How to Give Effective Feedback Both Positive and Negative

The nuanced distinction in the article below between feedback for young people and feedback for senior people is important.  I like when the complexity of an issue is presented and this article does that.  It also validates my own experience.

At the goodbye party held for me at YU School Partnership I was touched and surprised by the ways that younger staff in the office articulated the positive impact my encouragement had on them.  They reported things like I had pushed them out of their comfort zone, helped them gain confidence and find their voice.

I learned a great deal from the feedback I received from Dr. Scott Goldberg my supervisor at YU School Partnership and Jane Taubenfeld Cohen my wise colleague.

Hope others find this useful as well.

Thank you to Kerri Kervatsi and Hildy Gottleib for bringing this to my attention.

How to Give Effective Feedback, Both Positive and Negative  By ALINA TUGEND

67% find company training/e-learning of little or no value – according to the Learning in the Workplace 2013 survey results.

This survey, by Jane Hart, (600 people sample) replicates the findings of Etienne Wenger's first study of IBM repair professionals (see #1 below). People learn best with contextualized peer-mediated learning. 

"I’ve aggregated the Very Important and Essential scores and  highlighted in blue the top 5 rated ways of learning in the workplace. This shows …

1. that company training/e-learning is the lowest rated way to learn at work , and
2. that workers find other (self-organised and self-managed) ways of learning at work far more valuable – with team collaboration being the highest rated."

"Nevertheless as a whole, these survey results are yet another piece of evidence that show how workers are continuing to organise and manage their own learning in many different ways –  and in doing so are bypassing the L&D Department. What’s more a comparison with the 2012 Learning in the Workplace survey results shows that this is a continuing trend."

How are you organizing learning in your workplace?

source:  Learning in the Social Workplace: Jane Hart's Blog
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#1: A famous example of a community of practice within an organization is that which developed around the Xerox customer service representatives who repaired the machines in the field (Brown & Duguid 2000). The Xerox reps began exchanging tips and tricks over informal meetings over breakfast or lunch and eventually Xerox saw the value of these interactions and created the Eureka project to allow these interactions to be shared across the global network of representatives. The Eureka database has been estimated to have saved the corporation $100 million. source: Wikipedia article on Etienne Wenger

Client Journal - The 'aha' moment

Exciting session with clients today.

My work is helping people who are accustomed to working in a hierarchical way to make room in their repertoire for working in a networked way.  They are embedded in a hierarchy but when they want to work on engaging their constituents, they need to shift their thinking - and it's hard - it takes time and conversation and dialogue because its so far away from their experience of what it possible. 

I need to say things like "what would happen if we tried it this way."  Its soo exciting when that 'aha' happens like it did today! 

We were talking about how to get staff onto the new webplatform.  And our introductory buddy system visit (see blog post ) worked well so we had leaders identified who were ready to go. 

My clients wanted to go back to planning mode, which is their comfort zone, get teams ready to go into the platform as a group -- like the marines - no man left behind - and I said "what about if we just let the people who are ready start now."  The teams can reflect on and organize themselves after we have some action and facts on the ground in two weeks from now.

A light bulb went off -- all of a sudden they did not have to carry their team members on their back into the platform -- it was every man and woman for themselves.  It was exhilarating.

Also a little scary.  But I reassured them the order and structure emerge from the activities of the individuals. Instead of hierarchical control - we have other means of control - like peer pressure, norms, policies, taxonomies, technology structures.

It takes practice and reinforcement to keep the light bulb lit - but I know over time it will become second nature. And then my job is done. 

At least until the community moves into another phase of its development.

A Family Engagement Community of Practice: A Case Study of a Collaboration Model

By Naava Frank and Lara Nicolson
JCSA Journal of Communal Service, March 2013

How can you take a group of local federated agencies working in a similar fi eld— some competing, some working in synergy, some unaware of the others’ existence—and bring them together to have a profound impact on a critical sector of the Jewish community? This article tells the story of 12 months in the life of a Community of Practice (CoP) that shaped a collaborative culture among seven agencies of THE ASSOCIATED: Associated Jewish Community Federation of Baltimore and led to a shared grant for a project maximizing the impact of their work with Jewish families with young children. This article shares the successes, challenges, and learning from the perspective of the community facilitators and members. We hope that it will help other Jewish organizations use the CoP model of collaboration to strengthen professional networks. Although work with human systems may not always be replicable, the CoP model described here can be adapted with thoughtful consideration to differences in context.

Writing by Knowledge Communities

Testimonial

February 26, 2013

 

Dear Naava,

 

I just wanted to let you know that it was truly a pleasure to work with you. Not only did I very much enjoy interacting with you but I also learned a lot from you. One thing that stands out in my mind from our work on the Bruria project is your careful attention to the critical role of reflection in the learning process, even if it means giving up on 'covering more ground' for the sake of really solidifying other elements that were learned.  I also so much appreciate your warmth and openness- I always felt like you really listened to what I had to say and were genuinely interested in my ideas and thoughts.

 

It was such a pleasure to work with you.

 

Warm regards,

 

Ilana

Ilana Turetsky, Ed.D.

Faculty, Azrieli Graduate School

Thank Your Mentor Day

Thank Your Mentor Day - from Facebook

 

Shapiro-Plevan

• Today is Thank Your Mentor Day. I want to thank Naava Frank, who is a mentor not just to me but to many, for her formal and informal mentorship, for helping me to ask the hard questions of myself and others, pushing me to develop expertise and own it, and for helping me to grow as a reflective practitioner. Naava's presence in my life is a lucky accident of place and time, and I am truly blessed to be able to learn from her as my teacher and mentor.

  
  

  
  

  • 

    Naava Frank awww i am so deeply honored! it is a mutually enriching relationship - thank you for being in my life!

Launching HaReshet at AVI CHAI: Pilot Program in Jewish Network-Weaving

Posted on January 8, 2013 Written by eJP 5 Comments

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by Deborah Fishman
A year ago, I set out on a journey to understand how Jewish professionals are acting as network-weavers. I started by interviewing trailblazers who are activating their organizations’ constituencies towards common goals. I met community organizers advocating for causes from new educational models to environmental consciousness in the Jewish community. I encountered group facilitators sparking conversation on best practices in using technology in day schools and growing vibrant synagogues. I spoke with those engaging alumni, young Jews, and other target populations to become active, lifelong Jewish learners. Some of these interviews were featured here on eJewishPhilanthropy. These conversations led me to realize that Jewish professionals working with networks in a diversity of settings would benefit tremendously from resources on network-weaving within and beyond a Jewish context – including one another. I first wrote here about the idea of providing this through a training program for network-weavers.
In my role as Director of Communications for The AVI CHAI Foundation, I am creating a laboratory for experimentation around how network-weaving can be applied to improve the effectiveness of Jewish organizations in engaging their constituencies. From November 2012 to August 2013, in HaReshet (“The Network”), a pilot group of AVI CHAI grantees are learning together about network-weaving; developing and practicing skills in a guided and reflective way; and benefiting from sharing lessons with one another along the journey.
Grantees were selected for this pilot program based on two criteria. First, they see the value of their organizations as networks working toward a particular goal. Second, someone is currently on staff with time allocated to work with this network and help it achieve its potential. These criteria match the intention of HaReshet to help expedite the work of organizations who will regardless be exploring the frontier of building networks this year. I am truly excited to be working with the following participants:

• Frayda Goshor-Cohen and Luba Yusim from the Consortium of Applied Jewish Studies in Jewish Education, managed by Rosov Consulting: Connecting researchers, practitioners and philanthropists in the field of Jewish education;
• Gary Hartstein from DigitalJLearning, a project of the Jewish Education Project: Networking Jewish day schools which are implementing online and blended learning;
• Jane Cohen from Day School Leadership Training Institute of the Davidson Graduate School of Education at JTS: Activating the alumni network of graduates of the DSLTI professional development program, which trains and supports heads of Jewish day schools;
• Debbie Feinstein and Yael Bailey from the Jewish New Teacher’s Project (JNTP), a project of the New Teacher Center: Creating a network of alumni of its programs, which accelerate the effectiveness of beginning teachers in Jewish day schools;
• Rebecca Braverman of Reshet Ramah of the National Ramah Commission; Creating a network of Ramah alumni; and
• Miriam Cohen and Drorit Farkas of TaLAM: Creating a network of teachers using the TaL AM curriculum of Hebrew Language Arts and Jewish Studies.

HaReshet brings alive a vision of how network-weaving is not just new content to be learned. Rather, it is a mindset and approach, which the program itself embodies. Instead of top-down lectures, blended in-person and online webinars accommodating participants both within and beyond New York City enable the interactive discussion of network concepts. Instead of passive learning, participants are required to actively apply the material through exercises between the monthly webinars.
Also critical to network-weaving is the belief that learning is not unidirectional. As the Jewish chevruta model recognizes, there is tremendous value in learning – and in learning together. This concept is particularly relevant to the emerging field of network-weaving, where some may have more experience in working with networks, but we all stand to learn from one another. In HaReshet, each participant is paired with a chevruta partner experienced in network-weaving who will coach him or her to achieve specific personal and professional goals. Our esteemed chevruta partners are: Miriam Brosseau of The Jewish Education Project/ Darim Online (See3), Caren Levine of Etheoreal, Lisa Colton of Darim Online (See3), Liz Fisher of Birthright NEXT, Naava Frank of YU Institute for University-School Partnership, and Sara Shapiro-Plevan of Rimonim Consulting.
Ultimately, in a woven network, the discrete components add up to a whole which is greater than the sum of its parts. The AVI CHAI Foundation in North America invests in a wide range of initiatives that further Jewish literacy, religious purposefulness, and peoplehood/Israel at Jewish day schools and summer camps. While grantees are united around these three core values, they each represent a different path toward making them come to life. Given that AVI CHAI is sunsetting in 2020, it is especially important to the foundation to leave a legacy of strong organizations that can consciously articulate and promote the values to future generations. Part of this work may be to bring together grantees who perceive themselves as operating in very different contexts and helping them understand the ways in which they are working toward similar goals. HaReshet hopes to enable the individual participating networks to grow and each network-weaver to achieve greater confidence and mastery in acting in this role. It also may be one place where grantees can benefit not only from the value of the program, but also the value of access to one another. In doing so, they may begin to think about how they are a part of and can enhance a bigger picture.
At the same time, I have realized the deep importance not just of network-weaving as a concept, but of the individual network-weavers themselves. Their skills, personalities, and dedication greatly influence the ways their networks develop, and are in many cases what enables their networks to take off. I am privileged to work with and learn from so many passionate and talented network-weavers, and look forward to what we can achieve together.
Deborah Fishman is Director of Communications at The AVI CHAI Foundation.
 
Source: http://ejewishphilanthropy.com/launching-hareshet-at-avi-chai-pilot-program-in-jewish-network-weaving/

How to Be A Network Weaver by Deborah Fishman and Naava Frank

See the article that Deborah and I wrote in the HaYidion Journal - P. 46.

http://www.ravsak.org/uploads/files/hayidion/HaYidion_1203.pdf


The term “network weaver” occurs throughout this issue. This article provides a job description and
suggestions for operational techniques for this newest of occupations.  Along with tips for 5 practical tasks of a network weaver.

1. Identify the strengths and gifts of those in your network
2. Help people with common interests connect
3. Encourage complex reciprocity
4. The importance of diverse perspectives
5. Grow more network weavers

Happy Weaving!

Naava

Nice article about the work of my department in YU Alumni news. Covers both our work in communities of practice as well as our certificate programs.  

http://blogs.yu.edu/alumni-news/2012/07/06/back-in-the-classroom-university-school-partnership-programs-offer-continuing-education-for-alumni-teachers/

Sharing My Practice on CP Square - July 2012

I am really honored an excited to be sharing my practice for the next 2 weeks on Cp Square. The structure is that for 10 days, I check in twice a day and respond to questions, share what I am doing, muse on topics I am thinking about. I love to write because of the reflection and find I always get new insights from the process. I hope others do as well.  Join me.

Share My Practice on CP Square

Naava

Teacher Community Success Stories

Naava Frank coaches community of practice facilitators to build the capacity of Jewish day school educators at Yeshiva University Institute for University School Partnership (YU School Partnership/YUSP)

2 success stories covered in the YU press below

CoP of Talmud Teachers

CoP of Navi (Prophets) teachers

Testimonial

"I want to thank you for guiding us in the process of building this community of practice. I think the work itself and community we are creating has so much potential, and the role you are playing is really important. I look forward to our continuing work together!"

Rabbi Bridget Wynne
Executive Director
Jewish Gateways

Testimonial

"Thank you very much for being a masterful guide this year....Very helpful and will continue to be very useful."

Chelsea Bailey, Communal Leadership Specialist at Board of Jewish Education of New York
Former Asst Prof in Early Childhood Education at New York University

Tips on Knowledge Management from the Community Rountable

From the Community Roundtable:  On our recent 'State of Community Management' webinar we got so many great questions that we've archived them all here. One question we liked in particular dealt with a problem many community managers face when trying to gain traction with their audience.


Q: How to overcome barriers for knowledge sharing?

A: Any cultural change takes time but I like to think of it as an infection model. Pinpoint and find key influencers who are already supportive of more open sharing of information and acclimate them to new tools and techniques. Like leaders, it may take some time but it is well worth it as they will 'infect' the rest of the organization. Also people must have the time, receive recognition, and have familiarity with new tools and processes in order to participate effectively. Think about the 'What is in it for me' factor - if that is not there, the initiative will be hard to move forward.

More from Rachel:

Reducing barriers to knowledge sharing is a classic cultural change issue and, like many things in community management, not one with a "right" answer. Changing behavior requires motivation to change and the best motivation is to make the change meaningful to the individual in question. The difficult part is what is meaningful to one person may not be to another and means a variety of programs, training, mentoring, and incentives have to be applied to create lasting change. This theme comes up repeatedly and you can find some ideas and practices employed by practitioners in The State of Community Management.

Jim's take:

Internally, it has a lot to do with having the right people in your corner. While it's important to have an enthusiastic senior executive involved in getting your company to embrace knowledge sharing, I've found it's the middle managers that are the key to widespread adoption. Often times it's their teams and relationships at stake, so if you're able to show them the value, you're on your way.


Another key to building a knowledge sharing culture (internal and external) is creating opportunities for experimentation. I've found brown bag lunches are extremely effective at getting people together to try new tools and techniques. During a customer conference several years ago, I put a Flip camera on each lunch table along with a table tent with three questions. The people at the table took turns recording interviews of one another and had a lot of fun in the process. Later in the day we showed them a compilation of the interviews and you could see them have that "aha" moment. Not soon after we launched a customer community with great success.


Finally, publicize and reward. Often times it's hard to be the first person trying something different. Publicly acknowledge people who take that risk and reward them for their courage. It can be something as simple as lunch with the Sr. VP, just something that makes them feel good about sharing what they know.

Cross-posted with permission of the Community Roundtable: A peer network for community managers and social media practitioners.

Jigsaw by Lawrence Kushner

Each lifetime is the peices of a jigsaw puzzle.
For some there are more pieces.
For others the puzzle is more difficult to assemble.

Some seem to be born with a nearly completed puzzle.
And so it goes.
Souls go this way and that.
Trying to assemble the myriad parts.

But know this.  No one has within themselves
All the pieces to their puzzle.
Like before the days when they used to seal
jigsaw puzzles in cellophane.  Insuring that
All the pieces were there.

Everyone carries with them at least one and probably
Many pieces to someone else's puzzle.
Sometimes they know it.
Sometimes they don't.

And when you present your piece.
Which is worthless to you,
To another, whether you know it or not,
Whether they know it or not,
You are a messenger from the Most High

Reprinted with permission of author and publisher: Lawrence Kushner 1977, pp 69-70. Honey from the Rock.

Thank you to Linda Greenseid the facilitator of the PEJE Leadership Community Of Practice for my calling attention to this poem.

Quotes I like - shared by IISC

These wonderful quotes have come in the mail to me from IISC - the Interaction Institute for Social Change. I saved and gathered them and share them below.


Be a lamp or lifeboard or a ladder  Help someone's soul heal.  Walk out of your house like a shephard.  (Rumi)

The essence of love is to affectively affirm as well as unselfishly delight in the well being of others, and engage in acts and care of service on their behalf, without exception, in an enduring and constant way.  Love.  (Institute for the Study of Unlimited Love at Case Western University)

If we are to survive as a global community, we must understand the imperative nature of giving birth and space to the moral imagination in human affairs.  (John Paul Lederach).

Do what you do best and link to the rest.  (Jeff Jarvis)

I refuse to accept the view that mankind is so tragically bound to the starless midnight of racism and war that the bright daybreak of peace and brotherhood can never become a reality...  I believe that unarmed truth and unconditional love will have the final word.  (Martin Luther King Jr.)

Simple model for Collaborative Group Work by Ken Otter

This simple model was derived from a 13 month research project by Mat Schwarzman, Linda Sartor and Ken Otter while doctoral students at the California Institute of Integral Studies in 1995. Using Collaborative Inquiry methodology facilitated by Elizabeth Kasl, Mat, Linda and Ken, studied the experience of several groups engaged in collaborative work. This is the outline of their findings. 

I. VALUES OF IDEAL COLLABORATION


A) The infrastructure of the group ought to be developed and determined by the group.
B) Authority, power, and leadership ought to be shared by members of the group.
C) Shared meaning-making should be fostered.
D) Individual and group development ought to be viewed as mutually enhancing.
E) A group purpose ought to be agreed-upon collectively.
F) Facilitation should be practiced in service to the group's collective purpose.


II. STRATEGIES FOR COLLABORATION

A) Emphasize inquiry over advocacy.
B) View all perspectives as potentially valid.
C) Provide reassurances about the challenges inherent in collaboration.
D) Attend to development of group skills needed for collaboration.
E) Foreground group goals and purposes throughout.
F) Create opportunities for members to cultivate interpersonal connections.
G) Encourage reflection as a regular feature of group life.

III. EVIDENCE OF COLLABORATION


A) All members actively participate.
B) Roles are not rigidly fixed or permanent.
C) Agreements are articulated and operationalized.
D) Meaning is constructed by the group as a whole.
E) Varied perspectives are registered and encouraged.
F) When conflict occurs, members attend to it with an eye towards the potential benefit it may hold for the group.
G) Unexpected meanings, decisions and other results get made.
H) Members articulate differing perspectives held by one another in a similar fashion.


Cross-posted with permission of the author.  Originally posted posted by Ken Otter on Leadership Learning Community discussion: leadership for a new era Aug 5 2009, 3:06 PM EDT

Hiring A Social Media or Community Manager?

This blog post is cross-posted from Community Roundtable with their Permission

Hiring A Social Media or Community Manager?


by Rachel Happe on January 18, 2010

ShareWe recently had a member call on Hiring for Community Management and also discussed the topic at last week’s #TheCRLive. It’s a hot topic for a variety of reasons. There is growing interest in the field and growing demand for community managers. Our members’ had some additional perspectives:



Community an social media management job descriptions vary widely with little consistency

There are a number of business functions and processes that community managers can support but often the specifics are also inconsistently articulated in job descriptions

Expectations of community manager roles and compensation are not very well aligned

Hiring organizations don’t necessarily know what is reasonable to expect from different levels of community managers or are not always able to identify the level of experience they need

The attributes of community managers are often more important than the skills or experience but that is not the way most organizations hire

Because Community Roundtable members like Rachel Makool, Dawn Lacallade, and Amber Naslund have more experience than most with regards to hiring community managers we think there is an opportunity to work with our members to develop baseline job descriptions and salary ranges for the following positions:



Social Media Expert

Moderator

Community Manager

Director of Community

VP of Social/Community

Like any other type of organizational role, as the position becomes more senior, more strategy/planning/management responsibilities are included and compensation should rise accordingly. We see a lot of job recs being posted that are looking for people with 1-3 years of experience compensated for at that level but also wanting those people to own the social strategy, policies, and internal evangalism. The effort to find a good match for that rec is likely to be frustrating – while there are plenty of young and ambitious potential employees that understand social software tools very well and are eager to take on an organization’s social initiative, they may not have the management and organizational experience needed to effectively champion and execute the strategy. Those young people who do have the skills to build and execute a new organizational strategy are like their more experienced peers in knowing that it deserves a higher level of compensation.



There are two problems causing even further frustration. The first problem is that many social initiatives right now are pilot or new initiatives that just barely have the funding for one junior position who may not have the business and management experience necessary to be successful. This is a chicken and egg problem – without an experienced community manager, the initiative may not be successful but the organization can’t afford an experienced person until the initiative is successful. The second problem is that for those organizations that realize they need a mid-level to senior person to develop and execute an appropriate social strategy, there is a fairly small group of individuals with that experience and very often not in the location needed.



There are a few ways organizations can manage this situation:



Hire consultants. Many experienced community managers have become consultants (Rachel Makool, Sean O’Driscoll, Jake McKee, Janet Fouts, and Dawn Foster are examples) and are in demand for helping companies navigate the transition from pilot to operational communities.

Outsource moderation and/or community management. eModeration, Tempero, LiveWorld, Fresh Networks, and Impact Interactions all offer some combination of moderation and community management. These services can help companies who are starting out, exploring, and experimenting. In particular, moderation is often outsourced completely as needs often fluctuate significantly over time.

Spend time seeking out and investing in understanding the most effective use of human resources. Human resources are critical to the success of a social initiatives but if the role and responsibilities are not clear and appropriately aligned, it can lead to a lot of frustration on both the part of the organization and on the part of employee. The more the hiring manager understands, the better off the outcomes will be. Consultants, training, and services like ours can help tremendously with understanding how to effectively hire and use community management.

Rewards and Targets do NOT Work in Complex Environments

Directly from David Gurteen Newsletter: Thank you David! It's hard to hear the truth.

To my mind the failure by business but more so governments to understand the adverse affects of measures, rewards and targets is a colossal Knowledge Management failure. As far as I can tell nearly all the research and evidence shows that rewards and targets do NOT work in complex environments. In fact they have the opposite effect of what is intended! But despite all the evidence to the contrary they continue, out of habit, to put their heads in the sand and do not change. This post from Ron Donaldson on A blind pursuit of targets points to yet more evidence. I really wish I had collected all the stories of the failure of targets by the Labour government over the last 12 years or so. I think there is enough to write a book! As Ron says "Is anyone in Govt health, education or the environment listening?" This really is a KM issue. We have the knowledge but we refuse to act on it! But apart from anything else "we really must stop trying to do things to people and to start to work with them".

http://www.gurteen.com/gurteen/gurteen.nsf/id/newsletter117#L004753

Epic Change: an organization putting the power of storytelling and social media into the hands of the local communities they support

A couple of weeks ago, I had the pleasure of attending a webinar hosted by Darim Online on the strategic use of Facebook (FB) for non-profits. We were invited by Caren Levine, who is a part of our Kehilliyot Community of Practice. Darim Online specializes in internet strategies for Jewish organizations and their communities, and the webinar was part of the organization’s “Social Media Boot Camp.” The host, technology maven Avi Kaplan ( on twitter @meshugavi ), provided valuable insights into using FB’s tools. Besides laying out the great strategic use of FB groups, analytics, pages, and friend lists, Avi also talked about using FB for “causes,” something he knows a lot about from his deep work with the 3-year old nonprofit, Epic Change.

Intrigued by Epic Change’s mission to “amplify the voices and impact of grassroots change-makers and social entrepreneurs,” we set up a web meeting with him the following week via Web X . What we discovered was the organization’s innovative use of technology and social media to create and spread change through the powerful combination of social media tools and age-old storytelling.

Epic Change has been focusing on a project in Arusha, Tanzania—the support of the Shepherds Junior School. Co-founders of Epic Change, Sanjay Patel and Stacey Monk, an IT project manager and a management consultant respectively, created the nonprofit organization after a life-changing trip volunteering in Africa in 2007. The project supports the work of the school’s founder, Mama Lucy Kamptoni, who they describe as a “savvy and passionate local woman.” Epic change made initial loans to the school and then helped them find creative ways to pay back the loan, such as a school performance and selling hand-made crafts.

In addition, the organization has facilitated finding partners to raise money for the school, such as the May 2009 $10,000 grant from Ideablob, which funded the school’s first technology lab. In October 2009, the fifth graders became the first #TwitterKids of Tanzania when they partnered with LacProject, part of a social media curriculum. The story of one of the local students whose life has been impacted can be found here. One particularly successful partnership was with Silicon Valley Tweetup, where they raised over $2,000. You can read more about their success in getting this community’s story out there through blogging themselves, forming partnerships, and empowering the locals with the technology to give voice to their own perspective (and “tweet” their thanks) by visiting Epic Change's news page.

We at Knowledge Communities were honored to talk with Epic Change and learn about their extraordinary work. This organization is a leading example in building community around an important cause and using the tools of storytelling and social media to raise funds to support grassroots change-makers that are in need of resources in order to continue their work. We are also thankful to our Kehilliyot Community of Practice and the sharing and generosity that members show towards one another, thereby allowing us all to gain more insight into good work and how it is getting done around the globe.

Diana Norma Szokolyai

Associate Consultant, Knowledge Communities