Categories: Organizational Transformation
Date: Nov 8, 2007
We began by creating a giant wall-map of the journey—what it would take to transform the organization. The map, tattered though it became, was a touchstone for the organization. It depicted a tangible picture of the work that needed to happen and goals along the way. It held out hope for the organization that their vision was realizable. Parallel paths included: chartering and developing community impact groups that would make decisions about distribution of funds in the future, developing measures to ensure that we were on track, and engaging the board to understand and support this new level of community involvement. A Communications Team worked with many stakeholder groups to ensure that they understood the need for the change, help them work through their resistance to it, and ultimately see their potential role in the new organization.