Post by mstjuste on Sept 22, 2021 20:05:11 GMT
A. Considering your "capstone" project--please be prepared to discuss the following questions in class on Sept 24:
Begin your planning and be prepared to discuss your topic.
Why did you choose this topic?
I chose this topic because I’m vested in what happens on all sides of the spectrum: FEDCAP, the culture of possible and the mission is an amazing one. It’s what inspired me and has kept me going for several years in my work here. Management. Management is the component that keeps the mission alive and makes possibility a reality for all employed at FEDCAP. Staff/Line Staff/Client Workers are the lifeblood of the organization. What they experience translates into “experience” - “workflow” - “culture” and promotes connection or disconnection. Recipients of our services, the ones we are committed to. Having quality staff and structure leads to efficiency and productivity on a level that causes others to feel acknowledged, appreciated and valued. Human Resources is a major piece that encompasses more than recruitment, retention and structure. It’s the framework that helps provide the tools necessary to get the work done.
What do you hope to accomplish?
I hope to 1) gain a better understanding of what I may not know, 2) connect with others beyond my scope or circle, and 3) potentially open a conversation that leads to more conversations that eventually lead to a system or process that enhances and supports our mission.
B. What additional questions might you consider as you build your project?
Many of the questions I would ask were addressed, especially the buy-in and the investment. I think the other piece is how do I address the question of Why This and Why Now? That may come up for those I’m seeking buy-in from. I would really have to provide a visual and breakdown of how this benefits everyone and our program(s) as a whole.
C. This article on innovation offers a variety of history and approaches to innovation. Choose one or two of the approaches and do a bit more research to determine what might be most applicable to your project.
I am more inclined to take The Active Approach. I feel that in our field we can defend existing realities/needs which include our 5 BOLD GOALS. For me it’s not so much reinventing the view of what we do as much as finding a way to make a greater impact more efficiently while also making it more lucrative for all parties involved, especially those being serviced and those providing the service. In the area of Human Resources there are proven strategies that have worked in corporate. I’m curious to learn more of how it differs in the non-profit realm and what strides can be made. Innovation has to always be tied into finding new ways to fulfill our mission and Bold Goals. I’m looking forward to learning more as I take this on. As mentioned by Marie in a previous post, this is ambitious and I may be humbled along the way, but I intentionally plan to learn a great deal that will help me to make an impactful difference in this area with my “can-do” attitude and willingness to stretch with anyone who’s willing to do the same.
The more that I research this, the more I realize I don’t know as much I as I think I ought to know. In fact, I also realize that I will need more help than I anticipated. I have always been a 1-man show. Give me the task or mission and I’ll knock it out. This isn’t that simple. This requires partnership. It requires asking for help which I don’t easily do. It requires connection which I long for and desire and know others want as well. It’s bigger than me. Again, I’m a bit wordy here. But in short, I think Incremental is for the daily operations and line staff. Disruptive is for C-Level who has the time to see the vision, the numbers and make assessments. Active is combines the two to move in a direction that is known but unknown. We know it’s toward the mission. We know there may be failure. But we also know that what we learn and the difference we can make will be worth it (I hope… We’ll see after I use the tools provided to answer all the questions: investment, buy-in, etc.)
Begin your planning and be prepared to discuss your topic.
Why did you choose this topic?
I chose this topic because I’m vested in what happens on all sides of the spectrum: FEDCAP, the culture of possible and the mission is an amazing one. It’s what inspired me and has kept me going for several years in my work here. Management. Management is the component that keeps the mission alive and makes possibility a reality for all employed at FEDCAP. Staff/Line Staff/Client Workers are the lifeblood of the organization. What they experience translates into “experience” - “workflow” - “culture” and promotes connection or disconnection. Recipients of our services, the ones we are committed to. Having quality staff and structure leads to efficiency and productivity on a level that causes others to feel acknowledged, appreciated and valued. Human Resources is a major piece that encompasses more than recruitment, retention and structure. It’s the framework that helps provide the tools necessary to get the work done.
What do you hope to accomplish?
I hope to 1) gain a better understanding of what I may not know, 2) connect with others beyond my scope or circle, and 3) potentially open a conversation that leads to more conversations that eventually lead to a system or process that enhances and supports our mission.
B. What additional questions might you consider as you build your project?
Many of the questions I would ask were addressed, especially the buy-in and the investment. I think the other piece is how do I address the question of Why This and Why Now? That may come up for those I’m seeking buy-in from. I would really have to provide a visual and breakdown of how this benefits everyone and our program(s) as a whole.
C. This article on innovation offers a variety of history and approaches to innovation. Choose one or two of the approaches and do a bit more research to determine what might be most applicable to your project.
I am more inclined to take The Active Approach. I feel that in our field we can defend existing realities/needs which include our 5 BOLD GOALS. For me it’s not so much reinventing the view of what we do as much as finding a way to make a greater impact more efficiently while also making it more lucrative for all parties involved, especially those being serviced and those providing the service. In the area of Human Resources there are proven strategies that have worked in corporate. I’m curious to learn more of how it differs in the non-profit realm and what strides can be made. Innovation has to always be tied into finding new ways to fulfill our mission and Bold Goals. I’m looking forward to learning more as I take this on. As mentioned by Marie in a previous post, this is ambitious and I may be humbled along the way, but I intentionally plan to learn a great deal that will help me to make an impactful difference in this area with my “can-do” attitude and willingness to stretch with anyone who’s willing to do the same.
The more that I research this, the more I realize I don’t know as much I as I think I ought to know. In fact, I also realize that I will need more help than I anticipated. I have always been a 1-man show. Give me the task or mission and I’ll knock it out. This isn’t that simple. This requires partnership. It requires asking for help which I don’t easily do. It requires connection which I long for and desire and know others want as well. It’s bigger than me. Again, I’m a bit wordy here. But in short, I think Incremental is for the daily operations and line staff. Disruptive is for C-Level who has the time to see the vision, the numbers and make assessments. Active is combines the two to move in a direction that is known but unknown. We know it’s toward the mission. We know there may be failure. But we also know that what we learn and the difference we can make will be worth it (I hope… We’ll see after I use the tools provided to answer all the questions: investment, buy-in, etc.)