Reconnecting to the Heart of Kiwanis Rocky Mountain

Reconnecting to the Heart of Kiwanis Rocky Mountain

Reconnecting to the Heart of Kiwanis Rocky Mountain District Kiwanis Midwinter Conference Feb 28, 2015 Overview This is about connecting with the Heart of Kiwanis vision the future of this District. If we are successful, you will be inspired to contribute to this vision And that inspiration will translate to action. Your club will take different actions than before, which are aligned with the vision

Outline Reconnecting (or newly connecting) to the vision How did we get here Philosophy of the Heart of Kiwanis vision Vision to Action Identifying and selecting actions to make the vision a reality Member discussion Making Positive Change Happen Commitments How did we get here? Bob, Jack, Theresa and Paul

April 2012 From How do we fix whats wrong with Kiwanis? - to How can we build off whats right? Group of 12 leaders: June 2012 Appreciative Inquiry test drive August 2012 in Alamosa

Dewitt Jones & Appreciative Inquiry Four sessions of storytelling, Harvesting the stories September 2012 Five themes of Kiwanising October 2012 June 2012: Our Original Objectives Reconnect members to the Heart of

Kiwanis, as a method of renewal/recommitment of existing members, and enrollment/engagement of future members. Involve district membership in co-creating an engaging and memorable vision of their desired future, and generate actions which makes a difference Philosophy of the Heart of Kiwanis Member driven from the bottom up Celebrate whats right about Kiwanis Leadership provides resources Celebrate Whats Right with the World

When you believe it, youll see it Recognize abundance Look for possibilities Unleash your energy to fix whats wrong Ride the changes Take yourself to your edge Be your best for the world Appreciative Inquiry

No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew. Albert Einstein vs . Problem Solving Identify Problem Conduct root cause analysis Brainstorm solutions

Analyze pros and cons of each solution Develop action plans Appreciative Inquiry Appreciate What works (What energizes?) Imagine What might be. Determine What should be. Create What will be. Appreciative Inquiry is deliberately, and deliciously, slow.

Traditional problem solving: Urgency Pressure to solve the problem Driven by anxiety Rush to get the answer The head is in charge Appreciative Inquiry Delight in the process Driven by curiosity

Allow yourself to be moved, inspired The heart leads Assumptions behind this approach Organizations do not need to be fixed: There is always more right than wrong, more strengths than problems Healthy systems have a positively imbalanced dialogue 5:1 = the golden ratio of happy marriages Every organization has a positive core, which can be named, and magnified

We look for what enlivens, inspires and engages members Appreciative Inquiry is based on storytelling The stories we tell help us Remember what works Identify best practices and learn from each other Reminds us of strengths, resources, passion and commitment These stories provide a model for the future How good things could be Opportunities for improvement while valuing the present Points energy in a positive direction The process itself is energizing and re-inspiring. 15

Kiwanis Affirmative Questions 1. Tell me a story of a moment where you saw a fellow member of the Kiwanis club demonstrate a personal commitment to the mission and values of the organization. 2. Consider the moment you chose to renew your membership in Kiwanis. What, specifically, prompted you to re-commit your time, energy and money? 3. If you were not involved in Kiwanis, what would be missing in your life? Be specific about what your membership in Kiwanis brings you, which matters to you. 4. Think back to when you enrolled a friend, neighbor or business contact by giving them a glimpse of what it means to be a Kiwanian. Tell me the story.

Visioning Question Imagine that it is 2022, ten years in the future. You remain involved in a successful, thriving, effective club. What is happening? What kind of people are joining your club? What is different about your club, compared to the club of today? What do members say and do in your thriving club? What kind of impact does your club have in your community? In the region? What makes this possible? August in Alamosa Four sessions of

Heart of Kiwanis story telling Over 80 participants Members shared stories with those from other areas of the district Boundaries of age, experience and location disappeared Themes started to Initial Themes

October 28. 2012 Vision Themes Building off the Heart of Kiwanis stories told at convention Kiwanis is A A A A worldwide club community organization

service organization way of giving back But more than all this If you look in the K section of the Dictionary Youll find that Kiwanis is a verb Verb = An action, something you do By the end of this session, well understand exactly what kiwanising really means, and

have some plans to Kiwanis together as a district over the next five or ten years. I Kiwanis* Yo u Kiwanis * We

Kiwanis * They Fun Relationships Heart of Kiwani s Inclusio

n Service Action Fun Fun Relatio Relatio n-ships n-ships Heart of Kiwanis

Inclusio Inclusio n n Servic Servic e

e Action Actio Actio n n Unstoppable Joining in Everyone plays Willing to get uncomfortable Just do it Commitment One individual showing up and making it

happen without expectation of reward Get your hands dirty Fun Fun Relatio Relatio n-ships n-ships Heart of Kiwanis Inclusio Inclusio n

n Servic Servic e e Service

Actio Actio n n Service leadership Reaching out Receiving by giving Doing what others wont do Making a positive contribution in the community Making a difference one child at a time Fun Fun Relatio Relatio

n-ships n-ships Heart of Kiwanis Inclusio Inclusio n n

Servic Servic e e Fun Actio Actio n n We play

Like a day in the park Work that doesnt feel like work Laughter Being childlike Friendly competition Inner child has permission to play Fun Fun Relatio Relatio n-ships n-ships Heart of Kiwanis

Inclusio Inclusio n n Servic Servic e e

Actio Actio n n Inclusio n Everyone is valued No fences, reaching across boundaries Us mentality: there is no they The kids lead All ideas are valued regardless of source Fun

Fun Relatio Relatio n-ships n-ships Heart of Kiwanis Inclusio Inclusio n n

Servic Servic e e Actio Actio n

n Relationshi ps Friendship Common interests Neighborly Community Fellowship Quality people Growing through relationships Championing each other The club is behind you as you learn to lead Fu

Fu n n Rela Rela tion tion-ship ship s s Heart Servi Servi ce ce

of Kiwan is Inclu Actio Inclu sion sion Actio n n Five Ways to Kiwanis Youve now heard five working definitions of the

themes which make up the heart of Kiwanis. At your table groups, talk about how each of the five themes has been a part of the success of your club. Its your job to come away from this time fully understanding what each theme means, why its so essential to Kiwanis, what it looks like in practice. Heart of Kiwanis Vision Statement Heart of Kiwanis inspires Kiwanians to celebrate what is right about Kiwanis. It is designed to encourage Kiwanians to move forward with a vision toward the future. Through our projects built around the themes of fun, service, action, inclusion and relationships, we

will engage in our communities and the world, increasing the awareness of Kiwanis and its dedication to service. OCTOBER: From Vision to Action 1. A compelling vision which defines what Kiwanis Rocky Mountain district is here to do, and how the future will be different because of our efforts Captured in an illustration 2. Positive actions which move towards that

vision Proposed, defined and implemented by the Kiwanis community members What Happens to Most Vision Statements It Doesnt Have to Be That Way! Great vision work is: Simple requires little to no further explanation Visual they form a picture in the mind Touching we respond emotionally

Memorable we can recall and repeat Communal - created by the community which will make the vision real Get your brains warmed up Planning Action It is not enough to stare up the steps. You must step up the stairs. - anon

Group Action Planning Process You can pick any idea already proposed, or one of your own Any action plan you work on should be something you are ready to take responsibility for implementing in your club Not, I wish they would but I will Work with others from your local area Your job as a group member is to help make the action plan as clear as possible, so that someone else could follow it.

What will you do, exactly? Time to commit to an action for your club or district! Who will do what, when? List the next steps to make your idea happen, as specifically as possible. Ask: Why would my fellow club members say yes to this? What could you do to make it easier for them to say yes? Why might they say no to this? Think of some ways to overcome those reservations. Panel Discussion

What you want and need to know about bringing the Heart of Kiwanis vision and action plans back to your club Question Themes Tools? Resources? Leadership roles? Timing? Identifying and sharing what works? Making Positive Change Happen in Kiwanis Clubs It is not necessary to

change. Survival is not mandatory. - W. Edwards Deming Reactions to Change What reaction do you anticipate from your club when you present your action plans? Common reactions: Cynicism: We tried that before and it didnt work Stubbornness: Weve always done it this way Denial: Is this really necessary? Distrust of motive: Who gave you the right? Whats your real agenda? Are you going to raise my dues? Passive resistance: If I ignore this, maybe it will go

away. Anxiety: What if this change makes things worse? Understanding Change Styles Understanding the different ways individuals respond to change can help you manage yourself and others through the challenges of change. It gives you a language to understand how people respond There is no style which is better than any other. These do not describe skills, but preferences CHANGE STYLE PREFERENCE

CONSERVERS PRAGMATIST S Accept the structure Explore the structure ORIGINATOR S Challenge the structure Prefer change that is Prefer change Prefer change

that is incremental that is expansive functional When facing change, CONSERVERS Generally appear deliberate, disciplined, and organized Prefer change that maintains current structure May operate from conventional assumptions Enjoy predictability May appear cautious and inflexible May focus on details and the routine Honor tradition and established practice When facing change, ORIGINATORS

May appear unorganized, undisciplined, unconventional and spontaneous Prefer change that challenges current structure Will likely challenge accepted assumptions Enjoy risk and uncertainty May be impractical and miss important details May appear as visionary and systemic in their thinking Can treat accepted policies and procedures with little regard How the styles Collaborate CONSERVERS

Prefer to keep inquiry Focus on PRAGMATISTS ORIGINATORS Prefer balanced Prefer to challenge current structure

accepted structure operating smoothly Focus on shared relationships Encourage building Focus on objectives Encourage looking on what is already possibilities at the current

working the task Encourage exploring new circumstances CREATIVITY CONSERVERS ORIGINATORS

Verification PRAGMATISTS Perspiration Inspiration Refine Concretize Conceptualize Follow

Implement Initiate through The Continuum of Styles Pragmatist Conserver 66 56

42 25% 28 13 7

0 50% 7 Originator 13 28 42

25% 56 66 Style Summary Conservers Strengths Conservers help groups: Get things done on schedule Work well within organizational structure Attend to detail and factual information Demonstrate strong follow-through skills

Encourage and adhere to routine Respect rules, authority and tradition Handle day-to-day operation efficiently Style Summary Conservers can also be Rigid in thought and action May discourage innovation by promoting existing rules, policies and regulations

May not see beyond the present details to understand the broader, strategic context May delay completion of tasks because of perfectionism May delay action by reflecting too long on a situation May appear unyielding and set in their ways May overly focus on small details and inconsistencies Style Summary Pragmatists Strengths Pragmatists help groups by Willing to address the needs of the organization as they

arise Get things done in spite of the rules, not because of them Negotiate and encourage cooperation and compromise to get problems solved Take a realistic and practical approach Draw people together around a common purpose Organize ideas into action plans Have short- and long-range perspectives Promote practical organizational structure Style Summary Pragmatists can also be May appear indecisive and undirected May not promote ideas and priorities enough

May try to please too many people at the same time May appear noncommittal May be easily influenced May negotiate compromise that is too middle of the road Style Summary Originators Strengths Bring strong conceptual and design skills Push the organization to understand the system as a

whole Support and encourage risk-taking behavior Provide future-oriented insights and vision for the organization Serve as catalysts for change Initiate new ideas, projects, and activities Style Summary Originators can also be May not adjust their vision to the facts, logic, and practical constraints of the situation May become lost in theory, ignoring or forgetting current realities May over extend themselves May not adapt well to policies and procedures

May appear unyielding and discourage others from challenging them May ignore the impact of their ideas on the system and other people May move on to new ideas or projects without completing those already started May overlook relevant details All three types can benefit by: Consult with a person you believe to have a change style different from yours before proceeding. Make efforts to understand the perspectives of those with styles other than your own. Imagine putting on a hat of another style Step back and be aware of your initial reaction in a

situation, especially when you are aware of having an emotional response. Change Tips for Conservers Consider at least three alternatives before making a decision. Remember to pay attention to the big picture and the future in addition to present realities. Find an originator you respect and ask his or her perspective. Specify a time frame in which the decision will be made or the action taken. Write a description of a desired future outcome: imagine it in positive terms. Change Tips for Pragmatists When dealing with strong conservers or originators, ask

exploratory questions, for example, How do you feel about this? How would you like things to be? Identify a person you suspect to be a strong conserver and a person you believe to be a strong originator and solicit their opinions. Identify decision criteria and apply the criteria to each possible solution. Tips for Originators Wait a day before taking action. Find someone you suspect of being a conserver and ask for his or her perspective. Identify and try to understand at least five facts related to

the situation, problem, or decision. Explore and understand what is already working in the current situation. Learn to give up on an impractical idea. Make a list of relevant facts and details. Learn to screen activities rather than attempting all that is initially appealing. Ways to Apply This Awareness Recognize that every club has a blend of Conserver, Pragmatist and Originator types. In diverse groups, platinum rule trumps golden rule Gold = treat others as you want to be treated Platinum = treat others they way they want to

be treated Play to your types strengths and be aware of your types liabilities and blind spots. Own up to both! Dont make others wrong for having different Next Steps Time to Pass the Baton

Recently Viewed Presentations

  • Nikola Tesla and IEEE

    Nikola Tesla and IEEE

    You and IEEE IEEE TA Volunteer Training July 11, 2014 Peter W. Staecker , 2013 IEEE President & CEO * * * It's the "technology" part of the Mission * Technical areas exceed the number of Societies, whose boundaries among...
  • Insert title here - British Computer Society

    Insert title here - British Computer Society

    Arial MS PGothic Times Calibri Symbol MS Mincho Wingdings Arial Narrow Times New Roman +mj-lt Comic Sans MS Tahoma Consolas MS Gothic BCS POWER POINT TEMPLATE 1_BCS POWER POINT TEMPLATE 2_BCS POWER POINT TEMPLATE 3_BCS POWER POINT TEMPLATE 4_BCS POWER...
  • Narratology


    Narration. Narration is the telling of the story. The narrator is the person (entity) who tells the story. Storytelling levels in literature. Source: Jahn, Narratology. ... Three major types of POV (Jahn) View of narrator. Homodiegetic first-person.
  • MEZINÁRODNÍ OBCHOD - Masaryk University

    MEZINÁRODNÍ OBCHOD - Masaryk University

  • Primary National Strategy Understanding and using data  Crown

    Primary National Strategy Understanding and using data Crown

    …but the achievement gap between non-FSM and FSM children has stayed the same PowerPoint Presentation PowerPoint Presentation PowerPoint Presentation PowerPoint Presentation PowerPoint Presentation PowerPoint Presentation Children looked after by the local authority (LAC) Transitions Key Stage 1 to Key Stage...
  • Line 69h Rebuild and Conversion Project

    Line 69h Rebuild and Conversion Project

    line 69h rebuild and conversion project . ... present west texas north(wtn) area. previous tnmp rpg submittals for wtn area. rebuild line 69d(wink - pecos) to 138kv standards (operate at 69kv) in-service. ... worsham - quito draw 69v ckt.(line 69h)...
  • 投影片 1 -

    投影片 1 -

    同學有用環保電池來保護環保 專題研習第2組 導師:陳漢宋
  • Guidelines -

    Guidelines -

    ب) مطالعه کوهورت گذشته نگر یا تاریخی. تعریف: در این مطالعه کوهورت، برای سنجش مواجهه از داده های ثبت شده در گذشته استفاده شده، ضمنا برای تایید تشخیص پیامد نیز بر حسب مدت زمان سپری شده از آغاز مواجهه، از...