How Movements Get Started
(Hint: it takes two.)
Sharing Strategic Vision
Movement-building involves inspiring people towards a compelling shared vision of the future that represents a qualitative shift from the present status quo, and is tied to their deepest shared values as a community. Developing a compelling shared vision with clear outcomes is a core strategy for change agents and change leaders as they do the work of movement building.
“Appreciative Inquiry” is an effective methodology for articulating the vision and developing the strategies for collaboration needed to make positive change. The Appreciate Inquiry approach begins with the assumption that every organization has something that works well. In contrast to a more traditional strategic planning approach that begins with an assessment of deficits and barriers, Appreciative Inquiry focuses on identifying the “positive core” of an organization, and then mobilizes and builds upon that asset base to create the energy, vision, and will to move forward and take action.
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Vision 2020: An Example of a Current Movement Across a Large Institution
This movement started with the appointment of a Vice Chancellor for Community Health and the establishment of an Office for Community Health in 2007. In late 2009, the Vice Chancellor began making personal visits to each of the deans of the College of Pharmacy, College of Nursing, School of Medicine, the department chairs, allied health programs and administrative units within the HSC, to dialogue about community and population health measures, and to find out what programs or projects within each of those units was addressing health beyond the individual. By 2010, the Health Sciences Center had adopted Vision 2020 as its strategic goal for the next ten years, kicking it off with a Symposium that would highlight all the programs working towards improvements in health and health equity around the state. A second Symposium was held nine months later, this time with a focus on inviting community partners who could begin to dialogue around existing partnerships and how to build stronger, more effective collaborations. In 2011, the executive leaders from UNMHSC began making quarterly visits to communities in the hopes of establishing regional academic extension hubs throughout New Mexico, with local health extension agents at each hub helping to bring together the various stakeholders working towards health improvement and linking them with university resources.
Nurturing Institutional Culture & Leadership
Related Literature & Tools