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Assignment 1 Define Process & Metrics

Daly Fenlon

St. Petersburg College

This assignment will define the process to build a team work that will be capable of making
a specific change in society. We will build and organize a group of people in order to create a non-
governmental organization (NGO) that will defend and promote the respect for human rights. As
you will see, we are going to specify the different actors and the roles they are going to develop,
and also, we will build a SWOT analysis, to identify the strengths, weaknesses, opportunities and
threats of the team work, in order to determine the boundaries that we will face. Then we are going
to build our strategy, a map process, a step by step plan, that allows us to reach the goal. Further
key measures or indicators of this process will also be provided on current performance, as well
as lessons learned while doing this assignment.

Ownerships and roles
These are some of the actors that can participate in the creation of this team work.
 Leaders: a leader is a person that accepts the responsibility of making a community to reach
a common goal. In this case the defense of human rights will be the main objective of this
group. We need to understand that a leader is not a person that will take all decisions by
himself; its role is to empower the community in order to build a solid structure that will
work a unity.
 Community: will be represented by a group of people with a common problem that need to
be solved. This community is characterized by having different types of resources that will
be transformed in power, in order to make a change based on the recruitment, capacitation
and development of leadership.
 Sources of Resources: we can summarize these sources in one word: allies. Other
organizations, institutions and leaders, which could represent a support for the plan that
our new organization has.

SWOT Analysis
Strengths Weaknesses Opportunities Threats
-Knowledge -The strength of the -New national allies -Disorganizations
-Leadership system which we are -New international -Negative leaders
-Solid Structure fighting against allies -Persecution
-A common goal -Instruments to -Loose of hope
-A solid plan divided denounce violations -Elitism
in little winnings. and defense human

Process Boundaries
Taking into account the previous SWOT analysis we can define some boundaries that can appear
in the process of creating and strengthening our NGO
1. Disorganization
2. Negative leaders
3. Persecution by the system
4. Loose of hope
5. Elitism
6. Strength of the system

Map process
In this opportunity we are going to define 5 steps that need to be taken to reach our purpose.

1. Build a shared narrative: the organization is rooted in shared values that are expressed
in a public narrative. The public narrative is how we communicate our values through
stories, transmitting the motivation, necessary to change the world. Through public
narrative, we tell the story of why we are called to leadership ("my own story"), the values
of the community of which we are a part ("the history of us"), and the challenges that we
need to that demands an action ("the history of the now"). People can draw on the moral
resources - courage, hope, and solidarity - that are needed to risk learning new things and

exploring new ways of doing things. This act empowers them to engage others in a more
effective way.

2. Create a shared compromise: the organization is based on relationships and the mutual
commitment to work together. It is the process of association - not simply aggregation -
that makes the whole greater than the sum of its parts. Through association, we can learn
to transform our individual interests in common interests, allowing us to conceive the goals
we can achieve through the use of our combined resources. As we are more likely to act to
enforce those interests in a relationship, building relationships goes beyond sending a
message, asking for a contribution or winning a vote. Relationships built as a result of
individual meetings and small group meetings create the foundation of local church teams
and are rooted in the commitments people make to each other, not simply compromises
with an idea, task or problem.

3. Produce a shared structure: a team leadership structure leads a local organization to be
effective in its purpose at the state, national and even in a global level. The work of the
volunteers tends to fail because it is not possible to train reliable, consistent and creative
local leaders. Structured leadership teams foster stability, motivation, creativity and
responsibility, and use volunteer time, skills and effort effectively. They create the structure
within which volunteers can face difficult work with lots of energy. The teams seek to
achieve three criteria of effectiveness: meet the standards of those who are due, learn to be
more effective in terms of the results of their actions and improve the learning and growth
of team members. Team members work to set five conditions that lead to effectiveness: a
real team (united, stable and interdependent), engaging direction (clear, momentous and
challenging), a propitiatory structure (interdependent work), clear rules for the group, and
a diverse team with the skills and talents needed to do the job.

4. Shape a strategy: although it is based on broad values, effective campaigns focus on a
clear strategic objective, a way of turning those values into action and giving way to
creative deliberation; for example, elect President Barack Obama; buses in Montgomery,
Alabama; get up to 100% clean electricity; etc. Campaigns at the state level place

responsibility for the state-level strategy at the top (or center), but are able to "divide" the
strategic objectives on time (deadlines) and space (local areas) as a campaign, allowing
significant local responsibility to solve how to achieve those objectives. The responsibility
to create strategies of local objectives empowers, motivates and invests in local teams. This
dual structure allows the integral movement to be implacably well-oriented and promotes
the personal motivation of the volunteers to be fully engaged

5. Figure a shared measurable action: the results of organizing must be clear, measurable,
and specific so that progress can be assessed, the responsibility taken measured, and
strategy adapted based on experience. These measures can be: volunteers recruited, money
raised, people in a meeting, voters contacted, laws enacted, etc. Although electoral
campaigns have the advantage that the results can be measured very clearly, any campaign
of effective organizing must reach the equivalent. The regular report of progress made
toward achieving the goal offers the opportunity for feedback, learning and adaptation.
Training is provided for all tasks (for example, conducting meetings at homes, telephone
banks, etc.) to carry out the program. New media can help enable reporting, feedback and
coordination. Transparency exists as to how individuals, groups and the comprehensive
campaign are doing with respect to their progress toward their goal

Suppliers Inputs Process Outputs Customers
Leaders of the Motivation Build a shared Speeches that For all this
teamwork with Common goals narrative will call other project the
the community to action customers will
Common be the
problems Create a shared Reasons to join community that
compromise to the common is facing the
Shared stories goal violation of
human rights
Produce a
shared structure

Solid structure
Shape an empowering
Strategy new leaders

Build a step-by-
step plan with
Figure a shared specific time
measurable periods
Resources action
Instrument that
will show you
Build a the impact of
compromise in your work
every step
Allies that will mentioned
support the before
initiative in a
national and

Verify Accuracy
These are some strategies developed by Liz Pallatto, Joy Cushman, Jake Waxman, Dan
Grandone, Devon Anderson, Rachel Anderson, Adam Yalowitz, Kate Hilton, Lenore Palladino,
colleagues of the New Organizing Institute, organizers of MoveOn, the personal of the center for
Community Change Jose Luis Morantes, Carlos Saavedra, Sean Thomas-Breitfeld, Shuya Ohno,
Petra Falcon, Michele Rudy, Hope Wood, Josh Daneshforooz, Melanie Vant, Uyen Doan, Lucia
Moritz and others. The main goal was to build workshops that allow communities to:
 How to articulate a story of why they were called to leadership, a story of those who hope
to mobilize, and a story of action: yes, we, now

 How to build intentional relationships as the foundation of collective action directed.
 How to structure your team with a common purpose, norms, and roles for effective
 How to strategize to transform your resources and power to achieve your goals clarified.
 How to translate the strategy into measurable, motivational, and effective action.

Lessons learned
This is not a simple process, because has many inputs and outputs that must be coordinated to
support achieving the desired goals and objectives for the process. Only after all actors understand
the transformation needs to take these inputs and create the outputs desire can the improvement
process even begin.


Pallatto, L, Cushman J, et al. (2002). Leadership, Organizing and Action. Harvard University
Kennedy School (1st Edition).