One of the things that impacts all development strategies and all communications plans is organizational change. In a small non-profit, the role of communications in development is critical; so, too, is its role in planning for and communicating internal strategies.
The past several months, my organization has been experiencing significant change, and in recent weeks my thoughts on communications for development have slowed down to thoughts on communications for internal change, and then focused even further to strategic communications on individual roles and projects, and in recent days I have found myself unable to think strategically at all. At times like this, I try not to "think" my way out of the flood of information and priorities, but rather to try to be more socially intelligent, creative, and intuitive until systems and structures can be redrawn.
Organizational change has much in common with social change, and we sometimes forget that organizational change is a social and collective process, not just a technical one. There are many parallels in the way social and organization change is managed and in the formal and informal development of new systems and networks. It has been interesting for me to carry concepts of social transformation at the individual and community level while trying to manage structural change at the organizational level.
In the meantime, I have kept an eye on the fascinating, expanding, evolving, collective and individual actions of the students from Marjory Stoneman Douglas Highschool including their takeover of the Guardian magazine, and the stunning financial impact of student David Hogg's retaliation against broadcaster Laura Ingraham's criticisim of him.
Also, this is tells you everything you need to know about reconciliation:
Interview with Chief Dr. Robert Joseph and Karen Joseph from Philanthropist Journal on Vimeo.
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