Collaborative processes between Emergency and Routine

אם אינך רואה מייל זה לחץ כאן

Shalom!

The past months have been challenging and fascinating. Like many other organizations, we found new and unconventional ways to deal with the outbreak of the Corona virus and its consequences, like leading 'VESHAMARTA' - an emergency campaign to rescue the elderly population and prevent the collapse of the Israeli healthcare system.

As an organization that is focused on developing knowledge, the recent period has also provided us with a unique opportunity to examine the role and the effectiveness of collaborative processes under conditions of crisis, to gain insights and to develop tools for dealing with similar situations in the future. We were also honored to attend the annual Collective Impact Conference, which as could be expected, it was facilitated by Zoom.

In this edition of Sheatuf-yeda we share some of the things we have learned and developed over the past two months, in the hope that they can help you to expand the circles of influence of collaborative processes both in routine and in times of emergency.

Enjoy your read!

Your comments or thoughts are welcomed: yeda@sheatufim.org.il

Impact of the Corona Crisis on the Third Sector
During the Corona crisis, we were privilaged to help the "Civic Leadership" organization to build a questionnaire for collecting data on the extent of damage sustained by social organizations. This is part of the work of the Round Table Subcommittee in the Prime Minister’s Office to provide sectoral solutions to third sector organizations. About 300 organizations filled out the questionnaire fully. The resulting picture is disturbing, indicating the incomprehensible gap between the vital contribution of the third sector to Israeli society, and the level of support this sector receives from the state.We will all need to work hard in order to strengthen trust and build Israel's socio-economic resilience in the future. See the report's findings (in Hebrew).

Documenting collaborative processes during emergencies
In the Corona days, we found ourselves engaged in new, urgent and meaningful action that demanded considerable time resources. In the heat of the moment, it is difficult to stop and document what is going on, but when it comes to collaborative processes involving a wide range of actors, the stages of organizing and planning are crucial, and they have a dramatic impact on the success of the process. To that end, we have developed a tool that offers a way for documenting collaborative processes during a crisis, while on the move. The tool is a conceptual framework designed to help gather information, You’re welcome to check it out on this link (in Hebrew)

Collective Impact 2020: Impressions from the virtual conference
As mentioned above, we were privileged to take part in the International Collective Impact 2020 Conference, using remote technology. The conference, held in early May, spread over three days which included enormous, 600-person meetings as well as smaller meetings, one on one conversations, and fascinating lectures. Over 100 speakers presented examples of processes, models and theories, and shared the experience of learning and creativity with each other.

One of the key issues that came up at the conference was Systemic Change, a topic that we, and many others are concerned with today. Among other things, a case study was presented that used in-depth system dynamics to understand a complex social problem and to present it in a loop model. Also, in the concluding session of the conference, there was much discussion about the change of mental models as a key to sustainable systemic change and a demonstration of working methods of systemic analysis with the help of this video.

Anyone who wants to learn how working on mental models serve as a central anchor for influence and systemic change in collaborative processes in all sectors, is welcome to contact Liat Govrin at liat@sheatufim.org.il and to receive information about our workshops on this topic at The Studio for Collaborative Processes.