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2016 Award Recipients

The award recipients appear below, select by country to view

Silver Awardee

Futurpreneur Canada
Culture and Values Refresh

Location: Toronto, ON; Canada
Project Owner: Terry Campbell, Futurpreneur Canada
Facilitators: Karyn Dumble, The Monarch Park Group

Client/sponsor

Terry Campbell
Futurpreneur Canada

Facilitator

Karyn Dumble
The Monarch Park Group

Culture and Values Refresh

Description

Futurpreneur Canada has been fueling the entrepreneurial passions of Canada’s young enterprise for nearly two decades. They are the only national, non-profit organization that provides financing, mentoring and support tools to aspiring business owners aged 18-39. Their internationally recognized mentoring program hand-matches young entrepreneurs with a business expert from a network of more than 2,800 volunteer mentors. With a staff of 85 people and seven regional offices, Futurpreneur operates across Canada and provides service in both official languages.

Futurpreneur Canada wished to create a set of employee-driven values. The Board of Directors wanted to do this differently than a top-down approach via themselves and the Senior Leadership Team (SLT). An invitation went out in August 2015 to all departments and teams to nominate people to form the Culture and Values Refresh Committee. There were 19 nominations; seven people plus a SLT champion and the facilitator formed the committee. The committee first met on October 1, 2015. The values were unveiled on April 25, 2016. On June 1, 2016, the entire staff from across the country came together and engaged in a highly-participatory exercise to identify personal and team commitments to each of the new values.

The objective of the project was to create a new set of employee-driven organizational values using a peer-nominated team reflective of the entire organization.  We used the following approach to achieve the project objective:

  • A peer-nominated team met regularly over ten months, working through the creation of survey questions to elicit input from 99% of staff, using that input to guide their discussions, making well-informed decisions about which values would best reflect Futurpreneur Canada now and into the future. They then went back out to their colleagues to test and seek additional feedback on their decisions. 
  • The entire staff of Futurpreneur Canada was involved close to the front end of the project, through the use of their survey responses to inform the team, the departmental meetings that were held to discuss the new values, and the face-to-face event at the end of the project when each person made and shared personal commitments to incorporating the new values into their work. 

Key Results Achieved

The project achieved the following results:

  • The creation of a new set of organizational values that involved every single employee across the organization
  • A high level of engagement and sense that input was truly valued across the organization
  • Visual reminders of how the new values pervade the whole organization and its offices across Canada
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City of Mississauga
Mental Health Strategy for Mississauga Fire and Emergency Services

Location: City of Mississauga, ON; Canada
Project Owner: Shawn Matheson, Fire and Emergency Services, City of Mississauga 
Facilitators: Karyn Stock-MacDonald, City of Mississauga

Client/sponsor

Shawn Matheson
Fire and Emergency Services, 
City of Mississauga

Facilitator

Karyn Stock-MacDonald
City of Mississauga

Description

Evidence shows that first responders such as police personnel, firefighters and paramedics are at least twice as likely as the general population to suffer from PTSD and other mental illnesses.  Ensuring the City has the resources they need to improve mental health supports for its first responders is vitally important to the organization.

The objective of the project was to develop a Shared Vision and Mental Health Strategy for Mississauga Fire and Emergency Services.  We used a facilitated planning approach to achieve the project objective that included:

  • Gathered a team from various level of Fire and Emergency Services (Leadership for front line), HR, Organization’s health providers and experts, Union Reps.
  • Facilitated the development of a Shared Vision for a mentally healthy workplace.
  • Facilitated the identification of underlying obstacles to achieving the Vision
  • Facilitated the generation of solutions to obstacles and the development of strategies to realize the Vision.
  • Held World Cafes with the “rank and file” to roll out the strategy, strengthen it, and discuss implementation.

Key Results Achieved

The project achieved the following results.

  • Achieved the goal of developing a mental health strategy
  • Helped remove the stigma and made the discussion of mental health a normal part of the work environment
  • Created and expanded mental health programs for Emergency Services workers, such as peer and family counselling, quick access to medical and psychological services, awareness and  recognition training for leaders, resiliency training for front line Fire Fighters, introduction of ongoing assessment tool to measure progress
  • Achieved the City’s goal of compliance  with Provincial Psychological Health and Safety Standards
  • Contributed to the Organizational Goal of Fostering a Healthy, Safe, Inclusive and Respectful Workplace

 

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Canadian Partnership Against Cancer
SUPER Workshop – Screening Underserviced Populations to Expand Reach Workshop

Location: Toronto, ON; Canada
Project Owner: Pam Tobin, Canadian Partnership Against Cancer
Facilitators: Kimberly Bain, Bain Group Consulting

 

Client/sponsor

Pam Tobin
Canadian Partnership Against Cancer 

Facilitator

Kimberly Bain
Bain Group Consulting

SUPER Workshop – Screening Underserviced Populations to Expand Reach Workshop

Description

The Partnership collaborates with a broad range of cancer and chronic disease partners to develop high-impact approaches to cancer screening and population-based prevention. Taking action now and sustaining these activities over time means that fewer people will develop cancer in the long term. It also means that Canadians will benefit fully from screening programs designed to limit the impact of breast, cervical and colorectal cancers and in some cases, to prevent cancer from occurring. 

Checking people for certain cancers before there are any symptoms—cancer screening—saves lives. The challenge is to make sure the right people get the right tests at the right times and that the screening programs continue to be of the highest possible quality. Ensuring high-quality follow-up of people’s test results is also central to the Partnership’s work to support early diagnosis.

The objective of the Screening in Underserved Populations to Expand Reach (SUPER) workshop was to explore opportunities to engage underserved populations impacted by low income, rural/remote geography and/or immigrant status in breast, cervical and colorectal cancer screening. The workshop was designed to:

  • Identify disparities in screening access and participation, as well as reveal gaps in knowledge on the barriers and enablers to enhance screening participation amongst Canadian underserved populations;
  • Examine the reasons why screening disparities in Canadian underserved populations have persisted; and,
  • Advise on future national opportunities to improve screening participation amongst an identified underserved population and disease site(s).

Key Results Achieved

Key results achieved include:

  • Identified disparities in screening access and participation, as well as revealed gaps in knowledge on the barriers and enablers to enhance screening participation amongst Canadian underserved populations;
  • Examined and documented the reasons why screening disparities in Canadian underserved populations have persisted; and,
  • Created a consensus-based National Action Plan to improve screening participation 
  • Reached a consensus on a list of underserved population and disease site(s) for national focus.

The consensus reached at the Workshop has been sustained, has enjoyed support across provincial/territorial jurisdictions and has guided action on this important national agenda.

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Platinum Awardee

Oxford Properties Retail Group – Square One & Yorkdale Properties
“Innovate or Dinosaur”: A Collaborative Innovation Game

Location: Toronto and Mississauga ON, Canada
Project Owner: Elena Price, Oxford; Square One and Claire Santamaria, Oxford; Yorkdale
Facilitators: Tamara Eberle and Shawna Eberle, Traction Strategy

Client/Sponsors

Elena Price
Oxford; Square One

 

Claire Santamaria
Oxford; Yorkdale

Facilitators

Tamara Eberle
Traction Strategy

 

Shawna Eberle
Traction Strategy

"Innovate or Dinosaur”: A Collaborative Innovation Game

Description

Oxford Properties Group is a global platform for real estate investment and development with offices around the world and 50 million square feet of property. Square One and Yorkdale Shopping Centre are two of the most profitable and high profile retail centers owned by Oxford Properties in Canada, and with both being in the midst of significant property expansion and development, the expectations for them to ‘lead the pack’ are high.

In the last year, Oxford has issued a challenge to all of their asset classes and sites: “Be better, faster, cheaper.” Needless to say, the pressure mounted on every team to increase performance and output, use resources creatively, and improve quality of service at the same time. The stress set in and people felt tapped out of new ideas for doing better with what they have.

The main challenge for Square One and Yorkdale leadership was helping their teams break out of stuck thinking, get some new perspective, new energy, and innovative ideas. For a team that does a lot of facilitated collaborations already, providing them with a novel and engaging process that would stimulate fresh ideas and re-energize them, was the key process challenge. Another ‘sticky note’ session was not an option.

To help these ideation-weary teams break out of stuck thinking, a game-based process, designed by Traction Strategy and named “Innovate or Dinosaur”, was chosen. This ‘sticky note free’ game “surprised and delighted” the participants. It involved applying creative thinking techniques to real work opportunities and situations to generate new and possible ideas, and critical thinking techniques to help prime the ideas for implementation. A key step in the process was the leadership team empowering the cross-functional participant groups to take ownership of their newly formulated project ideas and bring them to life. This was essential to the group transitioning their ideas out of the workshop room and into their workplace to continue their collaborations and generate excellent, measureable results!

Key Results Achieved

Key results achieved include:

  • 90% of projects received full funding and/or approval within a day to a few weeks of presenting them
  • New renovation strategies created new partnerships, are calculated to have a 100% ROI over 3 years, and divert up to 4000sq/ft of drywall monthly from the landfill
  • 2-months’ time was saved on union negotiations and change management activities
  • More timely and quality delivery of goals including a successful VIP event for a new anchor tenant and up to 12 days saved on project time
  • Increased empowerment and confidence of employees leading to 3 promotions
  • Improved collaboration and team performance that receives kudos for efficiency and professionalism from external parties
  • Boosted morale and a more positive workplace culture such as pride in projects and less tension between team members
  • And, better coffee! 33% saved on costs, 90% reduction in time taken to place orders, more environmentally friendly packaging, and 120 happier people!
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Gold Awardee

China Resources Gas Group Limited
Organic Growth Driven Facilitation

Location: Shenzhen, Guangdong Province, China
Project Owner: Wang Chuandong, China Resources Gas Group Limited
Facilitators: Kevin Hao Junshuai, Beijing Gene 100 Management Consulting Co. LTD

Client/sponsor

Wang Chuandong
China Resources Gas Group Limited

Facilitator

Kevin Hao Junshuai
Beijing Gene 100 Management Consulting Co. LTD

Organic Growth Driven Facilitation

Description

The objective of the project was to improve 82 benchmarking criteria among its 230 city gas subsidiaries through 634 facilitation subprojects in 2015.  Organic Growth Driven Facilitation integrated the methodology of Facilitation, Benchmarking, PDCA, and Management Performance to achieve its objective.

Key Results Achieved

The key results achieved include:

Tangible Benefits

  • For 2015, gross gas sales volume of CR Gas increased 9% from 13.66 billion m3 to 14.91 billion m3 while the overall gas volume demand growth in China was only 5.7%.
  • Turnover for 2015 increased by 8% to US $4.01 billion, which is 1.6 times of the industry average growth rate.
  • The operation profit from city gas distribution business for 2015 increased by 10% to US $630.86 million, which is faster than the growth rate of turnover (8%).
  • The average period needed to install gas connection for commercial and industrial customers was further reduced from 42 days to 38 days, which improved the operational efficiency of the asset as well as customer satisfaction.
  • The average gas leakage rate has decreased further to 2.73%, lower than the industrial average of 5%.

Intangible Benefits

  • The result of CR GAS Employee Engagement Survey of 2015 by Hewitt was 76 points, which is higher than industrial average of 72 points.
  • Platts named CR GAS as the “Second Fastest Growing Energy Company” and the “Fastest Growing Natural Gas Company” in Asia.
  • Asia Newsweek Magazine awarded the Company the “Best Results Performance Company” and the “Green New Energy Enterprise”.
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Platinum Awardee

Alfa Laval
Act with your Head, Heart, and Hands for Claims

Location: Søborg, Denmark
Project Owner: Jason Macellaro, Alfa Laval
Facilitators: Christina Hogan, Lorensbergs Organisationskonsulter

 

Client/sponsor

Jason Macellaro
Alfa Laval

Facilitator

Christina Hogan
Lorensbergs Organisationskonsulter

Act with your Head, Heart, and Hands for Claims

Description:

Alfa Laval is a company with 150 sites worldwide. All sites are expected to manage and mediate customer expectations and their claims with speed and accuracy. Alfa Laval´s Group Management identified Quality and Claims as key focus for organizational improvement in 2013 and beyond. The initiative was sponsored by Göran Mathiasson, Executive Vice President Operations and member of Alfa Laval´s Group Management.  As the amount of claims was at an unacceptable level in 2013, an initiative was launched and monitored to equip all involved in customer claims with an updated process and a new IT tool.

One of the complexities with this project was that the organization had tried and failed to introduce a new IT tool and gain user acceptance in 2011-2012. This resulted in a loss for the company and mistrust towards initiatives from the end-users. The challenge beyond getting high user engagement with speed and accuracy was to design a facilitated program to get full involvement while keeping the impact on the environment low and the cost of travel low. With remote locations all over the world, a combination of virtual and face to face facilitation skills was seen by the project sponsors as a vital approach in the facilitation program.

The objective of the project was to effectively and accurately enable the organization to act according to one global claims process via a new IT tool that increases the focus on problem resolution and makes the process more transparent.  The goal was for a 98% adoption rate by Claims Super Users with one global launch date.  On that date the old IT tool should be completely closed for registration of new claims.  Facilitated workshops should be done 100% virtually with no travel budget.

We used the following approach to achieve the project objective:

  • Facilitated workshops that led to an eLearning to amplify the Why
  • Designed workshops for regional facilitators & coached facilitation skills
  • Virtual facilitation and informal learning at the forefront

Key Results Achieved

Key results achieved include:

  • The new IT tool was launched globally as scheduled on 04 Jan 2016 and is engaging 100% of Claims Super Users.  The old tool was completely closed for registration of new claims on 04 Jan 2016. 
  • Over 1500 people actively work in the global process and new tool with clarity. A significant majority were happy with the designed facilitation process and found it easy to adapt the virtual facilitation workshops to physical sessions if they chose to do so locally.
  • We heightened the value of facilitation in the project by creating a solid dialogue about change and why this was happening.
  • The new tool is in a completely new platform and replaces an old tool that is over 20 years old.  Despite the high number of users, complexity of the process and that facilitation was only done virtually, after 6 months, the over 1500 users have only reported 3 critical bugs and we have made less than 25 improvements to the new tool.
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Silver Awardee

NOVACERO S.A.
Together 260 - "A Team of Collaborative Work"


Location: Ecuador
Project Owner: Ing. Mariuxi Villacrés, Gerente de Sostenibilidad, Novacero S.A.
Facilitators: Beccy Torres, Sandy Espinel, Tayron Marinez - D&E Consultancy

Client/sponsor

Ing. Mariuxi Villacrés, Gerente de Sostenibilidad, Novacero S.A.

Facilitators

Beccy Torres
D&E Consultancy

 

Sandy Espinel
D&E Consultancy

 

Tayron Marinez
D&E Consultancy

Together 260 - "A Team of Collaborative Work"

Description

In the year 2015, Novacero decided to focus the efforts of its collaborators towards the fulfillment of their business goals, in order to do this they created and sponsored several activities under the concept TOGETHER 260, for the purpose of achieving synergy across the organization. That same year, as part of their organizational development processes they were interested in making a change in a yearly activity that had been developed with their team members from about 13 years ago; over the years the activity had lost force and impact. These activities were in charge of Human Resources and executed individually by each Plant Manager, from the point of view of a production activity and not as a corporate program.

Therefore, the Novacero team wanted to make a complete makeover of the activity without losing sight of it being a moment of interaction of all members, incorporating elements of the corporate level.

This was the challenge from the company: redesign and execute under the concept of an Integration Journey, the implementation of the concept TOGETHER 260 to the teamwork practices and redesign the regular plants walk-arounds into activities that generated commitment and engagement towards the company.

The Project TOGETHER 260 had the following goals:

Comprehensive process:

  • Redesign what for 13 years had been mostly rides for the staff into Integration Journeys combining corporate elements with facilitated and playful structure.
  • Generate commitment with the leaders in implementing the moto TOGETHER 260 in the transformation process of the walkarounds into “corporate integration journeys”.

Plant Journeys: Through a circuit of 4 activities, the teams were helped to identify the skills needed to handle the challenge “TOGETHER 260”:

  • Sensitize the collaborative work spirit and its leadership
  • Strengthen the links between team members
  • Promote the concept of synergy to achieve results together.

The process was about 70% facilitation through workshops using various tools: change management, open space, experiential learning, visual thinking, learning harvesting and team coaching.

All of the leaders of the organization participated in all the phases of the project: pre-journey, execution and post-journey. Through facilitated processes the leaders designed the content, the activities and the exercises which would be happening in all the plants with their personnel.

Results

  • Establish a baseline and a new reference point for the Integration Journeys inside the company, transforming the following activities.
  • Agreement of action plans by the leaders after the journey after the feedback of the team members. These action plans where short and medium term in topics such as: leadership model, communication and teamwork initiatives.
  • Area leaders working hand in hand with their Managers living new leadership and teamwork practices in order to transform the way their organization works with positive results.
  • Motivated Plant Managers, generating internal communications to increase participation from employees, becoming promoters of the new concept of the Journey, partnering with Human Resources at the same level.
  • Active participation of the 880 employees in 3 production plants in 3 different cities in a highly interactive environment, uncovering their talents and sharing with each other.
  • Transfer of the ownership of the integration activities from a typical “human resources” focus into a corporate integrated view, with the plant managers and the middle management involved fully in the design of the experience.
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Gold Awardee

Pernod Ricard Finland Oy
Compass

Location: Helsinki Finland
Project Owner: Tarja Uitti, Pernod Ricard Finland Oy
Facilitators: Mirjami Sipponen-Damonte, Xpedio Oy

Client/sponsor

Tarja Uitti
Pernod Ricard Finland Oy

Facilitator

Mirjami Sipponen-Damonte
Xpedio Oy

Compass

Description

Pernod Ricard Finland is an affiliate of a global alcohol corporation producing wines and spirits.  The company that has its main office in Helsinki and production site in Turku had produced good figures year after year, and grown even beyond the expectations. The difficult economical situation started however to have its impact also on the results of the beverage company, and in 2014 it was facing its first layoffs.

The company management noticed soon that these layoffs not only resulted in decreasing business numbers, but also in general sad mood of the personnel. In order to solve the situation the management decided to act and called in an external facilitator.

The goal of the project was to improve the profitability of the business, and the company management felt strongly that the right way to approach the challenge was through the involvement of employees and improvement of the workplace spirit.  The following approach was used to achieve the project objectives. In addition to these points there was ongoing application of the workshops’ outputs into daily work.

  • Denison Organizational Culture Survey to identify the improvement areas in the beginning of the project, and to assess the impact of the project at the end
  • Nomination of a steering group, called travel guides, to keep up the dialogue and keep the process active all the time. The steering group consisted of members from all functions and all levels of the company
  • Polaris 1-day workshop in mixed groups to identify sources of joy at work and life, and reflect on own attitude
  • Functional teams’ workshops to share experiences of Polaris and reflect them on team level, as well as to gain awareness on Denison analysis results, of the underlying beliefs and assumptions, and to create team level actions
  • Facilitation of management team workshops to take responsibility and identify actions to support the organizational change
  • Cross-team workshop to enhance communication, openness and trust between the members from different teams, supported by an experiential African percussion session
  • Workshops in functional teams after the second Denison analysis.  Action planning to further development
  • Project closing event, celebration of success, learning consolidation 

Key Results Achieved

Key results achieved include:

  • Improved organizational culture in 12/12 dimensions (indices of high performance culture)
  • 2 % of profit increase in the very difficult market conditions
  • New product development improved by 50%
  • Attraction of new customers improved by 15%.
  • Renewed, more participatory decision-making process
  • Increased clarity and structure in internal briefings
  • Improved meeting structure
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Silver Awardee

Wockhardt Hospitals Ltd.
Service Assurance


Location: Mumbai, India
Project Owner: Dr Rajani Tewari, Group Head HR, Wockhardt Hospitals Ltd.
Facilitators: Vinisha Jayaswal, Anupinder Kaur, Ruru Mehta

 

Client/sponsor

Dr Rajani Tewari
Group Head HR
Wockhardt Hospitals Ltd.

Facilitators

Vinisha Jayaswal
Group Head – Learning & Development
Wockhardt Hospitals Ltd.

 

Anupinder Kaur
Human Resources
Wockhardt Hospitals Ltd. 

 

Ruru Mehta
Human Resources
Wockhardt Hospitals Ltd.

Service Assurance

Description

The Wockhardt Hospital at Mira Road, Mumbai, is a takeover from the erstwhile Umrao Institute of Medical Science and Research. Subsequent to the takeover, majority of the Heads of Departments were recruited anew by Wockhardt whereas the rest of the staff remained the same. This combination (of old and new staff) gave rise to workplace friction, which resulted in miscommunication, misunderstanding, and low efficiency spilling over to the daily work functions resulting in low patient satisfaction scores. It was vital to intervene at this stage to avoid a further downward plunge.

Hence, in order to overcome the challenges and achieve the desired results, a 60-day intervention was planned for the entire hospital. The ideal period for the results to start showing was a period of 60 days, as a shorter time period would not be adequate owing to the fact that this was dealing with human behavior.

The project’s objective was to identify individual departmental challenges, find working solutions for the same in order to enhance customer’s experience in the hospital and bring about a significant rise in patient satisfaction scores from 30% to 60% in 60 days; consequently, brand the hospital as one of the most coveted healthcare providers of the region.

Key Results Achieved

Key results achieved include:

  • A percentile growth of 45% hike is seen in the PSI scores right from the time the project was executed till the culmination of it, that is, at 60 days.
  • The project also brought about intangible benefits such as increased cross functional and collaborative work, increased customer satisfaction, team bonding and increased efficiency eventually increasing the value of the organisation.
  • The project has been successful up to 75% of the business expectations. 
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Platinum Awardee

Handok
90-Day Action Plans

Location: Seoul, Korea
Project Owner: EunJoo Kim, Handok
Facilitator: HongMi Chae, Inpeople Consulting

Client/sponsor

EunJoo Kim
Handok

Facilitator

HongMi Chae
Inpeople Consulting

90-Day Action Plans

Description

Handok, the Pharmaceutical company who manufactures and sales medicine in Korea has missed business goals every year since 2000. Whole organization has suffered with low winning spirits across all functions and levels.

Change Management & Development team had executed several change programs to build high winning spirits like ‘Hi-Five’, ‘Action Learning’, ‘WoW’ since 2009.  Those programs helped to boost the energy of the organization , but didn’t create direct impact on business operations.  Thus, the CM&D team called an outside facilitator to design a new change program which accelerated efforts to create alignment with business goals in the entire organization.

Key Results Achieved

Key results achieved include:

Tangible benefits:

  • 2016 2Q sales growth rate (compared to 2015 2Q) is 15.2%.  This is a significant improvement as the last 3 year’s average sales growth rate was 4.4%,
  • Net income was also dramatically improved turning into profit-making ($683K by 2Q 2016)

Intangible benefits:

  • We sensed the changed morale in the organization. Each employee participated to the process for set up shared goal and developing action planning. This experience strengthened the commitment and most of team executed their action plans. Such small wins encouraged winning spirits.
  • We also noticed our team leaders learned new leadership style while they facilitate 2-day workshop. In the typical Korean working culture, top-down working style was common, but the leaders were forced to practice facilitative leadership style in the workshop which was a great real learning chance for them.
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Gold Awardee

Taiwan Active Aging Association
Dialogue With Time in Taiwan

Location: Taipei City, Taiwan, R.O.C
Project Owner: Yang Chih-liang, Ph.D.
Facilitators: Jorie Wu, CPF; Jackie Chang, CPF; Tara Hsueh, CPF; Vincent Chen (All are part of CP Yen Foundation)

Client/sponsor

Yang Chih-liang, Ph.D.

Facilitators

Jorie Wu, CPF
CP Yen Foundation

 

Jackie Chang, CPF
CP Yen Foundation

 

Tara Hsueh, CPF
CP Yen Foundation

 

Vincent Chen
CP Yen Foundation

Dialogue With Time in Taiwan

Description

Dialogue with Time is an interactive exhibition, the first of its kind in the world that deals with aging from an original perspective. The groundbreaking exhibition allows visitors a glimpse into the world of the elderly. Through experiential play, using latest technology, a creative intergenerational dialogue is produced, dispelling stereotypes and clichés of old age. The guides-dialogue makers of this exhibition are aged 70 and above. They are the dialogue makers and experts in all facets of aging and act as role models.

The exhibition called “Honey, I am old- Dialogue with Time” was organized by Taiwan Active Aging Association (AAA), a new Non-Profit Organization in Taiwan. The mission of AAA is to promote the awareness of aging and to foster a positive mentality and environment to deal with the challenge of high aging society we are facing in the near future.  To illustrate the missions and increase the awareness of aging issues, AAA liaised with Dialogue Social Enterprise (DSE) in Germany to conduct the “Dialogue with Time“exhibition in Taiwan. Taiwan is the first country in Asia that launched this exhibition.

Facilitators from CP Yen Foundation (CPFY) were the strategic partners with AAA in this project. They served as trainers for the senior dialogue makers during the training period and continued to coach and monitor the senior dialogue makers during the exhibition months. The collaboration among AAA, DSE and CPYF is international, strategic and unprecedented.

The project objective included the following:

  • Empower and enable senior dialogue makers(SDM) who are over 70 years old to be qualified dialogue facilitators for “Honey, I am old- Dialogue with Time” exhibition in Taiwan,
  • SDMs conduct dialogue about Happy Aging and The Art of Aging among visitors and general publics. 
  • Successfully create awareness of active aging for society at large

Key Results Achieved

Key results achieved include:

  • For the Senior Dialogue Maker: There are 42 senior dialogue makers trained, and worked at the exhibition. Through training, practice and assessment they were well prepared to interact with the public and lead the inter-generational dialogue. There were over 1000 sessions with 83,300 visitors attended in the dialogue sessions.
  • The feedback from audience received over 90% with high satisfaction of the whole experience. 
  • President and Ministers visited the exhibition and also recognized the important role of senior dialogue makers played in this educational exhibition. 
  • Future exhibitors from Beijing, Hong Kong, Singapore, South Korea and Taiwan visited the exhibition to seek support for training the senior dialogue makers and experiences sharing. 
  • More than two thirds of Taipei senior dialogue makers are willing to support next exhibition in other city of Taiwan.  
  • There were 155 media coverage on mass medias, and over 15 Feature Stories about the “Dialogue with Time” and the Dialogue makers. Active Aging and Aging issue had been discussed in the stories. The total media effects equal to NT$76,198,207 advertisement fee.  
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Silver Awardee

Micro-Star Int'l Co., Ltd.
Building a Value Based Culture

Location: New Taipei City, Taiwan
Project owner: Joe CM Lee, Vice President, Micro-Star Int'l Co., Ltd.
Facilitator: Paulina Chu, Lead Facilitator, Chuang Yu Int'l Management Consulting Co., Ltd

Client/sponsor

Joe CM Lee
Vice President
Micro-Star Int'l Co., Ltd.

Facilitator

Paulina Chu
Lead Facilitator
Chuang Yu Int'l Management Consulting Co., Ltd.

MSI ShenZhen Plant Grows Value-Based Culture

Description

Joe CM Lee, VP of the Taiwan-held company MSI, is also the VP of the 7,000+ employee ShenZhen, China plant. By 2011 it was clear the traditional directive leadership style was slowing things down. MSI needed something different. Joe contacted Paulina Chu, Process Consultant, saying “We need change!”

Mr. Lee recalls the turning point. The MSI co-founder commented to him, “I’m noticing that when managers receive instructions, they have a lot of questions, many different ideas, different selection approaches, and different value systems. Managers may ignore my directives. This way is no longer working." This is when Joe saw that the company-wide culture had to change. Members had to be invited into open communication, included in developing real mutual understanding, and decision-making. Only then could a final consensus be clear enough to be acted on.

The change process began with a move to align values and vision, first with the top 12 managers, then moving step-by-step to impact 40, then 155 and then within 3 years to all 7,000+ people. Between 2012 and 2015, Mr. Lee became the role model of a new culture, adopting facilitation and coaching. He says, "Before 2012, we were facing continuous product differentiation, and uncertainty and complexity in projecting future business trends. To operate effectively, we needed higher-level communication and a way to recognize and work with the uncertainty in our future business development.” He continues, “The company was dealing with conflict at many levels -- cross-functional, cross-departmental and individual. This greatly affected the business objectives and outcomes.”

In his initial request for facilitation support, Joe was clear that to remove roadblocks and develop the team's potential, a culture of high participation was necessary. He knew the problem, had a view of the solution, and yet simply had no experience in how to do it. He realized the support of a professional facilitator was needed.

Results

In 2015, 14 1st line managers shared stories of the changes they had recognized in the shift to facilitative and coaching leadership since 2012. Interdepartmental communication had become stronger, teamwork newly showed up throughout the company, the factory changed from relying on performance-driven management to recognizing that people are the key asset. Whereas the previous strategy had been to react to pressure by laying off employees, now the real priority was involvement and growth of its people. New solutions came from there.

And what changes did teamwork bring? Managers reported that in teamwork, collective wisdom was available, creative possibilities showed up, along with a willingness to pitch in. It was a big improvement in overall team harmony, motivation and effectiveness.

What’s the bottom line? Joe CM Lee says, comparing June 2016 with 2013 averages, employee turnover decreased 26%, satisfaction increased 12.4%, operational availability increased 20.2%, WIP (Work in Process) turnover days dropped by more than 80% and employee productivity increased by 32.5%. When asked if they have any ROI figures, Joe just smiles!

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Silver Awardee

Ministry of Economic Affairs – Directorate Energy and Environment
From Power to Energy – Preparing a Directorate General of a Ministry for Societal Dialogue

Location: Gravenhage, The Netherlands
Project Owner: Meindert Smallenbroek, Ministry of Economic Affairs – Directorate Energy and Environment
Facilitators: Jan Lelie and Judith de Bruijn

Client/sponsor

Meindert Smallenbroek
Ministry of Economic Affairs – Directorate Energy and Environment

Facilitators

Jan Lelie
mind @work

 

Judith de Bruijn
mind @work

From Power to Energy – Preparing a Directorate General of a Ministry for Societal Dialogue

Description

Global warming is the most pressing problem of our age. In preparing for the energy transition in The Netherlands the ministry of Economic Affairs decided, to engage in dialogue with the society.  Pressure from every side is building up at the Dutch Ministry of Economic Affairs on the dossier of Energy and CO2-reduction. The Netherlands is lagging behind in CO2-reduction, as its lead in natural gas production has become a disadvantage and the cause of earthquakes. A number of very large infra-structural projects on energy with far reaching consequences has been initiated but has met with a lot of resistance from the general public.

Through a series of three facilitated meetings, staff members were trained in communication, storytelling and dialogue by a group of internal (governmental) and external, independent facilitators.

  • Past: Overcoming issues from the history an event finalizing a reorganization of one directorate, getting to know each other better, share histories and enact the future.
  • Present: Acquire insights in cooperation from Insights™ model improving co-operation between three directorates of the ministry.
  • Future: Applying dialogue preparing and training about 200 staff members in communicating and dialogue.

Key Results Achieved

The project achieved the following results:

  • Participants experienced personal growth, understood the shared history, understood how to present themselves better, found a renewed spirit in cooperating
  • Participants interacted gained confidence in using and adapting to differences in communications styles, giving and receiving feedback, internally as well as externally, strengthening of morale

Participants, civil servants from the ministry, were able to engage 130 dialogue tables with over 3000 transition partners and engaging with the Dutch Society to smoothen the Energy Transition

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Silver Awardee

Health Private Sector Platform in Togo
Facilitating the Establishment of the Health Private Sector Platform in Togo

Location: Lomé – Togo
Project Owner: Dr. Moïse Kwasivi FIADJOE, Health Private Sector Platform in Togo
Facilitators: Kofi Agbe-Kekeli Kumodzi-Dzevi, Global Excel International

Client/sponsor

Dr. Moïse Kwasivi FIADJOE
Health Private Sector Platform in Togo

Facilitator

Kofi Agbe-Kekeli Kumodzi-Dzevi
Global Excel International

Facilitating the Establishment of the Health Private Sector Platform in Togo

Description

In 2014, USAID commissioned a study to assess the involvement of the private sector in health systems in six (6) African countries (Burkina Faso, Cameroon, Cote d’Ivoire, Mauritania, Niger, and Togo).

The said study showed that in Togo as in other countries, the private sector plays a major role in providing health care to the population. It showed that 60% to 70% of patients are consulted in private health facilities, and 92% of pharmacists practice in the private sector. But the study also observed that the health private sector is neither organized nor credible enough as partner to contribute to the management of the national health sector and the design of health policies. Among the recommendations made by the study, was the creation of a health private sector platform in the countries concerned.

In May 2014: The results of the study were presented at a workshop in Accra, Ghana. Togo was represented by 5 delegates. Once back home, the Togo delegation resolved to promote the creation of a health private sector platform in the country and to set up a working group.

This working group met regularly until January 2015, but due to poor membership, the working group could not achieve any major step towards its objectives. Therefore the USAID designated a facilitator (Kofi Kumodzi) to support and speed up the process towards the creation of the Health Private Sector Platform in Togo (PSPS-Togo).

The move helped mobilize stakeholders from the health private sector in Togo for the purpose of setting up a body that brings together all professional health organizations.

Key results achieved

The project achieved the following results:

  • Holding of a kick-off meeting on February 16, 2015 with thirty participants in attendance
  • Drafting of constitution and the rules of procedure of the Association between February and December 2015
  • Holding of the Constituent Assembly attended by fifty participants on December 19, 2015
  • Official declaration and application for the legal recognition of the platform by the Ministry of Territorial Management with 24 founding members (11 private companies, 8 professional organizations, 4 NGOs and faith-based organizations, and 1 public health consultant)
  • The internal communication among member organizations is been beautifully improved
  • The Ministry of Health and its partners (national and international) give a critical position to the Health Private Sector Platform, as a key player in all the forums where National health issues are discussed, and its voice is well heard. A MOU between the Ministry of health and the PSPS-Togo is under discussion and will be hopefully signed soon. 
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Silver Awardee

York St John University
Enhancing Studies and Practice of the Social Economy in Higher Education

Location: York, United Kingdom
Project Owner: Professor Karen Stanton, Vice Chancellor, York St John University
Facilitators: Catalina Quiroz Niño, Margaret Meredith, York St John University

Client/sponsor

Professor Karen Stanton, Vice Chancellor
York St John University

Facilitators

Catalina Quiroz Niño
York St John University

 

Margaret Meredith
York St John University

Enhancing Studies and Practice of the Social Economy in Higher Education

Description

The objectives of the project were to:

  • Promote intercultural dialogue and mutual understanding between multi-stakeholders within the field of social and solidarity economy.
  • Build a collective knowledge and practice base which encompasses values and experiences from academics, practitioners and students about the social and solidarity economy, from a wide range of geographical areas, through dialogical action.
  • Nurture a global movement of people committed to the values and principles of an economy where human well-being is central, through international conferences and virtual means

The three year project submitted to the Education, Audiovisual and Culture Executive Agency of the European was approved in 2012, one of 6 projects approved out of 70 applications.  The backbone to the project was intercultural dialogue between partners from Peru, Spain, Portugal and the UK in order to meet the objectives above.  Partners from Bolivia joined the project in its second year.

The 10 academics and practitioners involved from the partner countries had not worked together before the co-writing of the bid application. Due to geographical distances between the partners, there were only 3 face-to-face meetings in three years. Most of the meetings were held virtually, using video conferencing facilities, such as Skype.

This award application refers to three separate and crucial stages of the project to exemplify how facilitation values and methods were used throughout all aspects of the project:

  1. A face-to-face participatory strategic planning (PSP) meeting at the beginning of the three year project with all partners, which set the approach and style of a facilitative and team leadership.
  2. The co-creation of a 240-page handbook based on participatory and dialogical focus groups. These were organized in the different geographical regions of the project between academics, students and practitioners from e.g. Cuba, Colombia, Mexico, Peru, UK, to gain a better understanding of the nature and practices of the social and solidarity economy, and to understand how academics in higher education institutions might best respond to this.
  3. An international conference to nurture a global movement of people committed to the values and principles of an economy where human well-being is central.

This was the first Erasmus Mundus project to be led by York St John, a university of approximately 7,000 students in the north of England.

Key Results Achieved

The project achieved the following results:

  • A 240 page handbook was created, in each of English, Spanish and Portuguese, based on face-to-face, dialogical focus groups, e-survey and interviews of practitioners, academics and students within the social and solidarity economy field
  • A highly participatory bilingual international conference (103 delegates, 21 countries from 5 continents) including academics, practitioners, policy makers, social entrepreneurs and university students
  • An enduring network of project collaborators: academics and other practitioners from diverse cultural and interdisciplinary backgrounds, who are questioning what is being taught in universities and what the rationale is for this, as well as proposing alternative perspectives of ways of organising human affairs, rather than reinforcing the idea that there is no alternative to pursuing profit at all costs.
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Brighton Hove and Sussex Sixth Form College
Working-Together Better  - BHASVIC Embraces Participatory Leadership

Location: East Sussex, UK
Project Owner: Chris Thomson, Brighton Hove and Sussex Sixth Form College
Facilitators: Sean Blair, ProMeet

Client/sponsor

Chris Thomson
Brighton Hove and Sussex Sixth Form College

Facilitator

Sean Blair
ProMeet

Working-Together Better  - BHASVIC Embraces Participatory Leadership

Description

Brighton, Hove & Sussex Sixth Form College is a highly respected college in Brighton & Hove, England for 16- to 19-year-old students.  The UK Government ‘Office for Standards in Education, Children's Services and Skills’ (OFSTED) reported its assessment of BHASVIC in November 2012.  BHASVIC was the first college in the country to be awarded a grade 1 “Outstanding” under the (then) Common Inspection Framework.  Today BHASVIC remains one of the top sixth form colleges in the UK.

In January 2015, whilst BHASVIC was a high-performing college, members of SMT felt there was work to be done to improve the culture, manner and effectiveness of SMT, especially in relation to meetings.  BHASVIC approached ProMeet looking for support to help to improve its meetings and become a happier higher-performing team and to improve the meeting culture across the college.

The objective of the project was to improve the effectiveness of BHASVIC Senior Management Team (SMT) meetings and help BHASVIC become a collaborative and mutually supportive team, with a college-wide participative and facilitative leadership culture. This overarching objective to be achieved by realizing the five project objectives:

  • Development of participatory leadership skills for all members of SMT
  • Improve SMT team meetings
  • Improve BHASVIC meeting skills and culture
  • A clear, compelling ‘living’ BHASVIC vision and strategy
  • Develop a well-communicating, happy, high performing SMT

Key Results Achieved

The 12 months of working with ProMeet contributed towards:

  • measurable improvements in team development
  • a ‘radically improved’ approach strategic planning
  • BHASVIC gained recognition for student outcomes, by becoming the second best ‘value added’ sixth form college in the UK.
  • Staff morale rose to 90%
  • 100% of managers were trained to facilitate participatory meetings.
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Gold Awardee

City of Birmingham
From Tragedy to Triumph: A Letter From Birmingham

Location: Birmingham, AL, USA
Project Owner: Mayor William Bell, City of Birmingham
Facilitators: Joel Mills, Communities by Design, American Institute of Architects

Client/sponsor

Mayor William Bell
City of Birmingham

Facilitator

Joel Mills
Communities by Design
American Institute of Architects

From Tragedy to Triumph: A Letter From Birmingham

Description

On April 27, 2011, the City of Birmingham, Alabama was struck by an EF-4 tornado that leveled much of Pratt City, a historic African-American community. The storm damaged or destroyed over 1,500 structures citywide. In Pratt City, almost 500 homes were destroyed or rendered uninhabitable, and over 1,000 residents were displaced. Thousands of trees vanished. Additionally, important public facilities in the neighborhood, including a fire station and library, were destroyed. The storm was part of the largest outbreak of tornadoes in United States history. From April 25 through 28th, there were 362 recorded tornadoes across the country, including over 312 in a single 24-hour period.

On May 27th, 2011, Birmingham Mayor William A. Bell sent a letter to the national headquarters of the American Institute of Architects (AIA). The letter stated, “The City of Birmingham is committed to the recovery and rebuilding of this important community and is requesting AIA to provide design assistance for the recovery and rebuilding of Pratt City.” The AIA accepted the City’s request, and worked with city officials to begin organizing a Regional and Urban Design Assistance Team (R/UDAT) project. The project was organized as a public service of the AIA in support of the community’s recovery efforts, and there was no fee associated with this work.

The objective of the project was to build a community-based strategy for neighbourhood recovery following a massive tornado disaster in the Pratt City area of Birmingham, Alabama.  The objective was achieved through a process involving an initial site visit and workshops, significant community engagement, a 4.5 day democratic design event, follow-up evaluation visits, and initiation of a learning collaborative.

The process produced broad community collaboration and partnership that has driven actions throughout the neighbourhood, leading not only to the physical transformation of Pratt City, but to the return of community and civic strength and pride throughout the area.

Key results achieved include:

  • Pratt City has successfully mobilized well over $50 million in new investments in the community since the process.
  • Over $10 million from FEMA was used for initial clean up, debris removal and infrastructure stabilization. Part of this funding also helped finance construction of essential community facilities, such as a new Fire Station ($2.6 million) and the Pratt City Library ($2.4 million) and install new sidewalks and lighting in the hardest hit areas.
  • Using Community Development Block Grants and private investment, a $2million development of single family housing along Hibernia Avenue, and a $5million development of senior housing next to the fire station have been completed.
  • Over $4 million in federal TIGER grant funds were used to build a trail connection to downtown with interpretive signage that tells the history of the area, including its industrial heritage and major civil rights history.
  • An additional $2.6 million in TIGER funds are being used to construct the Village Creek linear park.
  • A mixed-use development valued at $6-8 million including open space, a recreation center, and housing has kicked off with its public process now.
  • Over $3.5 million is being invested in new housing and sidewalk infrastructure across from the existing Pratt City park.
  • The city is currently asking for proposals from developers for the historic Carline Commercial node, which will require $10-12 million in financing and is in the pipeline.
  • A new US Highway 78, undergoing cleanup and beautification just north of the neighborhood, is scheduled to open this year. 
  • Four neighborhood storm shelters are being built with $10 million of FEMA funding, all located within the neighborhood in parks and schools.
  • The new library was constructed with storm shelters and has storm-strength glass that can withstand 200 mph winds.
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FMC Technologies, Inc.
Engineering Process Definition

Location: Houston, TX; USA
Project Owner: Randy Wester, FMC Technologies, Inc.
Facilitator: Charles Jessup, FMC Technologies, Inc.

Client/sponsor

Randy Wester
FMC Technologies, Inc.

Facilitator

Charles Jessup
FMC Technologies, Inc.

Engineering Process Definition

Description

Different regions have different engineering processes for some of the same activities within FMC Technologies.  The result was waste and inefficiency stemming from a lack of standardization.  For example, work could not be passed between regions because each region had its own way of doing things.  As a result, the organization saw many inefficiencies that drove many non-value added costs.

The objective of the project was to define and gain agreement on engineering processes and workflows across four different continents within FMC Technologies, Inc.  We used the following approach to achieve the project objective.

  • Initial preparation meeting with the project sponsor to determine final outputs, participants, budget, potential obstacles, and time table.
  • Pre-workshop meeting with the participants that were held virtually to enhance the effectiveness of the upcoming face-to-face workshops.
  • 3 in-person facilitated workshops, each lasting 1 week.
  • During the workshops, the facilitator helped the team create and document agreed upon engineering processes to be applied globally, and then documented in a central system.

Key Results Achieved

Key results achieved include:

  • A single documented engineering process, applicable to all four regions, which results in benefit of at least $1.4 Million from a reduction in wasted time, variation, and redundant processes.
  • Total project finished 2 months ahead of schedule and $250,000 under budget.

 

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Silver Awardee

University of Wisconsin; Office of Quality Improvement
Two Decades of Facilitation Impact

Location: Madison, WI; USA
Project Owner: Maury Cotter, Office of Quality Improvement, University of Wisconsin-Madison
Facilitators: James Gray, Darin Harris, Bruce Harville, Daniel Koetke, Kathy Luker, Kathleen Paris, Nancy Thayer-Hart, Lori Scroggs, George Watson, Ann Zanzig

Client / Sponsor / Primary Facilitator:

Maury Cotter
Office of Quality Improvement
University of Wisconsin-Madison

Facilitators:

Top to Bottom, Left to Right
James Gray, Darin Harris, Bruce Harville, Daniel Koetke, Kathy Luker
Kathleen Paris, Nancy Thayer-Hart, Lori Scroggs, George Watson, Ann Zanzig

Office of Quality Improvement
University of Wisconsin-Madison

Two Decades of Facilitation Impact

Description

The Office of Quality Improvement (OQI) at the University of Wisconsin-Madison was created in 1990 by then Chancellor Donna Shalala.  The purpose is to be a catalyst for continuously improving the university through facilitation and consultation.

The objective was to provide a resource for facilitation and consultancy that would enhance the university’s ability to advance its vision and priorities.

We used the following approach to achieve the project objective.

  • Selected and maintained a team of highly skilled consultant/facilitators who help faculty and staff  define their vision and priorities at both the campus and unit levels, as well as approaches to realize outcomes and impact;
  • Developed or adapted methodologies to achieve goals and make connections for the purpose of maximizing resources, stimulating innovation and sharing best practices;
  • Custom-designed each project to meet the needs of the client group using a variety of facilitation tools and techniques;
  • Increased leadership and facilitation capacity by providing training and job aides for leaders such as models, articles and how-to guides;
  • Connected people across the campus in learning from each other.

Key Results Achieved

OQI helps University of Wisconsin-Madison clients achieve goals that are important to them. This includes:

  • Completing over 250 projects  (involving all 13 schools and colleges) in the last 24 months. Those projects involved:
  • Developing new programs and structures or merged structures
  • Helping faculty and staff from a wide range of disciplines arrive at solutions, plans, and innovations with significant organizational impact.
  • Designing and executing approaches that have enabled thousands of voices to be considered and then organizing that input into priorities and strategies and guiding execution to ensure implementation. 
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KLA-Tencor Corporation, Wafer Inspection Group
Hackathon@KT

Location: Milpitas, CA; USA 
Project Owner: Naema Bhatti, KLA-Tencor Corporation
Facilitator: Glenn Hughes, KLA-Tencor Corporation

Client/sponsor

Naema Bhatti
KLA-Tencor Corporation

Facilitator

Glenn Hughes
KLA-Tencor Corporation

Hackathon@KT

Description

In 2014, KLA-Tencor Corporation began four strategic imperatives. Two of these were ‘Innovation’ and ‘Collaboration’. In particular, the company hoped to see more innovation and collaboration occur outside of traditional company processes.

To support these imperatives, a small team led by Naema Bhatti, proposed our first two-day hackathon, an event where employees could dedicate 48 hours to solving any problem that interested them. The company would provide time, space, resources and executive sponsorship. At the end of the 48 hours, judges would select three winners.

While enthusiasm was high among the core team, questions remained. In a company where many people didn’t know what a ‘Hackathon’ was, could we attract participants? Would they collaborate? Would their projects be worthwhile? Would judges recognize the best projects? And could it all be accomplished in 48 hours?

With these challenges in mind, Naema Bhatti contacted Glenn Hughes to facilitate the event and the pre-meetings.  The objectives were:

To create a successful Hackathon event, measured by the event’s ability to:

1.Attract at least 50 engineers to the two-day Hackathon, KLA-Tencor’s first collaborative problem-solving experience.

2.Generate demand for a second Hackathon, as a result of a positive participant experience.

3.Inspire multiple ‘worthy’ projects and event winners that would spur leaders to sponsor a second Hackathon.

4.Result in at least one project worth funding, post-Hackathon.

Key Results Achieved

The key results achieved include:

  • More than 70 engineers attended the Hackathon, forming 23 teams.
  • The event was universally praised by participants, inspiring a second event in October of 2016, this time open to 200 participants from six countries.
  • Multiple Senior Executives commented that the majority of the projects were worth pursuing. This resulted in a 2.5X increase in funding for Hackathon II.
  • The winning project has been funded for further development. Additionally, time and resources have been committed for further work on 11 of the 23 projects.

 

 

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Minnesota Child Custody Group
Minnesota Child Custody Dialogue 

Location: Minnesota; USA
Project Owner: Minnesota Child Custody Group
Facilitator: Miki Kashtan, Center of Efficient Collaboration

Client/sponsor

Concerned Minnesota Citizens
 

Facilitator

Miki Kashtan
Center of Efficient Collaboration

Minnesota Child Custody Dialogue

Description

The objective of this project was to find a collaborative solution to the multiyear debate in the Minnesota Legislature about whether or not there would be a presumption of joint custody / equal shared parenting (defined as at least 45% to each parent by default unless there were reasons not to) in the state’s child custody legislation.

Legislators, lobbyists, family lawyers, judges, child psychologists, and community advocates adopted a fundamental commitment to reach a solution that was truly acceptable to all. The group utilized Convergent Facilitation as follows:

  • Identify principles / criteria to guide legislative and non-legislative solutions.
  • Work in small groups to develop proposals that attend to the principles and make sense to all members.
  • Review proposals together, engage creatively with dissent, and integrate the wisdom and clarity that emerge through learning the concerns. This leads to an initial decision that is acceptable to all members.
  • Engage with constituencies as ambassadors of the process to support understanding of the intentions and constraints within the group, and to gather concerns.
  • Digest feedback from constituencies and update decisions and legislative proposals accordingly.
  • Support the four legislators to pass proposed legislation.

Key Results Achieved

On the tangible level, the project accomplished the following:

  • An initial bill passed unanimously in 2014 with some preliminary changes to eliminate misunderstandings and clarify the intention to have no presumption for or against joint custody. 
  • A final bill passed in 2015 (unanimously by the House, and with only 3 opposing Senators). This bill revamped child custody legislation by reconfiguring the Best Interest of the Child Factors that guide all court decisions, as well as other areas within the law. This bill was embraced by the entire group and its constituencies.

On the intangible level, the project accomplished the following:

  • Converting a collection of mistrustful opponents into a committed group working diligently for uncountable hours over almost three years.
  • Deepening group members’ appreciation of the potential of collaborative processes to solve problems.
  • Planting seeds of interest in collaborative processes in the Governor’s office. 
  • Creating awareness that cultural change is needed to create a child custody approach that truly works.
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