articles have been published in Vermont Business Magazine. “Learning Organizations: Fad or Future?” Vermont Business Magazine, September 2007. “Personal Mastery: The First Discipline of Learning Organizations,” Vermont Business Magazine, October 2007. “Mental Models: The Second Discipline of Learning Organizations,” Vermont Business Magazine, April 2008. The following articles are a continuation of the above series on organizational learning: “Building Shared Vision: The Third Discipline of Learning Organizations,” November 2007. “Team Learning: The Fourth Discipline of Learning Organizations,” February 2008. “Systems Thinking: The Fifth Discipline of Learning Organizations,” March 2008. “Creating Learning Organizations: Integrating the Five Disciplines,” July 2008. Additional artles by Marty Jacobs: “Creating Community Discourse: Moving From Debate to Dialogue,” The Granite State Planner, Spring 2009. “The Juggling Act,” American School Board Journal, July 2009. “Community and Civic Engagement Techniques,” July 2009. About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Home Page Our work with Marty Jacobs increased our participation by council members tremendously! Meetings that went on for hours were transformed into efficient dialogue sessions in smaller groups where everyone was more willing to participate. Martys calm and mentor approach to difficult issues presented by the Council allowed us to resolve the issue and to do so with full participation from council members. We were fortunate to be able to extend Martys involvement with the Council to further assist us in the area of communications. A remarkable ability to foster positive change in a group environment. We learned a lot from Marty. Robert (Bob) J. Elliott, Past Chair, NH Developmental Disabilities Council About Us | Services | Clients       ");
array_files[10]=new Array(0,1,"./ARTcapacity.htm","2009-07-24","10K","Systems In Sync :: Articles-Capacity Building    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles-Capacity Building Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles Capacity Building “Building Adaptive Capacity: The Quest for Improved Organizational Performance,” Carl Sussman, research paper, 2003. This paper defines three forms of capacity (programmatic, organizational, and adaptive) and how to balance them. It examines how to build capacity both internally and externally. “Building Community Capacity to Meet Public Needs,” Lydian Altman-Sauer, Margaret Henderson, and Gordon Whitaker, Popular Government, Winter, 2005. Link to article provided with permission of the School of Government, copyright 2005. This copyrighted material may not be reproduced in whole or in part without the express written permission of the School of Government, CB# 3330 UNC Chapel Hill, Chapel Hill, North Carolina 27599-3330; telephone: 919-966-4119; fax 919-962-2707; Web address: www.sog.unc.edu. This article identifies benefits that local governments receive from working with small community nonprofits, challenges that these nonprofits often face in developing internal strength, reasons that governments help address these challenges, and strategies that governments use to provide such assistance. “Evaluating Capacity-Building Efforts for Nonprofit Organizations,” Paul Connolly and Peter York, OD Practitioner, Vol. 34, No. 4, 2002. This article explains how nonprofit organizations, consultants, funders, and evaluators can evaluate capacity-building activities. “Everyday Leaders: Building the Adaptive Capacity of Nonprofit Organizations,” Anne Sherman, TCC Group newsletter, Winter, 2005. This article defines adaptive capacity and adaptive leadership and outlines strategies for building adaptive leadership capacity. NOTE: you will need to scroll down to find the Winter 2005 edition of this newsletter, and you will be asked to register (free) in order to view the article. “Strategy Assessment on the Run,” by Mario Capozzoli, i team new En      ");
array_files[11]=new Array(0,1,"./onlineres.htm","2009-07-24","38K","Systems In Sync :: Online Resources    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Online Resources Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Online Resources Grouped by Category... Business & Management Tools Community Engagement/Dialogue Education Governance Non-Profits Organization Development/Leadership Publications/Professional Journals Business and Management Tools Freeconference.com - This site provides free conference calling on regular telephone lines. There are three different plans, one of which is entirely free and the other two with additional features for a fee. Some of these features include call recording, a toll-free dial in number, and post conference reporting. GroupSystems - This organization has developed an innovative tool, called ThinkTank, that leverages the power of teams for brainstorming, decision-making, collaboration, and virtual interactive meetings. The site offers a video tour of the tool, which is browser based and enables greater participation during meetings and public forums. This is the wave of the future in community engagement, brainstorming, group participation, and other efforts where collective knowledge and collaborative solutions are critical. LegalZoom.com - This site offers legal services such as copyrights and trademark registration for a very reasonable fee. It’s a great site for any straightforward legal services, and their representatives are more than happy to walk you through the online process. MeetingWizard.com - This is one of the more well known online scheduling tools. It is a free service that helps anyone trying to schedule a meeting with people who have complicated schedules and/or work in different locations. It is very easy to use, both for setting up the meeting, confirming the time and location, and sending reminders. Software995.com - This site offers many different free software options, ranging from creating PDF documents to photo editing. SurveyMonkey.com - This is probably the most well known of the online survey sites. This service can hel      ");
array_files[12]=new Array(0,1,"./clients.htm","2009-07-24","9K","Systems In Sync :: Clients    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Clients Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync Clients class .story a:linkSchools : Non-Profits : Businesses SCHOOLS AND OTHER EDUCATIONAL INSTITUTIONS Caledonia Central Supervisory Union, Danville, VT Caledonia North Supervisory Union, Lyndonville, VT Canaan Elementary School, Canaan, NH Claremont Middle School, Claremont, NH Conval High School, Peterborough, NH Disnard Elementary School, Claremont, NH Georgia Elementary and Middle School, Georgia, VT Lisbon Regional Schools, Lisbon, NH Ludlow Elementary/Union #39 School Districts, Ludlow, VT Maple Ave. Elementary School, Claremont, NH Montpelier Public Schools, Montpelier, VT Newport Middle School, Newport, NH Northfield School District, Northfield, VT Peterborough Elementary School, Peterborough, NH Pierce Elementary School, Bennington, NH River Bend Career and Technical Center, Bradford, VT SAU #1, Peterborough, NH SAU #6, Claremont, NH SAU #70, Hanover, NH Southwestern Community Services Head Start, Keene, NH Southwest Vermont Supervisory Union, Bennington, VT Unity Elementary School, Unity, NH Washington South Supervisory Union, Northfield, VT Windsor School District, Windsor, VT NONPROFIT AND GOVERNMENTAL ORGANIZATIONS The Alternative Life Center, Conway, NH Autism Resources for Community and Home, Norwich, VT Central Vermont Solid Waste Management District, Montpelier, VT Circle Of Life, Derry, NH Community Health Center of Burlington, Burlington, VT Council for Children and Adolescents with Chronic Health Conditions, Concord, NH Concord Peer Support, Concord, NH Cornerbridge, Laconia, NH Granite State Monarchs, Keene, NH NH State Council on Developmental Disabilities, Concord, NH Northeast Kingdom Community Action, Newport, VT On The Road To Recovery, Inc., Manchester, NH Orleans-Northern Essex AHS District, Newport, VT Project Crash, Waterbury, VT Seacoast Consumer Alliance, Portsmouth, NH Stepping Stone Peer Support Agency, Claremont, NH Tri-City Consumers’ Action       ");
array_files[13]=new Array(0,1,"./about.htm","2009-07-24","10K","Systems In Sync :: About Us    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: About Us Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL About Systems In Sync Biography Marty Jacobs, president of Systems In Sync, has been teaching and consulting for almost twenty years, applying a systems thinking approach to organizations. She currently provides strategic planning and policy governance expertise for the Vermont School Boards Association and has worked with several school districts to engage them in community conversations. In the nonprofit sector, Marty provides strategic planning, board leadership training, policy governance implementation, community engagement facilitation, and staff development. Additionally, Marty has served on a variety of nonprofit, professional, and school boards over the past twenty years. Marty has also written articles for Vermont Business Magazine and the American School Board Journal on topics related to organizational learning, systems thinking, and community engagement. A graduate of Dartmouth College, Marty received her M.S. in Organization and Management from Antioch New England Graduate School in Keene, NH. Systems Thinking By engaging in systems thinking, organizations evolve into learning organizations. To paraphrase Peter Senge from The Fifth Discipline, the learning organization is an organization that deliberately plans to learn and establishes systems and processes to capture and use learning to continually expand their capacity to create the results they truly desire. It is a place where people are continually learning how to learn together, and it creates a culture which embraces systems thinking, the fifth discipline. Learning organizations also embrace the other four disciplines: Personal mastery: Personal mastery is the ability to continually clarify and deepen personal vision, focus energies, develop patience, and see reality objectively. Mental models: Mental models are deeply ingrained assumptions or generalizations that influence how we understand the world and how we take action      ");
array_files[14]=new Array(0,4,"./pdfs/TheJugglingAct.pdf","2009-07-21","264K"," ASBJ    ","","","The Juggling Act Short-term solutions vs. long-term goals can be a tough balance for B Marty Jacobs school leaders, but talking helps Hanover, N.H., hired me to help resolve an issue with community members over a high school sports field. Hanover High School is nestled in a quiet residential neighborhood. The field had been built the previous year. Although concern during construction was that the lights would be intrusive, it turned out that the noise during field use was the major neighborhood complaint. The Hanover Planning Board had approved conditions of use when the field was completed, with the requirement that, after a year of use, the district would revisit those conditions. That deadline was about six months overdue by the alancing the big-picture vision for your district with the districts immediate demands is a challenge for school leaders. The short-term often wins out, much to the detriment of long-term strategic goals. We hear that we need to be more proactive and less reactive, but how do we stop the cycle of reactivity? One answer is to make room for dialogue. As a professional facilitator, I had the opportunity to do just that with one of my clients, and the results were impressive. More than a year ago, the Dresden School District in Copyright 2009 National School Boards Association. All rights reserved. This article may be printed out and photocopied for individual or noncommercial educational use (50 copy limit), but may not be electronically re-created, stored, or distributed; or otherwise modified, reproduced, transmitted, republished, displayed or distributed. By granting this limited license, NSBA does not waive any of the rights or remedies otherwise available at law or in equity. By granting permission to use of our materials, NSBA does not intend to endorse any company or its products and services. American School Board Journal I www.asbj.com I July 2009 29 time I was hired. Cafe Conversations Before my first meeting with the district, I did some digging into the history of the proje      ");
array_files[15]=new Array(0,4,"./pdfs/Strategy%20Assessment%20on%20the%20Run.pdf","2009-07-21","285K"," Date    ","","","Strategy Assessment on the Run Five Easy Steps to Test Your Assumptions...a pocket guide for the busy not-for-profit manager By: Mario Capozzoli, i team new England consulting, LLC New and innovative ideas come in all shapes and sizes, with different projected outcomes and impacts. This is something that I believe we can all agree on. But do we always (or even frequently) thoroughly question or think about our initial assumptions before we push the Go button? With many folks working on the fly, under pressure to deliver in a timely and successful fashion, it becomes more important that we stop, take a breath, and put our new ideas, strategies, techniques, and approaches through their paces. I created this list of five critical questions to do just that: to quickly and decisively review my strategy assumptions, making necessary changes as I discover them, before I dive in, potentially risking precious resources and even more precious time. 1. What do we assume will occur to make this strategy successful? Must there be a shift in thinking or behavior? A transformation on some level? Do we visualize a story unfolding in our heads? It stands to reason that if this strategy is new or different in some way, then it must include an expectation of change. Ergo, what must change? Additionally, if were to sell our strategy to someone else then we must be good at telling a compelling and convincing story about this expected transformation. 2. Do we have the capacity--on every necessary level--to carry out our planned strategy? For the most part, managers have traditionally viewed resources as people, money, and functions (such as machines). But now more than ever, especially in our philanthropic world, relationships and knowledge are seen as vitally important organizational resources. Great ideas dont stand alone at the mountain top; capacity got them there! The equation is straight forward: limited capacity = limited success. Therefore, if you find yourself or your department in a situation where you have limited or dimi      ");
array_files[16]=new Array(0,4,"./pdfs/Outside%20the%20Box-NP%20Govern.pdf","2009-07-21","4485K","Outside the Box-NP Govern.pdf    ","","","Coloring Outside t h e Box . . . O n e Size Does Not Fit All In Nonprofit Governance Kim Sundet Vanderwall Ellen Benavides Revised, September 2007 Thanks and Acknowledgements Our deepest thanks go to all of the individuals and organizations that informed this study. Each person we interviewed spoke with great candor and gave generously of their time and expertise. The list of agencies that participated is included in Appendix 1 on page 28. Many other people shared their thoughts and energy along the way. In particular, we couldnt have completed this project without the support of the following people. Advisor y Committee This project was guided and nurtured by the wisdom, experience and hard work of nine seasoned and passionate Advisors. They identified potential organizations for the study, encouraged people to participate, helped to frame the interview questions and interpret the findings. More important, they were a constant source of energy, humor and discovery. The conversations we had were sobering, joyful and inspiring. Much of their insightful wisdom is sprinkled throughout the report. The following are the Advisors and their affiliation during the project! Judith Alnes, Executive Director of MAP for Nonprofits (St. Paul) Jim Cook, Executive Director of Sabathani Community Center (Minneapolis) Saeed Fahia, Executive Director, Confederation of Somali Community in Minnesota (Minneapolis) Mary Jo Forbord, Executive Director of the Sustainable Farming Association of Minnesota (Starbuck) Yeeleng Hang, Past Board Chair of Hmong American Partnership (St. Paul) David Nicholson, Board Chair of Ain Dah Yung (St. Paul) Magui Rubalcava, Consultant, former Program Director of Hispanics in Philanthropy (Minneapolis) Lupe Serrano, Executive Director of Casa de Esperanza (St. Paul) Sally Velzen, Past Board Chair of Action Through Churches Together (Grand Rapids) Colleagues Judy Alnes, Executive Director; Sharon McKenna, Office Operations Coordinator; and Mary Nehring, Executive Assistant at MAP for Nonprofits served as      ");
array_files[17]=new Array(0,4,"./pdfs/Outside%20the%20Box%20Workbook.pdf","2009-07-21","11504K","Outside the Box Workbook.pdf    ","","","Coloring Outside the Box: One Size Does Not Fit All in Nonprofit Governance Workbook Ten Dimensions that Shape Your Board Kim Sundet Vanderwall Ellen Benavides October 2008 Ten dimensions that shape your board BaCkgrOund In 2006 Kim Sundet Vanderwall and Ellen Benavides had conversations with 117 leaders of 40 diverse nonprofits throughout Minnesota. Their findings can be found in Coloring Outside the Box: One Size Does Not Fit All in Nonprofit Governance. This workbook builds on what we learned; helping organizations intentionally shape their governance to fit their values, resources and community strengths. advisOry COmmittee Our advisors continued to ground and add richness to our work. Many thanks to: David Nicholson, Former Board Chair of Ain Dah Yung (St. Paul, MN) Jim Cook, Retired Executive Director of Sabathani Community Center (Minneapolis, MN) Judith Alnes, Executive Director of MAP for Nonprofits (St. Paul, MN) Lupe Serrano, President of Casa de Esperanza (St. Paul, MN) Magui Rubalcava Shulman, Four Freedoms Fund/Public Interest Projects (Minneapolis, MN) Mary Jo Forbord, Executive Director of the Sustainable Farming Association of Minnesota (Starbuck, MN) Saeed Fahia, Executive Director, Confederation of Somali Community in Minnesota (Minneapolis, MN) Sally Velzen, Past Board Chair of Action Through Churches Together (Grand Rapids, MN) Yeeleng Hang, Past Board Chair of Hmong American Partnership (St. Paul, MN) Thanks to our fiscal agent, MAP for Nonprofits, for their generous and gracious support. Thanks also to Johanna Lewis and Lori-Anne Williams for reviewing drafts. generOus finanCial suppOrt prOvided By F.R. Bigelow Foundation Otto Bremer Foundation Travelers Foundation Jay and Rose Phillips Family Foundation Saint Paul Foundation fOr mOre infOrmatiOn Or tO give feedBaCk Kim Sundet Vanderwall 651-483-2524 kim@vanderwallconsulting.com Ellen Benavides 651-646-5115 benav003@umn.edu Table of contents introduction......................................................................................      ");
array_files[18]=new Array(0,4,"./pdfs/Community%20Engage%20Tech.pdf","2009-07-21","222K"," Community Engage Tech    ","     ","     ","COMMUNITY AND CIVIC ENGAGEMENT TECHNIQUES Below are a variety of techniques community leaders and organizations can use to engage the public in issues ranging from school budgets to bond votes to strategic planning. This is by no means a comprehensive list but rather a sampling of some of the more common models used to create dialogue. For more information on techniques contact the National Coalition for Dialogue and Deliberation (http://www.thataway.org/). Focus Groups This approach involves a series of small group discussions of 8-10 people around specific questions. These discussions are facilitated by a professional facilitator, and the groups can be a cross-section of the population or more homogeneous, but the ultimate goal is to talk with a representative sample of the population. Participants are personally invited to attend the group. The number of groups conducted will depend on the overall size of the population from which the sample is drawn. The advantages of this approach are that you have greater control over the make up of the groups. Since individuals are personally invited, you avoid the problem with a selfselected audience. Moreover, there is a personal touch with an invitation that goes along way to creating good will. The size of the groups allows for greater individual participation and more in-depth discussion. The disadvantages of this approach are that it is fairly labor intensive. It requires phone calls and invitation letters to participants, and multiple site visits from the facilitators. It also takes time to consolidate and summarize the data gathered. Because there are numerous groups held, the process takes longer to complete than some other options. Café Conversations The Café Conversations model was developed by The World Café Community (http://www.theworldcafe.com/). A Café Conversation can be held for a few (12) to many (1200+) participants and generally begins by clarifying the purpose and context of the gathering. Participants sit in groups of 4-5 and engage in dialogue abo      ");
array_files[19]=new Array(0,4,"./pdfs/Community%20Discourse.pdf","2009-07-21","228K"," Community Discourse    ","     ","     ","Creating Community Discourse: Moving From Debate to Dialogue By Marty Jacobs Published in the Spring 2009 Issue of The Granite State Planner · · · · · · · Building a new bandstand that is handicapped accessible Locating a new homeless shelter Developing plans for rural land use Widening a street to allow for more bicycle traffic Creating a new governance charter for a municipality Constructing a new school and/or renovating an existing one Determining whether or not a proposed construction project fits within the architectural character of the neighborhood What do all these community projects have in common? Each one is undertaken with the intent to create a better future and expanded opportunities for the given community, and each one will face challenges to moving forward successfully. Undoubtedly, there will be someone for each of these projects who will raise questions and concerns about the appropriateness and/or intent of the project. It is at this point that progress is typically stymied. We often hear that the whole is greater than the sum of the individual parts, so why is it that we struggle so hard in our communities to move forward? Shouldnt we be able to reap the benefit of so many creative minds coming together to solve a problem? What is it that prevents us from moving forward constructively? For starters, most of us are held hostage to a traditional, linear approach to problem solving ­ the idea that there is one right solution. Often a well-intentioned board or committee has toiled diligently to come up with such a solution. That solution is then presented to the public for feedback, and, more often than not, the public perceives it as a done deal. As a result, they fight back. The whole situation deteriorates into a win-lose debate or sometimes a lose-lose debate. As Meg Wheatley so succinctly put it in Leadership and the New Science, People support what they create.... No one is successful if they merely present a plan in finished form to others. It doesnt matter how brilliant or correct the       ");
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array_files[24]=new Array(0,1,"./services.htm","2009-02-22","8K","Systems In Sync :: Services    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Services Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611SEND EMAIL Systems In Sync Services Systems In Sync offers the following consulting services: Strategic Planning: create a vision; clarify mission; surface and examine values, beliefs, and assumptions; gather stakeholder input; prioritize goals; develop action plans; assist in implementation and evaluation. Organization Development: analyze current state; determine desired outcomes and readiness for change; foster a climate of support for change; examine use of resources; create and implement effective change interventions; evaluate effectiveness of change strategies. Board/Leadership Development: develop a common vision; define and clarify roles and responsibilities; establish clear goals and expectations; improve meeting efficiency; develop strategic direction; improve communications to and relationships with constituencies. Team Building: establish clear working agreements; develop organizational trust; determine representative team membership; foster team commitment and collaboration; enhance communications through understanding individual differences; examine team processes; create high functioning teams. Program Design, Implementation, and Evaluation: determine needs; establish measurable outcomes and indicators of progress; design and implement program; evaluate success; redesign program as needed. Meeting/Public Forum Facilitation: establish clear meeting objectives; identify stakeholders; develop a meeting structure that enhances dialogue; define clear meeting ground rules and expectations; encourage balanced participation; create a clear follow-up plan; communicate outcomes broadly. Policy Governance Implementation: acquire a basic understanding of the Policy Governance model; develop Ends and Means policies; define the ownership; establish a monitoring schedule; create a process for on-going evaluation and improvement. About Us Services Our Clients Online Resources Articles Recommended Reading P      ");
array_files[25]=new Array(0,1,"./searchresult.html","2009-02-21","6K","Systems In Sync :: Search Results    ","systems thinking, mental models, home page, small busiensses, consulatnat, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Search Results -- Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2008 Systens In Sync, All Rights Reserved     ");
array_files[26]=new Array(0,1,"./ARTleadtran.htm","2009-02-20","8K","Systems In Sync :: Articles    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles Leadership Transitions “Finding the Right ED: Creating and Managing an Effective Search Committee,” Bridgestar, 2007. This article gives very practical steps for forming and building a search committee, tips on selecting a search firm, and a step-by-step outline for managing the entire search process. “Interim Executive Directors: The Power in the Middle,” Tim Wolfred, CompassPoint Nonprofit Services. The Executive Transitions Monograph Series, published by the Annie E. Casey Foundation, 2005. This paper details the benefits of hiring an interim and the process for making the experience successful. “Stepping Up: A Board’s Challenge in Leadership Transition,” Tim Wolfred, Nonprofit Quarterly, Winter, 2002. This article discusses important aspects of transitioning to a new executive director, and the board’s crucial role in making that transition a success. www.NPQmag.org About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Home Page Links to other Article Sections Cafe Conversations/ Community Engagement Capacity Building Communications Education Leadership/Governance Systems Thinking/ Organizational Learning About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2009 Systens In Sync, All Rights Reserved     ");
array_files[27]=new Array(0,1,"./ARTeduc.htm","2009-02-20","8K","Systems In Sync :: Articles - Education    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles - Education Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles Education “Critical Thinking: What It Is and Why It Counts,” Peter A. Facione, Insight Assessment 2007 Update. This paper defines critical thinking in detail and clearly outlines the value of critical thinking. It is a must read for all educators and school board members. “High Performance in High Poverty Schools: 90/90/90 and Beyond,” by Douglas B. Reeves, The Center for Performance Assessment, 2003. This article provides a review of research in high poverty schools that have also demonstrated high academic performance. The term “90/90/90” was originally coined by the author in 1995 based on observations in Milwaukee, Wisconsin, where schools had been identified with the following characteristics: 90% or more of the students were eligible for free and reduced lunch, 90% or more of the students were members of ethnic minority groups, and 90% or more of the students met the district or state academic standards in reading or another area. This article discusses characteristics that were common to all high achieving schools in the study. Reprinted with the permission of The Leadership and Learning Center, www.LeadandLearn.com <http://www.LeadandLearn.com>, all rights reserved. “Tipping Point: From Feckless Reform to Substantive Instructional Improvement,” Mike Schmoker, Phi Delta Kappan, February 2004. This article outlines the failures of traditional strategic planning and professional development and argues for developing professional learning communities. About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Home Page Links to other Article Sections Cafe Conversations/ Community Engagement Capacity Building Communications Leadership/Governance Leadership Transitions Systems Thinking/ Organizational Learning About Us | Services | Clients | Resources | Articles | Readings | Projects | Contac      ");
array_files[28]=new Array(0,1,"./Composer/searchresult.html","2009-02-20","6K","Systems In Sync :: Search Results    ","systems thinking, mental models, home page, small busiensses, consulatnat, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Search Results -- Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2009 Systens In Sync, All Rights Reserved     ");
array_files[29]=new Array(0,1,"./ARTcafe.htm","2009-02-20","10K","Systems In Sync :: Articles- Cafe Conversations    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles- Cafe Conversations Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles Café Conversations/Community Engagement “Café to Go: A Quick Reference Guide for Putting Conversations to Work,” The World Café Community, 2002. This document is a quick reference guide for anyone planning to facilitate a Café Conversation. It outlines café guidelines, what Café Conversations are, café etiquette, creating powerful questions, making collective knowledge visible, how to create a café ambiance, a list of supplies needed, and how to be café host and a table host. “Civic Engagement and the Restoration of Community: Changing the Nature of the Conversation,” Peter Block, Civic Engagement Series, A Small Group, 2005. This booklet is a set of ideas and tools designed to restore and reconcile our community by shifting the nature of the public conversation. The intent of this booklet is to create the possibility of an alternative future by creating a public conversation based on communal accountability and commitment. www.peterblock.com “Creating New Futures Through Community Conversation,” Vicky Schubert and Rachel Baker, Leverage Points, Issue 99, June 2008 by Pegasus Communication. In this article, the authors interview Peter Block about his new book, Community: The Structure of Belonging and how creating community conversation can promise something different. Block talks about the importance of diversity and an open, questioning mind. He emphasizes that connection, not problem solving, are the key to creating the communities we desire. Grantmakers in Health, “Making the Most Out of Community Advisory Committees,” Kyna Rubin, GIH Inside Stories, Winter 2007. Although this article is written from a healthcare funder’s perspective, it offers useful information about how to draw meaningful input from the populations an organization serves and use it to guide funding strategies and programming. “Strategic Questioning: Engaging People’s Best Th      ");
array_files[30]=new Array(0,1,"./ARTcomm.htm","2009-02-20","9K","Systems In Sync :: Articles-Communications    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles-Communications Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles Communications “Building Sustainable Trust,” Dennis S. Reina and Michelle L. Reina, OD Practitioner, Vol. 39, No. 1, 2007. This article discusses the Reina Trust & Betrayal Model and its three forms of trust: competence, contractual, and communications trust. It outlines what happens when trust is broken and how to rebuild trust. It also includes an organizational trust quiz. Eight Simple Rules to Resolving Conflict and Improving Relationships, Greg Giesen, Practicing OD, December, 2007. This article outlines eight important rules for approaching and making productive use out of conflict. It starts with attitude, moves through how much energy we put into resolution and concludes with the value of practicing the rules in everyday relationships before conflicts arise. Download more of Gregs articles at his two websites: www.greggiesenassociates.com and www.leadingfromwithin.net. “Ensuring a Successful Consulting Engagement,” Ruth McCambridge and Lissette Rodriguez, The Nonprofit Quarterly: Consulting Supplement, Winter 2007. This article is a must read for anyone considering hiring a consultant. It will help you determine what kind of consulting engagement you’re looking for, how to select a consultant, how to contract with the consultant, and how to evaluate the engagement. “Holding Risky Conversations,” Anne Davidson, The Skilled Facilitator Fieldbook: Tips, Tools, and Tested Methods for Consultants, Facilitators, Managers, Trainers, and Coaches, April 2005. This article gives practical steps for discussing difficult issues. It is a must read for anyone who wants to communicate effectively. “Rebuilding Trust Within Organizations, “Dennis S. Reina and Michelle L. Reina, Systems Thinker Newsletter, February 2006. This article outlines how organizational change can lead to feelings of betrayal and a subsequent loss of trust. It lists seven steps for healin      ");
array_files[31]=new Array(0,1,"./articles.htm","2009-02-20","10K","Systems In Sync :: Articles    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles updated 1, 2007 For your consideration are a series of articles to expand your knowledge and challenge your thinking. The articles are in PDF (Portable Document Format) which requires the free Adobe reader and may be viewed online through your browser or saved to your local computer. The articles are cateloged in the following areas. Click on the each area to read a brief description of each article. Click on the article link to view the article or save it. Café Conversations/Community Engagement Capacity Building Communications Education Leadership/Governance Leadership Transitions Systems Thinking/Organizational Learning About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Home Page “Marty Jacobs style of leadership is clear, direct and orderly. She is always well prepared and happy to do the background work necessary to operate appropriately with the organization at hand. Her perceptive insights have often helped us to steer a straighter course. I would be happy to work with her on any project.” Veda Crewe Joseph, Art Teacher and PBIS Team Meeting Facilitator, Disnard Elementary School, Claremont, NH About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2009 Systens In Sync, All Rights Reserved     ");
array_files[32]=new Array(0,1,"./ARTsys.htm","2009-02-20","8K","Systems In Sync :: Articles-Systems Thinking    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Articles-Systems Thinking Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync - Articles Systems Thinking/Organizational Learning “Creating Desired Futures in a Global Economy,” Peter M. Senge, Reflections, Volume 5, Issue 1. This article discusses the difference between problem solving (backward looking) and creating desired futures (forward looking) and how the gap between vision and reality, often referred to as creative tension, is what spurs organizations to greater heights and is the essence of enlightened leadership. Rethinking Leadership in the Learning Organization,” Peter M. Senge, Systems Thinker Newsletter, February 1996. This article discusses how organizations wanting to transform into learning organizations will need to change their traditional notions of leadership. It defines three essential types of leaders within organizations who are key to building a learning organization: local line leaders, executive leaders, and internal networkers or community builders. About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Home Page Links to other Article Sections Cafe Conversations/ Community Engagement Capacity Building Communications Education Leadership/Governance Leadership Transitions About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2009 Systens In Sync, All Rights Reserved     ");
array_files[33]=new Array(0,1,"./contact.htm","2009-02-20","7K","Systems In Sync :: Contact Information    ","systems thinking, mental models, contact, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Contact Information Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611SEND EMAIL Contact Systems In Sync Marty Jacobs President Systems In Sync 360 Cadwell Rd. East Thetford, VT 05043 Phone: 802-785-2611 Fax: 802-785-3151 Cell: 603-208-8200 Email: MARTY@SYSTEMSINSYNC.COM About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Home Page Systems In Sync recently provided support and facilitation services to our strategic planning process. Marty served us well by bringing her knowledge and skills, her commitment to collaboration, her real life experiences and her flexibility and humor. We thank her for the part she played in this important process.” Brenda L. Needham, Superintendent, Windsor School District About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2009 Systens In Sync, All Rights Reserved     ");
array_files[34]=new Array(0,1,"./index.html","2009-02-20","8K","Systems In Sync :: Welcome    ","systems thinking, mental models, home page, small busiensses, consulatnat, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Welcome -- Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync provides strategic planning and consulting services for educational, non-profit, and governmental organizations applying a systems thinking approach. What is SYSTEMS THINKING? Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. When organizations engage in systems thinking, they look for trends and patterns over time rather than taking “snap shots” or “dip sticks” to measure progress. They look above and below the surface, knowing that the presenting problem may actually only be symptomatic of larger, more complex issues. LEARN MORE We conduct our work based on these principles: Establishing clear values and a vision will steer organizations in the right direction. Organizations have it within themselves to solve their own problems. The work of organizations is based on relationships and behavior and being effective at these will result in an effective organization. Attention to process results in greater task efficiency. Ownership of the problem results in ownership of the solution. Effective communication, both internally and externally, is essential to organizational success. Involving key stakeholders in the process, including detractors, results in more effective solutions. Organizations need to evolve into learning organizations that engage in continuous improvement. About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects Your facilitation of our strategic planning retreat was extremely helpful and directly contributed to a very good end product. You seemed to know when to push us, when to redirect the group, when to let things flow,      ");
array_files[35]=new Array(0,1,"./news.htm","2009-02-20","8K","Systems In Sync :: About Us    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: About Us Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL News about Systems In Sync and links to articles Press Releases Montpelier, VT - January 7, 2007 Education Governance Meeting Schedule Announced The Vermont Department of Education today released the schedule of meetings designed to gather statewide public input on the future of education governance in Vermont...more Montpelier, VT - October 19, 2006 Commissioner Selects Education Governance Public Engagement Team Commissioner of Education Richard Cate has selected Marty Jacobs, Robin Scheu, and George Appenzeller to develop, with the Commissioner and Department staff, and implement a public engagement process to directly involve Vermonters in a discussion about thegovernance of education in Vermont..... more Links to useful articles About Us Services Our Clients Partnerships Contact Us Recent Projects News Home Page “Marty Jacobs approaches her work with the understanding that renewal of organizations is more than a current fad; it is a necessary, achievable reality. She is masterful in assisting organizations in their quest for growth. Successful facilitators and consultants demonstrate capacity to quickly understand issues and opportunities and to apply this knowledge in assisting others in advancing their organization. Marty is skillful in accessing information and thoughtful in framing her knowledge. She is a proven facilitator-consultant in public and private organizations.” Ray Proulx, Ed. D, Vermont Educator and Administrator About Us | Services | Partners | Clients | Projects | Contact Us Copyright © 2005-2009 Systens In Sync, All Rights Reserved     ");
array_files[36]=new Array(0,1,"./partners.htm","2009-02-20","9K","Systems In Sync :: Our Partners    ","systems thinking, partners, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Our Partners Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Systems In Sync Partners Systems In Sync collaborates with a variety of organizations in order to provide the best value for its clients. Currently, these partnerships include: Vermont School Boards Association (VSBA): Systems In Sync collaborates with the VSBA to work with school district boards and supervisory union boards in strategic planning and in clarifying roles and responsibilities. Vermont Education Leadership Alliance (VELA): VELA is an alliance of the school boards, superintendents, and principals associations, which is aimed at improving educational leadership within the state of Vermont . Systems In Sync is part of a network of educational leaders in Vermont serving as mentors, coaches, and critical friends to carry out a systems thinking approach to building school leadership capacity. NH Center for Effective Behavioral Interventions and Supports (NH CEBIS): NH CEBIS provides information, technical assistance, and effective professional training to New Hampshire schools and educators. It’s primary initiative is to support New Hampshire ’s implementation of a school-wide systemic process know as Positive Behavioral Interventions and Supports (PBIS). PBIS is an organized, data-driven system of interventions, strategies, and supports that positively impact school-wide and individualized behavior planning. Systems In Sync partners with NH CEBIS as a team facilitator, program evaluator, and regional coordinator. System Wide Solutions, Inc. (SWS): SWS and Systems In Sync collaborate on a variety of projects in order to combine our diverse perspectives and varied expertise, giving our clients the best value for their consulting investment. Our combined areas of expertise include planning and facilitation, program evaluation, organization development, and training and development. Hoffman and Associates Systems In Sync recognizes that there is often a marketing component to systems t      ");
array_files[37]=new Array(0,1,"./RESystems.htm","2009-02-20","15K","Systems In Sync :: Recommended Reading    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading Systems Thinking/Organizational Learning Communities of Practice, Etienne Wenger, 2006. This book proposes a social theory of learning that the author refers to as “communities of practice.” It is based on the assumption that learning is both life sustaining and inevitable and is a fundamentally social phenomenon, reflecting our own deeply social nature as human beings capable of knowing. Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder, 2002. The authors argue that while communities of practice form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential–without squelching the inner drive that makes them so valuable. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations, Peter M. Senge, Art Kleiner, Charlotte Roberts, George Roth, Rick Ross, and Bryan Smith, 1999. This book provides a formidable response to businesspeople wondering how to make the principles of systems thinking and organizational learning stick. The authors outline potential obstacles (such as initiating transformation, personal fear and anxiety, and measuring the unmeasurable) and propose ways to turn these obstacles into sources of improvement. The authors present an insiders account of long-term maintenance efforts at General Electric, Harley-Davidson, the U.S. Army, and others who are learning organizations, along with experience-based suggestions and exercises for individuals and teams. The Fifth Discipline: The Art and Practice of The Learning Organization, Peter M. Senge, 1990. Senge proposes the systems thinking method to help a corporation to become a learning organization, one that integrates at all personnel levels in differently       ");
array_files[38]=new Array(0,1,"./REGovLead.htm","2009-02-20","13K","Systems In Sync :: Recommended Reading - Goverance    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading - Goverance Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading - Governance/Leadership Finding Our Way: Leadership For an Uncertain Time, Margaret J. Wheatley, 2007. Though management expert Margaret J. Wheatley works with a broad variety of clients, from Fortune 100 CEOs to ministers, she points out that they all struggle to maintain integrity, humanity, and effectiveness in a relentlessly fast-paced, technology-driven world. Credited with establishing a fundamentally new approach to leadership based on living systems theory, or, as she puts it, how Life organizes, Wheatley shares her first-ever compendium of essays about her real-world experiences helping clients introduce more authentic, life-affirming practices into their organizations. Essays cover a wide scope of topics including leadership strategies, raising children in turbulent times, and the role of communities in the lives of organizations. Finding Our Way is filled with practical advice on applying the ideas in Wheatleys groundbreaking books and has particular relevance for managers and leaders who are trying to run their organizations in more progressive, egalitarian, and effective ways. Forces For Good: The Six Practices of High Impact Nonprofits, Leslie Crutchfield and Heather McLeod Grant, 2007. Through extensive surveys and interviews, the authors develop six practices common to high-impact nonprofits: offering advocacy efforts and service, harnessing market forces and leveraging the power and resources of business, engaging individuals from outside the organization, working with and through other organizations, learning to adapt, and sharing leadership by empowering others. Governance as Leadership: Reframing the Work of Nonprofit Boards, Richard P. Chait, William P. Ryan, and Barbara E. Taylor, 2005. This book offers trustees and executives a new and practical framework to govern nonprofit organizations more effectively. The authors reframe the      ");
array_files[39]=new Array(0,1,"./REEd.htm","2009-02-20","13K","Systems In Sync :: Recommended Reading - Education    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading - Education Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading - Education Designing High-Performing Schools: A Practical Guide to Organizational Reengineering, Francis M. Duffy, Ph.D., RODC, 1996. The author provides a detailed, step-by-step process for restructuring schools. The organizational redesign model he has created is tailor-made for school systems. It recognizes the complexity of such organizations and examines school organization as a system of interrelated parts. Future-focused Leadership: Preparing Schools, Students, and Communities for Tomorrow’s Realities, Gary Marx, 2006. Marx presents principles, tools, and techniques to help leaders steer their organizations confidently into the future and prepare the next generation of leaders for life in the 21st century. Readers will learn to scan the environment to identify and analyze significant trends and issues, manage issues to set priorities and minimize negative fallout, identify the characteristics of an ideal organization and construct scenarios that depict possible futures, engage the larger community in building a future-focused organization, and develop a strategic communication plan that supports the organizations goals and contributes to its ultimate success. Schools That Learn, Peter Senge, Nelda Cambron-McCabe, Timothy Lucas, Bryan Smith, Janis Dutton, and Art Kleiner, 2000. Following the theory he began in The Fifth Discipline, Senge turns his attention this time from the business world to education in this fourth addition to his Fifth Discipline Resource series, so named because it focuses on a set of disciplines the author believes are key to organizational learning (personal mastery, shared vision, mental models, team learning, and systems thinking). Senge argues persuasively that we must abandon Industrial Age assumptions about schools. This requires centering learning around the student instead of the teacher, discouraging homogeneity,       ");
array_files[40]=new Array(0,1,"./RESocial.htm","2009-02-20","12K","Systems In Sync :: Recommended Reading - Social Capital    ","systems thinking, mental models, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Recommended Reading - Social Capital Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Recommended Reading - Social Capital Better Together: Restoring the American Community, Robert D. Putnam, Lewis Feldstein, and Donald J. Cohen, 2004. This book examines the hopeful signs of reconnection in a variety of organizations, activities, and places demonstrating concerted efforts at reawakening ties between communities and individuals. The authors highlight case studies of building and applying social capital, defined as social networks and mutual assistance. The case studies, based on strong success, longevity, impact, scope, and established reputation, include the rejuvenation of branch libraries in Chicago; an interfaith effort to improve schools in a small Texas town; an arts project recalling the history of a New Hampshire shipyard; and an economic development project in Tupelo, Mississippi. These are not all feel-good stories--some highlight conflict and controversy--but each offers a compelling story of individuals and communities establishing bonds of trust. Bowling Alone: The Collapse and Revival of American Community, Robert D. Putnam, 2001. This book charts the grievous deterioration over the past two generations of the organized ways in which people relate to one another and partake in civil life in the U.S., such as lower voter participation, lower church attendance, lower attendance at public meetings of any kind, and an increasingly mobile society. The author claims that this has created a U.S. population that is increasingly isolated and less empathetic toward its fellow citizens, that is often angrier and less willing to unite in communities or as a nation. He concludes his analysis with a concise set of potential solutions, such as educational programs, work-based initiatives and funded community-service programs. Community: The Structure of Belonging, Peter Block, 2008. Modern society is plagued by fragmentation. The various sectors of our       ");
array_files[41]=new Array(0,4,"./pdfs/StronglyLedUnderManaged.pdf","2009-02-15","193K"," StronglyLedUnderManaged.doc    ","","","Strongly Led, Under-managed How can visionary nonprofits make the critical transition to stronger management? Without sound management practices, even the most successful nonprofit will be unable to sustain, let alone increase, its impact over time. And yet, when consulting teams from the Bridgespan Group, Bridgestars parent organization, surveyed senior staff members at 30 nonprofits, the respondents consistently rated their organizations much higher on leadership dimensions like developing an overall vision than on management dimensions like making trade offs and setting priorities in order to realize that vision. Many nonprofits appear to be strongly led, but undermanaged. Why is this so? The environment in which nonprofits operate often reinforces visionary leadership at the expense of management disciplines. Passion, coupled with the ability to make a compelling case for a cause, drives fundraising and helps leaders attract and motivate staff and volunteers. But nonprofit leaders generally are not recognized or rewarded for their purely managerial qualities. The signs of inadequate management are easy to spot: Staff members are confused about their roles and responsibilities and out-of-control finances threaten to overwhelm the organizations focus on impact. For this article, we talked to a select group of leaders whose nonprofits are purposefully navigating the path toward stronger management. Interestingly, each of these leaders uses essentially the same three levers to ensure that their organizations appreciate, build, and sustain strong management practices. The three levers are: · · · Getting to strategic clarity Anchoring strategic clarity in a few key metrics Building and aligning the senior leadership team Understanding the tension between leadership and management Before exploring the three levers in more detail, it is important to be clear about the differences between leadership and management and the inherent tension between the two roles. Rob Waldrons early experiences as CEO of the Jumpstart       ");
array_files[42]=new Array(0,4,"./pdfs/High%20Perf%20Sch%2090-90-9#B0DEE.pdf","2009-02-15","63K","High Perf Sch 90-90-9#B0DEE.pdf    ","","","High Performance in High Poverty Schools: 90/90/90 and Beyond By Douglas B. Reeves INTRODUCTION This article provides a review of research in high poverty schools that have also demonstrated high academic performance. The term 90/90/90 was originally coined by the author in 1995 based on observations in Milwaukee, Wisconsin, where schools had been identified with the following characteristics: 90% or more of the students were eligible for free and reduced lunch, 90% of more of the students were members of ethnic minority groups, and 90% or more of the students met the district or state academic standards in reading or another area (Reeves, 2000). Since that time, the term has been broadly applied to describe successful academic performance in schools with significant numbers of poor and minority students. Although the term has been widely used and the techniques have been frequently replicated, the suggestion that effective teaching practices can mitigate the impact of poverty remains controversial. After a review of the original research and subsequent replication of it, the article considers some of these controversies in light of the continuing evidence that, while economic deprivation clearly affects student achievement, demographic characteristics do not determine academic performance. The evidence that follows makes clear that inappropriate commercial use of the term 90/90/90 is not supported by the research and should be challenged. There is no such thing as a proprietary 90/90/90 system nor are the methods employed by successful high-poverty schools the copyrighted property of any consultant, conference, or author. The practices are mundane, inexpensive, and most importantly, replicable. Finally, this article includes new research that suggests that consistent application of the 90/90/90 techniques holds promise for improving student achievement and closing the equity gap in schools of any demographic description. THE ORIGINAL 90/90/90 RESEARCH Research conducted at the Center for Performance Assessment      ");
array_files[43]=new Array(0,4,"./pdfs/Character%20and%20Sership%202008.pdf","2009-02-15","96K"," Microsoft Word - Character and S...ership 2008.doc    ","","","Character and Servant-Leadership: Ten Characteristics of Effective, Caring Leaders By Larry C. Spears, President & CEO, The Spears Center www.spearscenter.org Reprinted with permission of the author. Our fundamental understanding of character has much to do with the essential traits exhibited by a person. In recent years there has been a growing interest in the nature of character and character education, based upon a belief that positive character traits can be both taught and learned. Many people today are familiar with the Character Counts!(sm) program of the Josephson Institute of Ethics. That program has been adopted by a number of schools and communities nationwide and teaches core values which they call Six Pillars of Character. Those six particular character values are: trustworthiness, respect, responsibility, fairness, caring, and citizenship. The nature of character and its relationship to leaders has also taken on increased significance in recent years. A number of noted leadership authors have looked at issues of a leaders character. James Hillman, in The Souls Code: In Search of Character and Calling, describes the invisible source of personal consistency, for which I am using the word `habit, psychology today calls character. Character refers to deep structures of personality that are particularly resistant to change. (p. 260). The literature on leadership includes a number of different listings of character traits as practiced by leaders. I particularly like Warren Benniss short list as contained in his book, On Becoming a Leader, in which he identifies, vision, inspiration, empathy and trustworthiness as key characteristics of effective leaders. (p. 140). Much of the leadership literature includes as an implicit assumption the belief that positive characteristics can-and-should be encouraged and practiced by leaders. Robert K. Greenleaf, the originator of the term, servant-leadership, is someone who thought and wrote a great deal about the nature of servant-leadership and character. Servant-Lea      ");
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array_files[45]=new Array(0,1,"./footer.htm","2008-09-26","3K","./footer.htm    ","",""," Footer About Us Services Our Clients Online Resources Articles Recommended Reading Publications Contact Us Recent Projects About Us | Services | Clients | Resources | Articles | Readings | Projects | Contact Us Copyright © 2005-2008 Systens In Sync, All Rights Reserved     ");
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array_files[47]=new Array(0,1,"./header.htm","2008-09-18","6K","Systems In Sync :: Welcome    ","systems thinking, mental models, home page, small busiensses, consulatnat, shared experience, personal mastery, vision, shared vision, consulting, systems in synce, teamwork, teams, education, seminars, facilitation, facilitator, Marty Jacobs, teaching, groups, meetings, services, non-profit, organizations, workshops     ","Systems In Sync is a consulting business that specializes in systems thinking. Systems thinking is the study of system structure and behavior. It focuses on understanding the interrelationships of organizational systems, rather than creating silos of parallel subsystems. Systems thinking is a process, not an event, which develops a common purpose for organizations and the ability to achieve that common purpose. Marty Jacobs, president, helps guid eorganizations to a shared vision through seminars and workshops and individual sessions.     "," --! Systems In Sync :: Welcome -- Systems In Sync - 360 Cadwell Road, East Thetford, VT 05043 - 802.785.2611 SEND EMAIL Header of Page Content Search: all words any words exact phrase     ");
array_files[48]=new Array(0,4,"./pdfs/Readings.pdf","2008-08-22","198K","     ","",""," Recommended Reading prepared by Marty Jacobs August 2008 Systems Thinking/Organizational Learning Communities of Practice, Etienne Wenger, 2006. This book proposes a social theory of learning that the author refers to as communities of practice. It is based on the assumption that learning is both life sustaining and inevitable and is a fundamentally social phenomenon, reflecting our own deeply social nature as human beings capable of knowing. Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder, 2002. The authors argue that while communities of practice form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential­ without squelching the inner drive that makes them so valuable. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations, Peter M. Senge, Art Kleiner, Charlotte Roberts, George Roth, Rick Ross, and Bryan Smith, 1999. This book provides a formidable response to businesspeople wondering how to make the principles of systems thinking and organizational learning stick. The authors outline potential obstacles (such as initiating transformation, personal fear and anxiety, and measuring the immeasurable) and propose ways to turn these obstacles into sources of improvement. The authors present an insiders account of longterm maintenance efforts at General Electric, HarleyDavidson, the U.S. Army, and others who are learning organizations, along with experiencebased suggestions and exercises for individuals and teams. The Fifth Discipline: The Art and Practice of The Learning Organization, Peter M. Senge, 1990. Senge proposes the systems thinking method to help a corporation to become a learning organization, one that integrates at all personnel levels in differently related company functions (sales, product design, etc.) to expand the ability to produce. He des      ");
array_files[49]=new Array(0,4,"./pdfs/Team%20Learning.pdf","2008-08-12","195K","Team Learning.pdf    ","","","Team Learning: The Fourth Discipline of Learning Organizations By Marty Jacobs February 1, 2008 If youve ever been to a workshop or seminar about teams, you know that the facilitator will inevitably ask you to think about, if not share with the group, a time when you were part of a high-functioning team. Youve probably also heard many of the sports or performing arts analogies, and as trite as they may seem, they really are great examples. Why is it that we are more capable of creating great teams on the field or on a stage than in our places of employment? In keeping with this tradition, Im going to share the most memorable team experience of my life and analyze it with respect to the discipline of team learning. When I was a sophomore, my high school drama club staged a production of Godspell, the most ambitious undertaking of the clubs history. Auditions for actors and band members were held in the spring prior to the December production, rather than in September, in order to give the cast and band members plenty of time to memorize lines and learn music. Rehearsals began in earnest in September. The level of complexity was overwhelming at times. The cast needed to integrate a multitude of challenging tasks into one seamless production: lines, stage action, singing in harmony and in time with the band, choreography ­ the list felt endless. One week before the play opened, our director arranged to have our first dress rehearsal videotaped. The next day we gathered after school in the library to view the videotape. It was terrible! The production seemed mechanical and flat. We left that day with glum faces, considering that maybe we could avoid humiliation if we all ran away from home en masse. But somehow, that one event created the leverage point we needed to move from what felt like imminent disaster to astonishing success. In a weeks time, we performed to sell out crowds for both performances, and each performance ended with standing ovations, sometimes starting before we finished the last song. I still st      ");
array_files[50]=new Array(0,4,"./pdfs/Systems%20Thinking.pdf","2008-08-12","217K","Systems Thinking.pdf    ","","","Systems Thinking: The Fifth Discipline of Learning Organizations By Marty Jacobs March 19, 2008 The problems we have created in the world today will not be solved by the level of thinking that created them. -Albert Einstein Although the field of systems thinking had not yet hatched at the time of this quote, it is clear that Einstein already knew about systems thinking, even if he didnt call it that. He was able to recognize that if we continually approached problems in the same way, we would continue to get the same outcomes. We humans are creatures of habit, and we often find it difficult to recognize patterns of behavior that are counterproductive. Systems thinking offers tools and processes that enable organizations to see patterns and connections, leading to greater productivity. What is a system? According to Merriam Websters Collegiate Dictionary, Tenth Edition, a system is a regularly interacting or interdependent group of items forming a unified whole. The key words in this definition are interdependent and unified whole. A pile of rocks is not a system because they do not interact with each other, and you do not really change anything by adding to it or taking away from it. However, if you take that pile of rocks and create a stone wall, you now have a system. Adding or removing a stone can create havoc. This stone wall system is more than just the sum of its parts; these stones work together to create something much greater than a pile of rocks. Systems can range from very simple (filling a glass of water) to extremely complex (climate change) and are constantly working to maintain a level of stability. They do so by creating feedback loops using inputs and outputs. To understand systems in greater depth, lets take a look at a simple system: driving a car. Inputs into this system are the desired destination, actions of the driver, and the driving conditions. The output is the car moving in the desired direction. As we drive, however, we are receiving continual feedback. We may see a small child in a       ");
array_files[51]=new Array(0,4,"./pdfs/Integrating%20Disciplines.pdf","2008-08-12","200K","Integrating Disciplines.pdf    ","","","Creating Learning Organizations: Integrating the Five Disciplines By Marty Jacobs July 23, 2008 As I sat down to begin writing this final article about learning organizations, I received a very timely inquiry via email. It was from an engineer in India who works for one of the worlds largest power companies. He had been charged with turning his unit into a learning organization and had been studying various books and journals. He read my articles about learning organizations on my website and was wondering if I might be able to shed more light on the subject. Wow! Was that a tall order, not only for me but also for him! Where to start? Thats a question every organization needs to ask. The concept of a learning organization is still in its infancy. Some would even argue that it is an unattainable ideal. Perhaps that is a fair statement at the moment, but statements like that have fallen by the wayside over and over again throughout history: people would never be able to fly, no one would ever break the four-minute mile, humankind would never set foot on the moon ­ the list could go on and on. One of the core characteristics of learning organizations is to challenge assumptions like these. Before expounding on creating a learning organization by integrating the five disciplines, lets first review the five disciplines of organizational learning: · Personal mastery: Personal mastery is the ability to continually clarify and deepen personal vision, focus energies, develop patience, and see reality objectively. The focus in personal mastery is on individual learning. Mental models: Mental models are deeply ingrained assumptions or generalizations that influence how we understand the world and how we take action. Working with mental models involves surfacing and examining organizational assumptions, in order to understand organizational systems better and to develop more effective solutions. Building shared vision: This discipline entails building and holding a shared picture of the future and developing the capacity       ");
array_files[52]=new Array(0,4,"./pdfs/Mental%20Models.pdf","2008-04-07","211K","Mental Models.pdf    ","","","Mental Models: The Second Discipline of Learning Organizations By Marty Jacobs Published in the April 2008 Issue of Vermont Business Magazine My boss never listens to anything I have to say. Hell ask for my opinion then do just what he was planning to in the first place. Why bother? My employees dont really care much about their work. The only thing that seems to motivate them is the end of the week. Guess Ill just have to do it myself. Sound familiar? Those are two different views of the same situation. They are mental models in action, and they reinforce a negative pattern of behavior that is ultimately destructive to an organization in many ways. What are mental models? Mental models are deeply ingrained assumptions or generalizations that influence how we understand the world and how we take action. Some other words we use for mental models are perspectives, beliefs, assumptions, and mind set, to name a few. Mental models are often the greatest barriers to implementing new ideas in organizations, but they are also the area of organizational learning where organizations can make the most significant impact. Unfortunately, assumptions, the word most often used to refer to mental models, have a negative connotation to most of us. Weve all heard the old adage, You know what happens when you assume? It makes an ____ out of you and me. Well, you can fill in the blank. Assumptions, nonetheless, are the only way we can make sense of our complex world. It is not possible to have complete information about every situation we encounter, so by their very nature, our assumptions or mental models are incomplete and therefore flawed. For the most part, however, our mental models serve us well. There are those occasions, on the other hand, where our mental models lead us astray. A great example of how imperfect mental models can be comes from the ancient parable of the blind men and the elephant, where several blind men are feeling different parts of an elephant and describing it. The descriptions by themselves are inaccur      ");
array_files[53]=new Array(0,4,"./pdfs/Shared%20Vision.pdf","2008-03-30","204K","Shared Vision.pdf    ","","","Building Shared Vision: The Third Discipline of Learning Organizations By Marty Jacobs November 21, 2007 If you dont care where youre going, then it doesnt matter which way you go. --Lewis Carroll In Alices Adventures in Wonderland, Alice asks the Cheshire cat to tell her which way to go, and he responds that it depends on where she wants to go. When Alice replies that she doesnt care, the cat responds with the above quote. This quote speaks volumes about the importance of creating a shared vision. It is reflective of the shortsighted focus that is all too common in organizations today. To be fair, it is exquisitely challenging to disentangle oneself enough from the grip of day-to-day operations to see the forest for the trees. Yet without a shared vision, the force of the status quo will prevail in an organization. A shared vision emerges from the intersection of personal visions and helps create a sense of commitment to the long term. However, there is more to a shared vision than just this amalgamation of personal visions. Vision is only truly shared when people are committed to one another having it, not just each person individually having it. There needs to be a sense of connection and community with respect to the vision that provides the focus and energy for learning in learning organizations. It is the commitment to support each other in realizing the shared vision that gives the vision power. Furthermore, it supplies the guiding force that enables organizations to navigate difficult times and to keep the learning process on course. Shared vision cannot exist without personal vision. An organization must start the process of building a shared vision by encouraging others to create personal visions. Everyone must see a part of his or her personal vision in the shared vision. Shared vision takes time to emerge and requires on-going dialogue where advocacy is balanced with inquiry. By sharing and listening to each others personal visions, new insights will surface that continually shape the shared vision.      ");
array_files[54]=new Array(0,4,"./pdfs/McCambridge-Consultant.pdf","2008-03-30","306K"," Ensuring a Successful Consulting Engagement    ","","","A S u p p l e m e nt o f A Supplement of Nonprof it THE QUARTERLY Ensuring a Successful Consulting Engagement by R u t h M c Ca m b r i d g e a n d L i s s e t te R o d r i g u ez H I R I N G T H E R I G H T C O N S U LTA N T F O R T H E right project at the right time is never a completely straightforward endeavor; and approaching this task unprepared can lead to wasted time, dollars, and hope. This article walks the reader through a process that can help ensure better outcomes for your investment in consulting. When Do You Need a Consultant? Nonprofits use consultants for various objectives. Consultants may help design and facilitate a capital campaign or strategic planning process. They may help during an executive transition by preparing a board to make decisions, by implementing a search, or by acting as an interim. Consultants can also help develop a P H OTO © S I M O N T H O R P E / C O R B I S business plan, think through technology needs, or evaluate a program. Or they can help identify and break up an internal logjam that has impeded an organizations progress. Some consultants can work through a more comprehensive approach to organizational development, serving in a role similar to that of a general contractor, helping you select others for more discrete pieces of work while taking on the job of guiding your organization through a transformation process to improve nonprofit operations. Each of these jobs requires a slightly different mix of skills and abilities, and there are a variety of orientations that consultants bring to their work. Its best to be clear about these orientations and skill bases so you can choose the best possible match for the work and the organization. Each of these jobs requires a slightly different mix of skills and abilities, and there are a variety of orientations that consultants bring to their work. T H E N O N P R O F I T Q U A R T E R LY: C O N S U LT I N G S U P P L E M E N T 45 Wh e n h i r i n g a c o n s u l t a n t, buyer beware i s a n i m p o r t a nt p r i n c i       ");
array_files[55]=new Array(0,4,"./pdfs/Personal%20Mastery.pdf","2007-12-17","206K","Personal Mastery.pdf    ","","","Personal Mastery: The First Discipline of Learning Organizations By Marty Jacobs Published in the October 2007 Issue of Vermont Business Magazine In my last article I wrote about learning organizations and the five disciplines that, when fully integrated, will transform an organization into a learning organization. This article is devoted to the first of those five disciplines, personal mastery. Personal mastery is the foundation on which organizational learning is built. What is personal mastery? Personal mastery, as defined by Peter Senge, is the discipline of personal growth and learning. (The Fifth Discipline, p. 141.) It is more than just competence and skills or spiritual growth. It is about creating a desired future and moving toward it. People with high levels of personal mastery are skilled at creating a personal vision and accurately assessing their current reality with respect to that vision. The gap between current reality and personal vision propels them forward. This gap is often referred to as creative tension. Personal mastery is about generating and sustaining creative tension and living comfortably with that tension. So how does one recognize individuals with a high level of personal mastery? Below is a list of characteristics of those skilled in personal mastery: · · · · · · · They have a special sense of purpose ­ a calling. They accurately assess their current reality; in particular, they quickly recognize inaccurate assumptions. They are skilled at using creative tension to inspire their forward progress. They see change as opportunity. They are deeply inquisitive. They place a high priority on personal connections without giving up their individuality. They are systemic thinkers, that is, they see themselves as one part in a larger system. People with high levels of personal mastery are continually expanding their capacity to create their desired future. In doing so, they create the potential for considerable organizational capacity building, a potential that can only be realized through       ");
array_files[56]=new Array(0,4,"./pdfs/Learning%20Organizations.pdf","2007-12-17","200K","Learning Organizations.pdf    ","","","Learning Organizations: Fad or Future? By Marty Jacobs Published in the September 2007 Issue of Vermont Business Magazine When Peter Senges book, The Fifth Discipline was first published in 1990, the term learning organization joined the business lexicon. Senge was able to distill years of research and practice in the field of organization development into a clear and concise theory for creating profound organizational change. So, are learning organizations the wave of the future or will the theory fall by the wayside like so many other business and management fads (management by objectives, reengineering, etc.)? The answer to that question is a resounding, It depends. It depends on an organizations willingness to commit the time and energy to changing its behavior. Before delving into the area of changing organizational behavior, however, lets first define a learning organization. Learning organizations are those that are able to integrate the following five disciplines: · · Personal mastery: Personal mastery is the ability to continually clarify and deepen personal vision, focus energies, develop patience, and see reality objectively. Mental models: Mental models are deeply ingrained assumptions or generalizations that influence how we understand the world and how we take action. Working with mental models involves surfacing and examining organizational assumptions, in order to understand organizational systems better and to develop more effective solutions. Building shared vision: This discipline entails building and holding a shared picture of the future and developing the capacity to meet that vision. Team learning: Team learning involves engaging in dialogue and the process of thinking and learning together. Systems thinking: Systems thinking, what Senge refers to as the fifth discipline, is the cornerstone of organizational learning that ties the other four disciplines together. In a nutshell, systems thinking is the study of system structure and behavior. It focuses on the interrelationships of organiza      ");
array_files[57]=new Array(0,4,"./pdfs/Eight%20Simple%20Rules.pdf","2007-12-13","125K"," Microsoft Word - 46DD7BA5-2005-088185.doc    ","","","EIGHT SIMPLE RULES To Resolving Conflict and Improving Relationships By Greg Giesen Managing conflict with coworkers doesnt have to be difficult. Below are eight simple rules that should both help you deal with conflict and improve your relationships at work. Rule 1: See conflict as an opportunity Your perception of conflict has a direct impact on how it plays out in your life. If you embrace conflict and see it as an opportunity to better a situation or a relationship, then youll take on the challenge of seeing the confrontation through, regardless of how difficult it may be, because you know that the ultimate benefit of working through an issue will be worth it in the long run for both you and your working relationship with the other party. If, on the other hand, you distain conflict and would rather lie on a bed of sharp nails than address a problem with a coworker, youll be more inclined to avoid it, mismanage it, or even deny its existence. In either case, your negative perception of conflict will prevent you from dealing with it effectively. Furthermore, avoiding conflict only makes it more likely that the issue will continue to be a source of contention with no end in sight. Keys: · Begin by breaking away from the following myths around conflict: a) Conflict is negative. b) Conflict is about winning and losing. c) Conflict, if left alone, will resolve itself. d) Conflict only impacts the parties in conflict. e) Your past determines how you handle conflict today. · The truth is, only you can determine what conflict means to you. However, if you truly want to be better at resolving conflict, then its important to view conflict from a new perspective: From To Negative Positive Disruption Opportunity Incompatibility Diversity Error/Mistake Improvement Right/Wrong Differences About the person About the issue · By approaching conflict as an opportunity, any reluctance you have will begin to dissipate with practice as your confidence grows. Property of Greg Giesen & Associates, Inc. www.GregGiesenAssociates.com      ");
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array_files[60]=new Array(0,4,"./pdfs/EverydayLeaders_33F650.pdf","2007-09-12","1111K"," TCC NL V2.qxd    ","","","t c c group s t rategies to achieve social impact Winter 2005 perspectives a newsletter for the clients and friends of TCC Group Everyday Leaders: Building the Adaptive Capacity of Nonprofit Organizations Anne Sherman What does a nonprofit need to succeed in todays increasingly competitive and rapidly changing environment, evermore demanding of accountabilit y? Look behind the curtains of an effective nonprofit, and chances are youll find a leader who has created an environment in which continuous learning about how the organization is responding to the needs of the community is a priorit y. Take Josh Elkin, for example. Rabbi Elkin is the founding executive direct or of the Par tnership for Excellence in Jewish Under the leadership Educat ion (PEJE), a of Rabbi Elkin and the nat ional funding partnerboard of directors, ship and management PEJE decided to take a assist ance provider dedistep back and assess cated to strengthening where the organization PEJE Executive Director Rabbi Josh Elkin Jewish day school eduhad been over the past cat ion in North America, five years, figure out with an operating budget what it wanted to do of approximately 4.6 million and a grantmaking over the next five, and determine how it would get budget of 1.5 million. In its first five years, PEJE there. The organization engaged in a comprehenexperienced tremendous success and rapid sive strategic planning process that looked closely growth. The organization was successful in bringat what the organization had learned about the ing in new funders to the partnership. PEJEs staff needs of day schools, clarified its own unique were widely regarded in the field for their dedicastrengths and capacities, and carefully assessed t ion, intelligence, and responsiveness to their conother trends within the day school movement. The st ituent s. Increasingly, the day school community end result was a strategic plan focused around a looked to PEJE as a leader and innovator. The clear mission and vision and a set of coherent, organization was busy      ");
array_files[61]=new Array(0,4,"./pdfs/EvaluatingCapacity_4B1329.pdf","2007-09-12","285K","     ","     ","     ","Growing numbers of grantmakers believe that investing in organizational capacitybuilding helps leverage the impact of their philanthropic resources Evaluating Capacity-Building Efforts for Nonprofit Organizations By Paul Connolly and Peter York S S OC I E T Y R E L IES mo re on nonprofit organizations to provide critical services, advocate for public policy, and stimulate innovation, leaders in the nonprofit sector share common concerns: how to make better use of limited resources in the face of growing need; how to increase the accountability of nonprofits to donors and regulators; and how to stay the course and reach established goals in a volatile world. Increasingly, nonprofits and funders alike are turning to the same strategy to address these concerns ­ enhancing organizational effectiveness. Growing numbers of grantmakers believe that investing in organizational capacity building helps leverage the impact of their philanthropic resources (Porter and Kramer, 1999).1 Over the past several years, funders who support nonprofits, consultants and trainers who work with them, and nonprofit groups themselves have become more interested in strengthening the management and governance of nonprofit organizations through organization development activities, such as leadership development, strategic planning, program design and evaluation, and board development (De Vita, Fleming, and Twombly, 2001). More and more, they are realizing that stronger nonprofit organizations can lead to greater program impact. What makes a nonprofit organization effective? According to Grantmakers for Effective Organizations, it is the ability of an organization to fulfill its mission through a blend of sound management, strong governance, and a persistent rededication to A achieving results (Grantmakers for Effective Organizations, 2000, p. 2). Like all organizations, nonprofit organizations are dynamic systems. Nonprofit organizational capacity is multifaceted and continually evolving. As Exhibit 1 shows, mission, Exhibit 1: Components o      ");
array_files[62]=new Array(0,4,"./pdfs/catalyzinglearning.pdf","2007-09-10","128K","catalyzinglearning.pdf    ","","","");
array_files[63]=new Array(0,4,"./pdfs/strategicquestion.pdf","2007-09-10","175K"," The Systems Thinker V13N9    ","","","");
array_files[64]=new Array(0,4,"./pdfs/2007CommunityAdvis4B3D7F.pdf","2007-08-11","305K","2007CommunityAdvis4B3D7F.pdf    ","","","W I N T E R 2 0 07 GIHNSIDE stories I Making the Most Out of Community Advisory Committees Lessons from conversion foundation CACs can inform other foundations efforts to elicit community input. Kind of a struggle. That is how Brenda Battle describes the process of deciding the best way to bring community voices to bear on the work of the Missouri Foundation for Health (MFH). Its a fluid process, says Battle, a member of that foundations community advisory committee (CAC). Youre always trying to make sure that youre tapping into every avenue to do that. Drawing meaningful input from the populations they serve and using it to help guide funding strategies and programs is a goal of many foundations working at the state and local levels. Health funders increasingly rely on public forums and local leaders to learn about community need and to help shape programs. The rewards for both sides of incorporating constituent views into foundation operations and goals can be enormous: increased transparency and accessibility, better targeted programs. But as Battle attests, even for a CAC member, finding the optimal method of linking to the community can be challenging. From the foundation perspective, 2 INsIdE sTORIEs having the right community members serve on such panels, keeping them engaged, and ensuring that they are able to pave useful inroads into the relevant communities are not always easy. The experiences of a specific kind of CAC--those, like the MFHs, born from health care conversion transactions--provide a useful prism through which to explore some of the challenges that many funders encounter in creating ways to learn from the communities they serve. converting to for-profit entities through complicated legal processes. Most state laws require that assets transferred in this way be used for the same charitable purposes of the former nonprofit, and some state regulators created foundations to channel the assets. To help state consumer coalitions protect these public assets and institutionalize a community chec      ");
array_files[65]=new Array(0,4,"./pdfs/SustainStruct3B9332.pdf","2007-08-11","74K"," The Systems Thinker V11N10    ","","","");
array_files[66]=new Array(0,4,"./pdfs/MicroManage45D2B6.pdf","2007-08-11","648K"," Why Boards Micro-Manage and How to Get Them to Stop    ","     "," Why Boards Micro-Manage and How to Get Them to Stop    ","Why Boards Micro-Manage and How to Get Them to Stop http://www.help4nonprofits.com/NP_Bd_MicroManage_Art.htm BOARDS CLICK for PDF Version GET A FREE PDF READER - HERE Why Boards Micro-Manage and How to Get Them to Stop by Hildy Gottlieb Copyright ReSolve, Inc. 2001© Email this Article to a Friend - CLICK For additional board resources CLICK If we we r e to a sk No n Pr o fit le a d e r s fo r th e ir to p th r e e co mp la in ts a b o u t b o a r d s, micr o ma n a g e me n t wo u ld a b so lu te ly ma ke th a t list. ( An o th e r b ig g ie wo u ld b e W e ca n t g e t th e m to fu n d r a ise , b u t th a t s fo r a n o th e r a r ticle ! ) Bo th b o a r d me mb e r s a n d CE Os ta lk a b o u t b o a r d micr o ma n a g e me n t a s if it we r e th e we a th e r - th e y co mp la in a b o u t it, b u t th e y d o n t fig u r e th e r e s mu ch th e y ca n d o a b o u t it. Un like th e we a th e r , th e r e is so me th in g yo u ca n d o to sto p a b o a r d fr o m micr o ma n a g in g . T h e fir st ste p is to lo o k a t wh y b o a r d s micr o ma n a g e in th e fir st p la ce . O n ly th e n ca n we d e te r min e h o w to g e t th e m to sto p . Subscribe to Our FREE eNewsletter First Name Organization Last Name e-MAIL W h y B o ar d s Mic r o m an ag e: W e h a ve ob se r ve d a n u mb e r o f r e a so n s wh y b o a r d s micr o ma n a g e . T h e se a r e liste d in n o p a r ticu la r o r d e r , a n d th e y a r e NO T mu tu a lly e xclu sive - a s a ma tte r o f fa ct, th e y a r e o fte n in t e r r e la t e d . Message 1) The board has no clear sense of its role in the organization / Board M e m b e r s think this is what they should be doing. Bo a r d me mb e r s a r e g e n e r a lly ch o se n b e ca u se th e y a r e mo ve r s a n d sh a ke r s - th e y kn o w h o w to g e t th in g s d o n e . An d so , wh e n a b o a r d h a s n o cle a r jo b d e scr ip tio n , b o a r d me mb e r s will r o ll u p th e ir sle e ve s a n d d e fa u lt to d o in g wh a t th e y d o b e st g e ttin g th in       ");
array_files[67]=new Array(0,4,"./pdfs/2006Fivequests.pdf","2007-08-11","104K"," Five questions every board member should ask    ","","","Five questions every board should ask by Sam Pettway While selecting the 2006 BoardWalk Governance Fellows to attend Harvard Business Schools course on Governing for Nonprofit Excellence, my colleagues and I were reflecting on the wealth of information this years nine recipients are about to receive. Joined by trustees from some 60 or 70 nonprofits from around the world, they will be led in stimulating and provocative discussions by some of Harvards leading faculty from several of its world-class graduate schools. Anyone interested in better board governance has lots of sources available at far less than what Harvard charges. Bookstores are full of weighty tomes on the topic, some of the best of which we cite in the Resources section of our own website. A quick check via Google for best practices in nonprofit board governance yields nearly 4.5 million hits, give or take a few hundred thousand. Its all a bit overwhelming. Nevertheless, our day-to-day experience with nonprofit boards has taught us that the key questions every board member should ask are really quite simple. Here are five questions we believe every trustee of a nonprofit or foundation should ask, early and often, as well as our thoughts on how you can utilize the answers to maximum advantage: 1. Why are we here? 2. How do we define success? 3. How can the board--this board--be of most value to the organization? 4. What behavior are we settling for? 5. What five things should we track as a board? Five questions every board should ask October 2006 Page 2 of 5 1. Why are we here? At the most fundamental level, whats the point? Why bother? These questions need to be asked on at least three levels, that of the organization, that of the board and that of the individual director. Keep the considerations basic: What would be the impact on our community if it (the organization) ceased to operate, if we (the board) were inattentive, or if I (the individual director) resigned? What would be the impact if it/we/I were two or three times as effective as now? 2      ");
array_files[68]=new Array(0,4,"./pdfs/RethinkingLead3B92D3.pdf","2007-08-11","243K"," The Systems Thinker V7 N1 Feature    ","","","");
array_files[69]=new Array(0,2,"./readme.txt","2007-08-11","1K","readme.txt    ","","","Search engine files: search.html - search query page, you can edit this file to customize the search box, or you can copy search box scripts to other html file; searchresult.html - search result page, you can edit this file to customize the search result page; searchfunc.js - search function scripts, do not modify it; searchdb.js - search engine database file, do not modify it; searchindex.js - search engine keyword database file, do not modify it. To add site search to your online web site, do the following: 1. Upload search engine files to the web server, using any FTP client (e.g., CuteFTP). 2. run search.html to access the search query page. You can also copy the form in this file to other web page to access the search box. To make an offline search engine, do the following: 1. Copy search engine files to the appropriate directory. 2. run search.html to access the search query page. You can also copy the form in this file to other web page to access the search box.     ");
array_files[70]=new Array(0,2,"./Composer/readme.txt","2007-08-11","1K","readme.txt    ","","","Search engine files: search.html - search query page, you can edit this file to customize the search box, or you can copy search box scripts to other html file; searchresult.html - search result page, you can edit this file to customize the search result page; searchfunc.js - search function scripts, do not modify it; searchdb.js - search engine database file, do not modify it; searchindex.js - search engine keyword database file, do not modify it. To add site search to your online web site, do the following: 1. Upload search engine files to the web server, using any FTP client (e.g., CuteFTP). 2. run search.html to access the search query page. You can also copy the form in this file to other web page to access the search box. To make an offline search engine, do the following: 1. Copy search engine files to the appropriate directory. 2. run search.html to access the search query page. You can also copy the form in this file to other web page to access the search box.     ");
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