Here at Articulous we have been working on a very exciting start up project which promises to be a game-changer in the world of engagement and evaluation.
It is a fine line between engaging the troops and spooking the horses when your organisation is faced with significant change. I have been involved in a number of transitions, mergers and acquisitions and it really can be a scary time for teams. Maintaining a positive organisational culture is key to change success. So how much is too much information? What is important to those working in the team versus the executive management who are managing the change?
In community engagement, we talk a lot about collecting people’s ideas and feedback. We talk about the power of active listening. But, if you really believe in community and engaging at a deeper, more meaningful level, then empathy should be the key focus throughout your planning, strategising and most importantly-engagement activity.
"Backflip". It's become the ultimate criticism of Government, an easy, almost flippant attack wielded by media, oppositions and disaffected interested groups.
There are times in most projects when participants can simply be tired. This can sometimes be referred to as a cycle of negativity.
Have you ever provided an opinion on a topic or contributed to a project and been unaware of what happened to the information?