Creating a Healthy Community - University of Missouri Extension

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14 Chapter 2: Managing Community Change INTRODUCTION Communities are constantly undergoing change. Generally change is slow and incremental, and a community’s capacity to manage change is not tested. The processes of accommodation and acculturation incorporate the incremental changes into a community with a minimum of fuss and disruption. In Alaska, the rate, pace and types of change have been faster and more intense than in other places. Changes that may take place over several generations have been compressed into a generation or less. Changes in lifestyle, culture, technology, food, cash economy, clothing, and governance structures are but a few of the changes that have taken place in the past 50 years. The ability of a community to create, sustain, and implement the capacities needed to manage the changes that have taken place has been tested to the limit. A key to having healthy communities in rural Alaska will be their ability to adapt to and manage change in a way that preserves the good of a community, while taking advantage of the new that fits within the community’s definition of a healthy community. Understanding the generators of change and the tools available to manage change is a key component of keeping a community healthy. PROCESS To help a community understand the changes that have taken and are taking place, generally the process of asking the community these three questions helps them to understand what is taking place. These are: 1. What are the changes you have seen take place in your lifetime? 2. What have been the generators of these changes? 3. What can be done to mitigate these changes? The answers that follow are typical answers that have come out of sessions held in Alaska communities. Section I: Introduction–Basic Concepts
COMMUNITY CHANGE Question 1: What are the changes you have seen in your community in your lifetime? Electricity/Telephone Elders Education Traditions TV Behaviors Language Discipline Religion Abuses now Alcohol/Drugs Morals Clothing Food and preparation Age of parents: younger Lots of outside services Culture Land Policies: “our land” Values More entities Income/Cash Politics Subsistence Leadership Transportation Question 2 – What have been the generators of change? Exposure to outside world Invasion Loss of history/culture Money Question 3 – How can this change be mitigated? Jobs City ordinances Education The identification and generators of change are easily identifiable to most communities. The question of how this change is managed is another matter. Mitigation and control of change requires change tools that many communities do not have, or are not aware of. A good resource for Alaskan communities is the “McCarthy Road/Chitna Road Roundtable Project, Phase II Report, September 2000. This is available from the Alaska Department of Transportation and Public Facilities at 1–888-752-6368. This report details the change management tools available to Alaskan communities, both governmental and informal ones. It is a strongly recommended resource for rural Alaskan communities. Following are several aspects of a community that are visibly affected. Community Change Results In: • Changes in community values • Changes in demands for service • Changes in infrastructure needs • Leadership changes • Needs for capacities to manage change • Stress on existing community capacities • Cultural outlook changes • Disruptions in community governance • Population/demographic changes • Economic base changes • Local business mix changes • Physical appearance changes • Energy need changes • Local communication network changes • Civic virtue changes • Dreams/hopes/vision changes • Community functions changes Section I: Introduction–Basic Concepts 15
Page 1 and 2: CREATING HEALTHY COMMUNITIES The Pr
Page 3 and 4: Section I Table of Contents Introdu
Page 5 and 6: Chapter 4: Partnerships ...........
Page 7: May 15, 2002 Greetings! We are very
Page 10 and 11: 10 Chapter 1: The Process of Commun
Page 12 and 13: CONCEPTS INVOLVED IN COMMUNITY DISC
Page 16 and 17: MANAGING COMMUNITY CHANGE “ Every
Page 18 and 19: 18 Chapter 3: The Healthy Community
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Page 23 and 24: Chapter 1: Web of Community WEB EXE
Page 25 and 26: SACRED/FAVORITES EXERCISE Question
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Page 29 and 30: Chapter 5: Intangibles of a Communi
Page 31 and 32: Chapter 6: Energy of Community INTR
Page 33 and 34: Visioning/Focusing Process A proces
Page 35 and 36: STEP 5 - MAKING IT REAL Have the pa
Page 37 and 38: ECONOMIC OPPORTUNITIES Introduction
Page 39 and 40: The Rusty Bucket Model Jerry Wade o
Page 41 and 42: Economic Development Plan There are
Page 43 and 44: Economic Opportunities Discovery Pr
Page 45 and 46: Ivory: Carvings Earrings Hair piece
Page 47 and 48: Question 3—How could you use your
Page 49 and 50: Chapter 7: Community Resources INTR
Page 51 and 52: ASSET MAPPING John Kretzmann and Jo
Page 53 and 54: HUMAN RESOURCES INVENTORY What are
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Page 57 and 58: Chapter 9: The Outside World Rememb
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Page 61 and 62: 5. People must be allowed to make t
Page 63 and 64: Operational Principles of Community
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Justice Legitimate authority Subaut
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GETTING TO THE HEART OF THE MATTER
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On the first page on the left write
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DETERMINING LOCAL CAPACITIES Once p
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Other essential community capacitie
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Question 2: Who needs to be involve
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• The second set of who’s are t
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• This leads to the different par
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Chapter 5: Leadership INTRODUCTION
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COMMUNITY GOVERNANCE Introduction A
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THE WEB OF GOVERNANCE DISCOVER WHO
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Chapter 6: Working With People INTR
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COMMUNICATION SKILLS People communi
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George Gazda, in his Human Relation
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Haley’s Comet A colonel issued th
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Group Dynamics Understanding the dy
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Group Key Ups Downs Leader Phase Pr
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Group Members’ Roles and Function
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Things That Block/Build a Group Thi
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Ground Rules It is imperative that
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• People don’t like to be left
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Here is a tool to help evaluate mee
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6. PARTICIPATION a. Are all of the
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MEETING EVALUATION Please circle th
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SECTION IV: CREATING THE HEALTHY CO
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Participants have done this and pre
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Chapter 3: Community Culture: Under
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This exercise provided a wealth of
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Third Community Meeting-community m
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Follow-Up Meetings May include econ
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Community Development Meeting Evalu
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WHO • can help? • must we “Se
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ACTION PLAN FOR ATTAINING GOALS A s
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3. When would you be ready to start
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These questions can help to do this
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SECTION V: SUMMARY FOR CLOSING Chap
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• Builds upon unique strengths an
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Chapter 4: Final Thoughts THE HEART
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Appendix—References A. Paul Hare,
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Fessler, D. R., Facilitating Commun
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Mezirow, J. D., Dynamics of Communi
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Staff, Introduction to Rural and Co
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