Collective Impact and Phases 2 and 3 of RCCI Recent Collective Impact research shows that beyond the conditions needed, three additional focal points are critical (Senge, Hamilton, Kania, Recognize that spontaneous connections between groups emerge slowly, or not at all Holley, 2002). Network weavers are needed. These individuals intentionally and informally create new interactions between groups and sectors, building the connective tissue for collaborative work. Understand the process and set initial conditions—the time, and relationships—that go into creating Collective Impact. Look for collective intelligence to emerge through a disciplined stakeholder and community engagement process. The nature of this intelligence is unpredictable, but crucial both community ownership of the vision and insight into the systemic barriers that need attention. additional learnings from Collective Impact initiatives over the past few years inform our work in Rapid City. We are intentionally supporting the efforts of the natural network weavers in the city, while developing new weavers who can be mentored by the existing ones. We are informing the community about this important work. We continue to create and build the relationships and trust that will be needed in the coming years as RCCI moves into Phase 3 and beyond. Currently we are in Phase 2, which includes attention to creating and developing systems maps and models for the city. Systems and ystems apping in Rapid City Jay Forrester, the founder of the system dynamics approach to systems thinking we are using, speaks of the behavior” that complex non-linear systems “counterintuitive exhibit. He illustrates this by citing the large number of government interventions that go awry through aiming at short-term improvement in measurable problem
Collective Impact and Phases 2 and 3 of RCCI Recent Collective Impact research shows that beyond the conditions needed, three additional focal points are critical (Senge, Hamilton, Kania, Recognize that spontaneous connections between groups emerge slowly, or not at all Holley, 2002). Network weavers are needed. These individuals intentionally and informally create new interactions between groups and sectors, building the connective tissue for collaborative work. Understand the process and set initial conditions—the time, and relationships—that go into creating Collective Impact. Look for collective intelligence to emerge through a disciplined stakeholder and community engagement process. The nature of this intelligence is unpredictable, but crucial both community ownership of the vision and insight into the systemic barriers that need attention. additional learnings from Collective Impact initiatives over the past few years inform our work in Rapid City. We are intentionally supporting the efforts of the natural network weavers in the city, while developing new weavers who can be mentored by the existing ones. We are informing the community about this important work. We continue to create and build the relationships and trust that will be needed in the coming years as RCCI moves into Phase 3 and beyond. Currently we are in Phase 2, which includes attention to creating and developing systems maps and models for the city. Systems and ystems apping in Rapid City Jay Forrester, the founder of the system dynamics approach to systems thinking we are using, speaks of the “counterintuitive behavior” that complex non-linear systems exhibit. He illustrates this by citing the large number of government interventions that go awry through aiming at short-term improvement in measurable problem
Interdisciplinary%20Studies%2C%20June%202016.docx