with the help of future dialogues
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DESCRIPTIONDialogues in leadership. Wicked problems. Peer learning.
- 1. With the help of future dialoguesCase RovaniemiHeikki Ervast / Bologna 22.10.2014Heikki Ervast, Bologna 22.10.2014
2. Rovaniemi lies at the Arctic Circle area 8 017 km2 population 62 000 portion of working age people of the population 65,4% central area 85,7 residents/land km entire city 7,94 residents/land km decision-making: city council, city board and service boards (politicians) in administration no politicians the municipality is organizing and producing educational, health, socialand community technical services for the inhabitants although services are organized in sectors or silos, we are working andco-operating across sectors regularlyHeikki Ervast, Bologna 22.10.2014 3. About me / Heikki Ervast age 54 education/training: MEd (Master of Education, classteacher), Trained Management Specialist and ServiceDesign Specialist, Trainer for taking-up worries occupation: comprehensive school head master/principal chairman of the steering group Early Open Co-operation career:17 years as a teacher and 12 years as a manager ordirector (head master, head of the educational services/school, day care, youth services, head of school services) international co-operation on Early Open Co-operation:Italy, Netherlands now facilitating the organizational change in themunicipality administrationHeikki Ervast, Bologna 22.10.2014 4. From Rovaniemi to BolognaMy inner anticipation dialogue: what are the expectations from me? the good position at 5 p.m. on Wednesday: we havehad interesting thinking together and everyone hasenriched ones own thinking most of the participants wants to take one stepforwardHeikki Ervast, Bologna 22.10.201425.9.2014 5. Challenges:How to get from worries to good future?How to solve difficult problems?How to make changes happen?Heikki Ervast, Bologna 22.10.2014 6. 5 minutes humming:What are you worried about in your worknowadays?What are your main challenges in your work forthe next five years?Heikki Ervast, Bologna 22.10.2014 7. The starting point in Rovaniemi several conventional development processes:enthusiasm during project period; afterwardsback to normal routines and ways of working lots of talk about cross-sectoral and multi-professionalwork without acts and changes new point of view appeared: could we starttaking up worries instead of focusing onproblems?Heikki Ervast, Bologna 22.10.2014 8. About dialogues /1In an ordinary conversation, the participants make a point and argueit.Dialogue, on the other hand, is a conversation where the participantsbuild on each others contribution. In a dialogue, participants arewilling to let go of their pre-set ideas and listen to the contributionof others and, thus, are open to ideas generated as a result of thisjoint interaction which would have otherwise gone unnoticed. Inother words, your opinion is not final, but a step towards theultimate outcome. The aim of dialogue is to gain a new insight, anew understanding of an issue. However, it does not seekconsensus, but to appreciate how others think. Thus, the secret ofdialogue is that no one will know where it leads. Therefore, dialogicmethods are ideal for acting appropriately differently.(Arnkil & Erikson: Taking up Ones Worries 2009, 36)Heikki Ervast, Bologna 22.10.2014 9. About dialogues /1 / italian version"In una conversazione normale, i partecipanti fanno unosservazioneche argomentano.Nel dialogo, d'altra parte, la conversazione un pensare insieme. Ilsenso delle enunciazioni diviene visibile solo nelle successiveenunciazioni , nella nascita della nuova comprensione. Nel dialogo ,i partecipanti lasciano le proprie idee prefissate nellascoltare glialtri. E in questa interazione congiunta che i partecipanti si apronoalle idee che altrimenti sarebbero rimaste inosservate. In altreparole, lopinione del singolo non il fine, ma solo un passo verso ilrisultato finale. Lo scopo del dialogo di ottenere una nuovavisione, una nuova comprensione di un problema. Tuttavia, ildialogo non cerca il consenso, ma lapprezzamento di come laltropensa. Per questo il segreto del dialogo che nessuno sapr doveporter. I metodi dialogici sono perfetti per agire con una differenzaappropriata .(Arnkil & Erikson: Parlare delle preoccupazioni 2009, 36)Heikki Ervast, Bologna 22.10.2014 10. About dialogues /2It is a question of interaction and relational work I You >< I It facing the Other with respect listening; being heard is very important polyphony, enriching ideas and developingthoughts external and inner dialogues anticipation and focusing to the futureHeikki Ervast, Bologna 22.10.2014 11. About dialogues /3COMBINATIONS OF SUPPORT AND CONTROLEMPOWERMENTSUPPORT CONTROLSUBORDINATIONHeikki Ervast, Bologna 22.10.2014ResourcecombinationsDependencyon supportIncreasingclients owncontrolImposingownprofessionalsolutions(Arnkil & Erikson: Taking up Ones Worries 2009, 31) 12. About dialogues /4: Early Open Co-operationEarly intervention doesnt mean the transfer of the problem toexperts at very early stage . If you transfer, you have to go along.Early intervention means to act as early as possible, as open aspossible and in good co-operation to prevent problem situations. Itis essential to act when you still have plenty of possibilities andalternatives. Early intervention is to take early responsibility of yourown function to support others.Thats why we prefer speaking about Early Open Co-operation ratherthan early intervention.By dialogues. Ethically. Not behind the backs of people. Not focusingprofessional work (the main supporters are private networks).Heikki Ervast, Bologna 22.10.2014 13. About dialogues /4: Early Open Co-operation /italianLIntervento precoce non significa che passiamo il problema agli esperti inuna fase precoce se passi agli altri cammini da solo.Lintervento precoce significa che agiamo il pi presto possibile , in modo piaperto possibile e in una buona collaborazione , nel prevenire linsorgeredelle situazioni problematiche.E essenziale agire quando ancora hai molte opportunit ed alternative.Nellintervento precoce prendiamo precocemente la responsabilit dellanostra funzione di sostegno agli altri.E per questo che preferiamo utilizzare la dicitura Cooperazione ApertaPrecoce piuttosto dellIntervento precoce.Attraverso il dialogo Eticamente . Non dietro le spalle delle persone. Nonfocalizzandoci sul operare dei professionisti ( il supporto maggiore vienedalla rete informale )Heikki Ervast, Bologna 22.10.2014 14. 5 minutes humming:What thoughts are waking up now?Heikki Ervast, Bologna 22.10.2014 15. History / 1: Early Open Co-operation inRovaniemi project: From drug route to care pathway at thebeginning of the millenium training on taking up ones worries Early Intervention project co-operation contract with the National Institutefor Health and Welfare and the municipality ofNurmijrvi (in southern Finland); year 2008 part-time network cordinator and some trainednetwork facilitatorsHeikki Ervast, Bologna 22.10.2014 16. History / 2: Early Open Co-operation inRovaniemi after 2008 weve trained 40 network facilitaitors full-time network cordinator in steering group for Early Open Co-operationwe have the key managers and directors fromeach sector Early Open Co-operation and the principles ofworking cross-sectorally and multi-professionallywith taking care of the clients point of view arewritten on municipality strategy taking policy-makers into the process (they arealso in our steering group)Heikki Ervast, Bologna 22.10.2014 17. What do we do? we are working on health, social, educational, elderlyand technical services both working dialogically with clients and also withworkes and practitioners training for taking up worries for municipality workers training new network meeting facilitators the network coordinator in organizing over 100dialogical network meetings / year promoting, promoting, promoting, now we are facilitating the large organizational changein the administation of the City of RovaniemiHeikki Ervast, Bologna 22.10.2014 18. Early Open Co-operation now inRovaniemi / year 2020Anticipating our good future: our organization is customer-oriented customers are planning the services with us workers and practitioners are working dialogically togetherand with the clients special services are overlapped in basic service structures customers are enough empowered to take their ownresponsiblity for their own cases good peer learning processes with other municipalites (andItaly, too!) two full-time network coordinatorsHeikki Ervast, Bologna 22.10.2014 19. What is needed (generally)? cross-sectoral steerting-group with committedmangers/directors full-time network coordinator(s) training for workers trained network/dialogue facilitators you can practice dialougues only by dialogues right attitude is needed more than money timeHeikki Ervast, Bologna 22.10.2014 20. How to run the dialogic processes?- the question of leadership - leading networks in not the same as leading lineorganizations I You >< I It leaders own experience on dialogues to separate the moments of monologue from themoments of dialogue enough courage to say I can be wrong, too to tolerate uncertainty to choose the approach to management according tothe type of the problem tamed or wicked problem?Heikki Ervast, Bologna 22.10.2014 21. Miia Palo 19.2.2013 22. Defining wicked problems(Jeff Conklin 2005)1. You can understand a wicked problem only bybecoming familiar with the context.2. Theres no distinct beginning or end for a wickedproblem. You can only chase a good enoughsolution within the framework of resources.3. The solutions for wicked problems are not eitherright or wrong. They are just better or worse.4. Every wicked problem is unique.5. Every solution for a wicked problem worksuniquely on one problem.6. You cant define the solution set for wickedproblems. 23. Tools for wicked problems dont try to tame a wicked problem just acceptit dont try to achieve the b