Monthly Archives: January 2010

February DwD Session: 2.10.10

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At January’s Design with Dialogue Mark Kuznicki and Daniel Rose shared the essential principles and spirit of Peter Block’s book, Community – The Structure of Belonging.  Community presents Block’s theory and practices of neighbourhood development and provides guidelines for organizers to facilitate more effective community gatherings.

We invited members of the DwD community to participate in the design and facilitation of a community gathering called ChangeCamp, taking place in Toronto on February 16th. A dedicated (Interim) practice and planning session is being held at the Centre for Social Innovation January 28th, 7-10, if members of the community are interested.

The Feb 1oth DwD session will be a continued preparation for the ChangeCamp event and everyone will participate to refine the core questions that will drive the process. This is a chance to experience some of the practical advice that Block offers in Community and how it can work in the “real world”.  Mark and Daniel will use our feedback to evolve the design of the ChangeCamp on the 16th.

Everyone welcome, please register on eventbrite.

January DwD Session: 1.13.10

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Please join us for our first session in 2010, on creating positive social change through civic engagement in community. Our January session is presented by community member Daniel Rose of Omakase Group and Mark Kuznicki of ChangeCamp.

What is the question that brings us together?

An important event in Toronto in 2010 will be the municipal election. It is a chance for Torontonians to have a collective conversation about the city we want, and to make the election one instrument in creating that desired future. In keeping with the spirit of the Designing with Dialogue group of encouraging positive change, Daniel and Mark will guide the group through some of the theory and techniques espoused by Peter Block, the renowned organizational consultant and change maker from Cincinnati, Ohio.

Among Peter Block’s recent books is the profound Community: The Structure of Belonging where he joins his own rich experience with techniques for conversations that we can explore for civic engagement. The session will inquire into Block’s practices through discussion and group exercise.

The presentation file for the session is now available.

We will start the evening by sharing our vision and plans for 2010, and a reflection on the lessons of 2009.  Please join us via Dwd on Eventbrite >

10 Must-Read Articles from HBR – Harvard Business Review

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If you read nothing else, read these 10 articles from HBR’s most influential authors: 1) “Meeting the Challenge of Disruptive Change,” by Clayton M. Christensen and Michael Overdorf, explains why so few established companies innovate successfully. 2) “Competing on Analytics,” by Thomas H. Davenport, explains how to use data-collection technology and analysis to discern what your customers want, how much they’re willing to pay, and what keeps them loyal. 3) “Managing Oneself,” by Peter F. Drucker, encourages us to carve our own paths by asking questions such as, “What are my strengths?” and “Where do I belong?” 4) “What Makes a Leader?” Not IQ or technical skills, says Daniel Goleman, but emotional intelligence. 5) “Putting the Balanced Scorecard to Work,” by Robert S. Kaplan and David P. Norton, includes practical steps and examples from companies that use the balanced scorecard to measure performance and set strategy. 6) “Innovation: The Classic Traps,” by Rosabeth Moss Kanter, advocates applying lessons from past failures to your innovation efforts. She explores four problems and offers remedies for each. 7) “Leading Change: Why Transformation Efforts Fail,” by John P. Kotter, argues that transformation is a process, not an event. It takes years, not weeks, and you can’t skip any steps. 8) “Marketing Myopia,” by Theodore Levitt, introduces the quintessential strategy question, “What business are you really in?” 9) “What Is Strategy?” by Michael E. Porter, argues that rivals can easily copy your operational effectiveness, but they can’t copy your strategic positioning–what distinguishes you from all the rest. 10) “The Core Competence of the Corporation,” by C.K. Prahalad and Gary Hamel, argues that a diversified company is like a tree: the trunk and major limbs its core products, branches its business units, leaves and fruit its end products. Nourishing and stabilizing everything is the root system: its core competencies.

Doors of Perception weblog: Designing an associative life

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Doors of Perception weblog: Designing an associative life.

Government workshop