What are the biggest challenges when you work with large multistakeholder groups?HSUEH: Finding the “right” clients, ones with a learning orientation, is critical. It’s important for them to come into this process with an open mind, to say, “I have my worldview, I have my mental model, but I’m curious to venture into the unknown of seeing the larger system together with other stakeholders.” If someone comes with the mindset of “I am superior and because I have the financial resources, I get to dictate where to allocate them,” you don’t have that curiosity and genuine interest to learn and be vulnerable enough to say “I don’t know.”......Creating the space for people to be open and curious and listening to each other is one of the biggest challenges but also the biggest promise. When we see each other as human beings, a lot can be shifted. We no longer operate at just the surface level but deep down, with what Otto Scharmer would call open heart and will.
...work with either funders or decision makers who have long-term goals; they want to see concrete, collective action coming out the other side. So who you work with, what their vision is, and how you design the project are key
To sustain the change process, it’s important to create a collaborative network of systems leaders and then build their capacity. So the work is not just about the work, it’s also about people and their capacity... How do you create the learning infrastructure to support change agents on the ground to continue to learn and grow with each other? A big part of it is peer learning, so team members can learn from each other as they launch new projects. They then do action research and bring their learning back to the network.
Our intention is to identify local leaders, develop their capacity, and then support them in kicking off, for example, the systems mapping work and furthering the iteration of the map. The best outcome is that I, as a change facilitator, put myself out of a job.
In the coming decades, there will be a huge wealth transfer to millennials and women, many of whom have a social and environmental consciousness and want to do good with their wealth. They may not necessarily know how. And then in the field of systemic change, there are people who have been working on facilitating change but may not have resources....Currently, impact investing—investment with the intention of generating a beneficial social or environmental impact alongside a financial return—is still quite siloed, in the sense that you fund a particular project or a particular social enterprise; you’re not looking at the whole system. The problem is that silo thinking and action leads to silo solutions, which lead to more problems in the future....systems investing creates systems change and systems return
Personal Sustainability
奧薩半島正位於經濟發展決策的十字交叉點。在環境所面臨的種種威脅，背後的根因是什麼，哪裡可以介入？而又需要怎樣的政策、方案或財務支援才能順利實行？為面對這個複雜的挑戰，Omplexity協助再生經濟實驗室 (Regenerative Economy Lab, REL) 及地方領導者合作共創系統圖，分析當地的系統動力，釐清根因並找出潛在的槓桿點以產出集體行動。
透過永續、教育等相關案例介紹，分享如何運用系統建模(systems mapping)及系統創新流程(systems innovation process)來引導多方利害關係人的對話，藉此對於當前系統取得共同理解、凝聚願景，進而找出能夠促成集體行動並有效改變現況的高效槓桿解(high-leverage points)
Omplexity 系統變革
＃公民培力工作坊𝘓𝘦𝘴𝘴𝘰𝘯１ ✦公民參與對公共事務的重要性講師 ⟣ 陳祺忠 苗栗縣環境保護協會理事長／台灣石虎協會專員⟣ 鄉村與都市概況與問題⟣ 可參與公共事務公開程序現況說明（中央、地方）⟣ 可利用之手段工具說明⟣ 公民參與對公共事務推動的重要性
＃公民培力工作坊𝘓𝘦𝘴𝘴𝘰𝘯２✦如何參與在地社會運動講師 ⟣ 陳祺忠 苗栗縣環境保護協會理事長／台灣石虎保育協會專員⟣ 如何走進抗爭現場⟣ 抗爭有哪些手段工具需要掌握⟣ 組織如何健全⟣ 該如何規劃抗爭⟣ 該避免的一些問題
台灣資訊公開做得不夠好，很多開發案資訊還是沒公開，尤其是無需環評的，而公民參與則淪為走程序，開發單位向來就是有辦就好，許多案例都是前端公民溝通不足，造成後面抗爭反對爭議不斷
《城市要變好，公民不可少》溫哥華公民參與機制經驗分享講師：林聖崇（淨竹文教基金會董事長、前生態保育聯盟總召、監督施政聯盟環境能源組組長）台灣水資源保育聯盟 監督施政聯盟
溫哥華政府迫切且認真的推展公民參與
由前立委陳椒華召集推動成立的監督施政聯盟，在5月初舉辦城《城市要變好 公民不可少》—溫哥華公民參與機制經驗分享，監督施政聯盟安排旅居溫哥華多年的淨竹文教基金會董事長林聖崇，分享親身參與體驗溫哥華公民參與機制的經驗。除了帶領大家瞭解溫哥華政府用什麼方式推行公民參與、又是如何提升民眾參與意願，以及與台灣做法的差異性，激發大家對公民參與有更立體的想像與實踐，並共同探討如何在台灣推動更多元的公民參與機制，讓自己的城市更進步更美好。
積極性公開訊息必須及時性：公開訊息的時間, 政策草擬階段？政策已經定案？充分公開訊息有效公開訊息,要讓閱聽者很方便瞭解。 開放政府必須做好：公民參與的機制？實質有效參與？鼓勵民眾參與的機制做了嗎？成效如何？檢討報告也應該公佈
有利於環保團體參與和生存的空間 http://www.coolloud.org.tw/node/61004 2004/10/23 苦勞報導一、環運對中央施壓：新十大建設的遊說過程 記者：請談談環保團體針對新十大建設的遊說過程。 林聖崇（以下簡稱林）：...
#督政盟講座 《城市要變好 公民不可少》—溫哥華公民參與機制經驗分享...
公民參與 是城市進步的基石，但台灣現有機制卻有諸多限制
南部場來囉！#公民參與 是城市進步的基石，但台灣現有機制卻有諸多限制！如果你想瞭解公民參與推動和執行的更多可能性，邀請你至現場參加講座，聽講者分享親身體驗國際典範溫哥華公民參與機制的經驗，激發更立體的想像與實踐！
options chosen are not implemented or do not solve the problem
How to reach a good decision? Professor Etiënne Rouwette tells us more in this interview, based on his book Engaged Decision Making.
Not all people are allowed to participate in the decision. It then turns out that as a result, not all effects have been considered and there is often backlash from those who have not been heard
Brainstorming ... But are you then on the same page? By the word "quality" I can mean something very different from you. In a brainstorm, you won't find out... That way, people easily stick to their own preconceptions and ideas ... distance between a loose list of ideas and deciding what to do is too great
People and organisations need to get a better grip on the matter in order to make a move
Financial and Manufactured Capital ... Intellectual and Human Capital ... Social [and] Relationship [Capital] ... Natural Capital
How dynamic business models enhance integrated reporting of environmental and social impacts, improving business strategy, and sustainability
4. Make space for feelings and processingusually these engagements, be it a workshop or a role-playing game, are loaded with emotions because people are surprised by some things ... mental models are challenged...Juliette Rooney-Varga who came up with the idea so that ... after the game or a workshop you could ask people to go in the corner of your feelings. So are you feeling angry or sad or anxious or hopeful?...These weren't ... hopeful ... and they talked about it. They shared their feelings with each other and then we opened up the floor because the feelings have to be expressed. They have to talk about it....A scenario is an internally consistent vision of the future, so talking about this vision: How a day could be like in this future? ... and what also has turned out to be very powerful is to have this one minute of silence and reflecting about the scenario: What would you love about being part of this future? ... They go into conversation, talk about it, express it and then we actually come out than what many people have thought about before we engage in this climate exercise....You can't just leave people with "Oh, I had a great time!" Thumbs up and [do nothing afterward]. You've got to ask people to make a specific commitment, to take action ... Ask them to make a specific commitment in three domains: What are you going to do personally? ... What are you going to do professionally in your organization, your company or your University? And what are you going to do politically ... as a citizen to influence collective action to make a difference on these policies? ... A commitment is not a New Year's resolution ... It's what are you going to do, by a specific date, with a specific person, for a specific purpose? You're going to write it down. You're going to share it publicly and you're going to follow through. And people come up with amazing things we don't tell them what to do, they come up with amazing things ... A large majority of them actually do follow through and then they share that with us
Not in my term of office, or Not in my election year occasionally referred to as NIMTOO and NIMEY, are an acronyms referring to the habit of elected officials for postponing projects that may be unpopular like a new power plant.[1] This is similar to the often stated 'not on my watch', which politicians use to mean: "as long as I'm in charge, this...
The buck stops here
Buck passing, or passing the buck, or sometimes (playing) the blame game, is the act of attributing to another person or group one's own responsibility. It is often used to refer to a strategy in power politics whereby a state tries to get another state to deter or fight an aggressor state while it remains on the sidelines.[1] The expression is...
政策說帖有很多種類型，比方說針對某個法案修法氛圍正熱或值得強力主推時，就會做該法案的一些關鍵爭點與民間建議的說帖，那種就會比較細緻；而新立委上任拜會的說帖就要盡可能用精要的詞語，先介紹自己與廣泛介紹各個法案，然後法案說帖的內容會用附件方式處理。但無論如何，格式上都是一樣的。扣除掉封面與前言，並依照短中長期順序排列各類議題（單一法案說帖通常都不用）後，每個議題的形式會是「背景」、「問題指認」、「政策建議」。可以使用精簡的段落，也可以僅是列點，但務必清晰。你的TA是「對這議題不見得那麼熟悉的委員」，搭配拜會時的解說要直接切入正題，不要繞來繞去或放太多無關資訊，要尊重委員的時間，並且最好先做點功課找與委員領域最相近的議題（如社福+住宅=社宅議題）等。而在說帖寫作上，面對「政策建議」上的苦惱應該是比較常見的。其實平常沒有在做「政策建議」的話，我的經驗是可以先「指認當下現況有哪些重要困境或問題」，然後往回推導出「要解決這問題應該要怎麼做」。但值得注意的是，「問題指認的完成度」很容易讓人產生錯覺。因為你可能下意識覺得你知道問題出在哪了，或那些問題「人盡皆知」、「有眼睛的都看得出來」，但細究之下卻根據不足。這方面就要看各自找尋資料的敏銳度，而其實只要這階段的內容做得紮實，往往一些「政策建議」也就呼之欲出。至於要如何把資料紮實下來，可以使用一些書籍、政府公開統計資料等等，政府公開資料多如牛毛，但如果從別人引用這筆資料的文章中知道「有這筆資料」，再回頭找原始檔，往往有意外驚喜。甚至光是看這些統計資料，很多事情就已經可以顛覆你的想像，已經可以發現一些問題的端倪了。如果發現想要指認或解決你心中的那個問題，但公開資料仍遠遠不足的話，可以透過民調、問卷等方式取得資料，而另一種方式就是政府內部統計資料，通常是NGO與立委／議員問政上進行合作。所以如果還不知道要怎麼提出政策建議，至少先盤點出還缺什麼資訊幫助你判斷建議如何進行。一方面透過公開資料、問卷或與民代合作找到這些資訊，一方面看看國內外有沒有相關研究已經提到這個爭論或已有更好的制度處理這個問題，也能開拓你最後提出解方的眼界（國外的OOO制度很好，但搬來台灣會卡到XXX法，那就從XXX法開始修吧）。回到一切的基礎：資料。公開資訊沒什麼好講，就是蹲馬步笨功夫，摸得夠熟才會有「這筆資料跟之前的另一筆資料對起來，好像會發生有趣的事！」的靈光一閃；而與民代合作的問題要先確保其他功課都先做好了，問題都有列對，再去麻煩人家，問題盡量越簡單越清晰越好，列點呈現，不要讓行政部門有顧左右而言他的迴避空間。我們跟立委合作看到的各種多屋家戶資料，已經不知道有沒有加起來快二十次了。一開始可能會因為各種粗疏被耍，但你總會逐漸逼近真實。大部分的狀況下，資料上這樣就可以了。但有些資料即便與民代合作也不好取得。有些是真的皮到怎樣都不給或亂給，或是這個資料跨部會勾稽所以很難要（如內政部統計處與財政部財資中心），那就要更麻煩委員辦公室，需要請委員把這些部門都一次揪來開協調會。看這個資料的整合上，大家各自有什麼困難，建立對接窗口，當場把負責與期限分派好，期限到了之後再來驗收。而有些時候，你真正想問的問題是不可能拿得到的。需要靠編織問題網去逼近真相，想辦法提出一些可實證且政府必然會有的數據，透過這些數據推導出你想問到的答案，整個過程有點像玩海龜湯。比方說，台灣不可能有任何部門有辦法且有意願統計「台灣租屋黑市佔多少比例？」。那我們就請委員協助釐清了「台灣有多少戶繳納租賃所得稅？繳了多少錢？」與「台灣有多少租屋族用租金抵稅？」這兩筆數據。經處理過後，粗略估算台灣租屋黑市七至九成以上，這個推估最後因為資料限制，絕對還是有不精確之處，且還沒更新最新年份的比例，但這已經是目前全台灣最準確的數據了。甚至連監察院審議部報告都使用我們講的「租屋黑市」這個詞。最後，還是有一些資料是真的要不到的，就是政府壓根沒做這個統計，比方說「有多少領取租金補貼／入住包租代管的房客，有設籍在租屋處？」這個問題就因為根本沒有這個統計欄位所以要不到。但有些時候，「根本沒有某些重要資訊」本身或許就可以是一個問題，政策建議就是「要求政府統計此項資訊」。所以一份說帖最重要的，其實是問題指認夠不夠清晰。只要能夠回應這些問題．解方與政策建議都可以調整。而這整個過程中，數據與資訊的重要性一以貫之。至於一份說帖要不要具備政治判斷？我覺得需要，但不見得需要見於文字。
剛剛跟NGO朋友聊到用來倡議的「政策說帖」怎麼寫，我自己也只有一些摸索與言傳身教而來的粗淺認識，不確定對誰有用（甚至是否有用），諸君姑且看之。...
「MENU」，因為這會是一份今年我們盤點最緊急或最重要的法案改革清單。「MENU」的用途是讓我們拜訪新立委時，讓他們能最方便認知道我們有什麼「菜品」。有一些「菜品」會是我們特別介紹適合這位委員的，有一些則是讓委員辦公室評估之後，看要不要一起點這道菜。這種玩意做起來要頗花力氣，我大概寫完目錄之後給大廚（秘書長）審閱後，後廚真正儲備的「菜品」本身，開議之前就至少要先寫完三樣最有時效性的議題（有一樣分給同事，所以我至少要寫二樣）；而每道菜品都是套餐，有且只有「背景」、「問題指認」、「政策建議」，在可以寫清楚的前提下，字能少就少，不要寫任何其他廢話
剛剛完成了前兩天說腳摔到的那篇文章，待刊出後再跟大家分享。內容大概會是「以青年投票趨勢，重新定位台灣住宅政策與戰略」，並提出針對在野黨／執政黨推動政策的策略剖析」。接下來我要處理的工作，我親切地叫它「MENU」...
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