The Barefoot Guide to Working with Organisations and Social Change
Tools and Lessons
Series: Barefoot Guides
The guide, with its supporting website, includes tried and tested concepts, approaches, stories and activities. Its purpose is to help stimulate and enrich the practice of anyone supporting organisations and social movements in their challenges of working, learning, growing and changing to meet the needs of our complex world. Although it is aimed at leaders and facilitators of civil society organisations, it will be useful to anyone interested in fostering healthy human organisation in any sphere of life.
This book offers a perspective on why organisations exist, the real roles they play, and on the importance of supporting the sovereignty of local organisations and social movements for meaningful social change. Readers will find a range of approaches to leadership and facilitating change in organisations. In addition, the significance of relationships and power dynamics in organisations and organisational change processes are explored. The guide provides some tools for reading organisations, including how organisations tend to move through various phases of development, for facilitating change and addressing challenges in implementing or sustaining change. Finally, the guide gives support to processes of building learning organisations, how to continually learn both from personal experiences and the experiences of others.
A library of additional downloadable exercises, readings, case studies and diagrams to accompany the guide is available on the Barefoot website (www.barefootguide.org).
The People Of The Barefoot Collective
Honouring The Sources Of This Guide
Copyright And Licensing
Chapter One - Shaping Our World New Ways Of Looking At Organisations And Social Change
Why Organisations Matter
Seeing What Is There, Supporting What Is Possible
Seeing The Future In Sovereign Local Organisations
Key Aspects Of Sovereign Organisations
Seeing Organisations: Machines or Living Systems?
Key Principles and Ideas Guiding this Book
Seeing the Ways Organisations Change
Seeing the Future Organisation of Society
Chapter Two - Inside Out Towards understanding ourselves, other people and how we change
Asking Good Questions
Good Facilitation And Facilitative Leadership
The Threefold Human Being
Phases Of Individual Development
The Four Temperaments
Chapter Three - People to People
Creating and Working with Relationships in Organisation
Why Are Relationships So Important?
Seeing Through Relationships
Power, Relationships, Change
Types Of Power
Five Bases Of Power
Why Is It Important For Us To Talk About Power?
What Is Needed?
What can Get In The Way?
Some Practical Tips
Chapter Four - Through the Looking Glass
Observing and Understanding Organisations
Facilitating Organisational Understanding – Some Principles And Guidelines
Does Organisational Assessment Help Anyone?
The Phases Of Organisation Development
Using Phases Of Development In Practice
Organisational Elements And Cycles
Getting Practical – Techniques For Observing And Understanding Organisations
Chapter Five - Stepping into the Unknown
Facilitating Change in Organisation
Common Issues In Facilitating Change
Facilitating Emergent Change
Using The Action Learning Cycle As A Tool
Facilitating Transformative Change
The Seven Tasks Of Working Through The U-Process
Facilitating Projectable Change
3 Key Challenges Of The Project Cycle
Drawing The Threads Together
Chapter Six - Finding a home for change
Supporting, Grounding and Sustaining Change
Why Is Organisational Change So Difficult To Accomplish?
Managing The Transitions Of Transformative Change
Practical Suggestions For Leaders In Implementing Change
Chapter Seven - Staying alive to change
Learning and Innovating in Organisations
What Does It Mean To Be A Learning Organisation?
Designing Our Own Approach To Learning In Organisation
Practical Guidelines for Designing Learning
Watch Out For…
Why Do Organisations Resist Learning?
Key Elements Of Organisational Learning Stories, Learning And Social Change…
Planning, Monitoring and Evaluation (PME)
Mapping PME in the Development Sector
Horizontal Learning – And New Forms Of Organisation…