朝邦文教基金會 CP Yen Foundation

推動對話力, 促進社會正向改變,朝向永續發展的城邦

1月份對話訊息: 《參與式策略規劃-案例分享 》 Consensus Building at YUNGSHIN

《參與式策略規劃-案例分享 》 永信社會福利基金會主管共識營

葉建鑫永信社會福利基金會發展部主任

永信社福基金會從2011年後,從提供急難救助及單位捐贈等業務之傳統基金會,逐漸轉型為提供直接服務的社福基金會。並陸續成立了松柏園老人養護中心、社區關懷據點,也提供在地化居家服務、日間照顧,即將於2015年開辦的失智症老人團體家屋等服務,都是聚焦於銀髮服務,特別是失能及失智的長輩。同仁們秉持著創辦人的精神,提供優質的照顧服務讓長輩享有快樂、安全及有尊嚴的晚年生活。

2014年10 月基金會為了讓所有主管都能夠參與基金會中長程發展計畫計畫的擬定,期待所有與會人員都能有充分溝通、陳述與發表意見的機會,建立起主管對基金會決策的共識感,減少溝通的落差,讓未來策略推動可以更加順暢,而特地邀請朝邦基金會來規劃和引導本基金會首次2天1夜的願景與策略主管共識營。與朝邦基金會結緣,是一年間陸續參加朝邦引導的對話活動,體驗到【引導對話】是一門學問,而且確實是可以協助組織成員共同解決問題。

共識營的開始先透過環境掃描及趨勢分析,讓中階主管可以清楚看見基金會、產業整體環境及政經環境間彼此緊扣的關係,現場所有人員交換彼此想法,弭平彼此間資訊的落差,建立起後續凝聚共識的良好基礎。接著引導師引導我們在真誠、信任和欣賞彼此的安全氛圍中,揭露自己最真誠的一面,並開放地分享自己內心渴望。隨著描繪出自己生命之樹,和共同塑造出永信社福基金會永生之樹。當下在我們每位主管的心中,已浮現出基金會願景的雛型。第一天共同營造出了溫馨和諧的氛圍,也讓第二天的共創歷程可以更加順暢。

第二天透過首家創櫃的社會企業【多扶接送】的標竿案例,讓我們學習到優質服務模式觀念和作法,並進一步探索學習和關注【多扶接送】的成功關鍵。在共識營前,大部分主管對於基金會的願景與策略,並無太多的想法與意見。經過一天半後,成員們心裡的種子已逐漸萌芽,形成各種更具體的想法,和可能看見果效的意見,更順利的完成基金會未來三年的願景藍圖。為了讓願景可以成真,策略的擬定和現況分析就相當重要了。引導師讓每個人都能交錯分析組織的現況,具體將內部優、劣勢和外部威脅及機會,呈現在每位主管的面前,接著運用技巧聚焦在我們認同的願景,再以輪替方式討論出達成願景的策略與計畫,完成基金會未來三年的中長程計畫,主管們也更清楚自己的定位與未來的發展趨勢。

在共識營結束前,我們分享了彼此的心得感受,特別著重於互相的嘉許與感謝,唯有肯定他人才是認同自己。分享的過程中,也再度感受到大家對於基金會、同仁們滿滿的愛,也讓大家更有動力往前邁進。

引導師雖然並未具備照顧專業的知識與背景,但在共識營引導過程,妥善運用大家的專長,鼓勵成員思考、發表、聆聽、凝聚與共識,將一點一滴漫天飛舞的光點,聚焦成為照亮未來的太陽。期待未來能夠持續運用【對話與引導】的方式,讓大家可

以盡自己的棉薄之力,完成一項又一項的挑戰。同時讓所有主管們都能夠彼此尊重與諒解,進行建立起互相包容的工作環境。

Participatory Strategic Planning Retreat: 
Executive Consensus Building Workshop at YUNGSHIN Social Welfare Foundation

By Chien-Hsin Yeh, 
Director of Department of Development
YUNGSHIN Social Welfare Foundation

Since 2011, Yungshin Social Welfare Foundation's core functions have gradually changed from emergency relief and donations to providing direct services on social welfare. Examples include the foundation's establishment of Sung-Bo-Yuan Nursing Home, Community Caring Stations, at-home caring services, day care services, and a caring centre for dementia patients to be opened in 2015. These services are for elderly groups, particularly for disabled and dementia patients. In the spirit of our founder, we strive to provide high quality services to ensure the elderly people can live a happy, safe and dignified life.  

In October, 2014, to ensure that all the supervisors participate in the foundation’s mid-and long-term strategic planning, fully communicate their thoughts and opinions, build consensus among the supervisors toward the foundation, bridge the gap of communication, and ensure a more efficient operation the Yungshin foundation invited the CP Yen Foundation to plan and facilitate a 2-day vision, strategic planning and consensus building workshop.

The collaboration with CP Yen Foundation started about a year ago when we began attending a series of events on dialogues organised by the foundation. Through these events, I came to understand that dialogue facilitation is a specialised discipline that helps team members solve their problems together. 

These dialogue workshops often started by scanning the issue's context and analysing current trends.  This approach enabled the supervisors to see the relationship between the foundation, the outlook of our field of practice, and the overall political and economic environment. 

Participants exchanged their thoughts, resolved the gaps in communication, and established a good starting point for the activities arranged for later in the workshop. At this point, the facilitator helped us open ourselves to a safe, sincere, trusting and appreciative space. We were then able to speak with one another about our aspirations. Together, we sketched both our own trees of life and Yungshin’s tree of life; and the vision of our foundation began to take shape. On the first day, we successfully created a warm and harmonious atmosphere which would make our second day even more effective.

On the second day, we examined the case of “Duofu Care Service”, a social welfare service provider that pioneered fundraising through a new platform, the Go Incubation Board. We studied Duofu’s model of high quality services and its keys to success.

Before the workshop, most of the supervisors had not thought much on the vision and strategies for Yungshin. After one and half days, their ideas were taking shape. The team members offered specific ideas and conductive suggestions. We were able to draw out the blueprint for the next three years. To make sure we could realise our vision, strategic planning including current standing point analysis practices were very important steps.

With the assistance of the facilitators, all the participants cross-examined the organisation’s current reality and presented the advantages, disadvantages, threats and opportunities. We focused on the visions we all agreed upon, took terms in discussing the strategies and plans for the vision, and completed the mid- and long-term plans for the next three years.  More than ever, Yungshin's supervisors clearly saw their current status and the future outlook. 

Before the workshop ended, the Yungshin participants gave our feedback. We acknowledged and thanked each other. By affirming and recognising others, we affirmed and recognised ourselves. In the process of sharing, the love everyone had for the foundation and one another was strongly felt. We were more motivated than ever. 

Although the facilitators were not trained in professional caring services, they helped us use our strengths during the workshop, enabling us to think, express, listen, converge and reach consensus. They helped us consolidate the sparks that were flying everywhere into a glowing sun. I hope we can continue to use “dialogue and facilitation” to help our team complete one challenge after another, to help the supervisors to respect and  understand one another, and to build a mutually accepting working environment.

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