Monday, July 13, 2009

Learning about upscaling of dairy development online and face-to-face


Heifer in collaboration with Agri-ProFocus organized a learning event on July 2nd about dilemmas in upscaling of dairy development. The idea to start online was born a few months earlier. The organizers felt starting online could help with the following 4 things:
  1. Get to know each other so that a positive climate is created for learning together
  2. Better content-wise preparation for the learning event with the participants by sharing and discussing case studies online before the event
  3. Help to organize the logistics, in particular transport
  4. Disseminate and validate the draft toolbox developed by Heifer

A team of three facilitators was formed with a variety of skills; one was a dairy specialist from Heifer (not familiar with online exchange), one process facilitator from Agri-ProFocus and one consultant online facilitation (external). As always, time for preparation was short and the team met only once for about 2 hours to get to know each other, plan and divide tasks – and actually started the next day!

The design
There was one month left before the learning event, so that was the maximum time that could be used online. A dairy and development Ning platform was put together and a group of roughly 100 registered people from all over the globe were invited to the platform. The team chose to start parallel discussions: (a) the cases, (b) a thread of introductions, (c) an online game (two truths and a lie), (d) to ask for learning expectations and (e) logistics. The team agreed to communicate via mails and skype instant messaging and try to react within 24 hours to each others questions. Every week a message was sent out to all registered participants on the platform, tips from the facilitators were put on the homepage and updated when necessary and we made sure to welcome all participants with a personal note.

What happened?
Roughly half of the invited people responded (50) and signed up for the platform. Immediately, they started to invited others working in dairy development, so we reached a total of 94 participants on the Ning. The cases and introductions were very active threads and all cases received comments from people who had read them carefully. We noticed that we had to invest to get a first reaction to a question, after which more people followed. Almost half of the ‘Ningers’ could not participate in the event in the Netherlands. That brought us to the idea to make short videos to post back for the others who were not present. Unfortunately this person fell ill and nobody could take over. Therefore summaries were made and posted back to the Ning. The online facilitation took each of us 12-20 hours of online facilitation over the course of 4 weeks.

In the evaluation 62% of the participants in the learning event indicated they logged onto the online platform. The comments were appreciative: “It got me involved in the subject”, “I contributed and learned a lot”, “Everybody has a chance” and “Good preparation, great introduction, up-to-date information”

What did we achieve?
The online participation and discussions far exceeded the expectations of the organizing team, given the fact that most invitees are busy and not familiar with this type of online exchange. The case presenters on the learning event noted that people went deeply into the cases and they were able to go beyond trying to understand the case to a real analysis. There was a open, safe atmosphere which allowed people to be provocative and give constructive criticisms without others feeling attacked.

It is hard to measure the effect on the networking on the Ning. The online exchange allowed some acquaintance and dairy people are already well networked. Both factors helped to create a good atmosphere. Many people recognized faces from the ning and it probably helped to reduce anxiety levels because people had a clearer idea of whom to expect.

Most people carpooled- but it is hard to say whether that was a result of the ning. Only one person offered the carpool through the ning. We didn’t get a clear picture of the transport needs online. The draft toolbox was disseminated during the last week. Unfortunately we don’t have data how often it was downloaded (and less how often it was read).

What would we do the same and what to do differently if we’d had to organize it again?

We’re quite content and enthusiastic about the results, so we’d basically do the same thing we did. Investing in welcoming people, making sure a first person reacts online to questions, tips from the facilitator on the homepage and weekly summaries for all seemed to work well for this group of people with little online exchange experience. The focus on cases worked very well for the dairy professionals because it allowed them to go straight to the heart of their profession. The combination of skills within the team worked out well, as did the weekly or so skype teleconferences within the team. And of course part of the success can be contributed to the cases that appealed to the participants. Things to improve:

  • Plan enough time to make summaries of the ning discussions as an input for the face-to-face event. Since the reactions exceeded our expectations, making summaries was time consuming.
  • The icebreaker is good because it is low threshold activity for some participants. However, the ‘two truths and a lie’ was too complex. An easier icebreaker might get more reactions. One participant recognized the exercise from a face-to-face event, so you might go for a familiar icebreaker and translate it online.
  • Don’t combine two questions in one thread. One of the two questions might be ignored. Be very clear what your question is.
  • Navigation remained difficult. The lesson is to give priority to a very clear structure. However, for people who are new to ning or other online platforms the experience may remain chaotic, it is a learning curve for the participants. So it might also be good to allow more time for learning to navigate the online space, both for participants and facilitators!. An idea for participants may be to organize an online scavenger hunt on the forum or a teleconference for those who feel lost?
  • It might work better to focus attention of participant to plan case discussions one after the other rather than simultaneously. For instance, 2 cases per week. This helps to focus everybody’s attention. In our case, the period of 4 weeks was short for that because it takes more than a week to get a substantial amount of participants online.
  • Install analytics (eg. Google analytics) or ensure downloads via other sites that monitor the number of downloads so that you can monitor those data. For instance, you can upload a document on scribd.com and link to it on the Ning.

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Tuesday, July 15, 2008

Moderating for development



‘Ontwikkeling is verandering’ (‘Development is change’) is the name of the so called ‘beleidsdialoog’ of the Dutch Foreign Ministry. In this dialogue the ministry tries to get input of Dutch civil society organisations and other stakeholders who are related to development, like the private sector, scientists, other ministries, and individual persons. It’s a process of several months which started in May and includes two live conferences (in a cinema, close to Ede), papers written by specialists on development issues and an online discussion via the website http://www.ontwikkelingisverandering.nl/. This dialogue will be rounded off with a report that combines the input of these sources and that will be presented to Bert Koenders, the Minister for Development Cooperation. During a feedback meeting in October 2008, Koenders will indicate which aspects of the report will be integrated in a new policy document for civil society that will be drawn up by the Ministry. The implementation of the dialogue is managed by MDF training&consultancy together with internetplatform OneWorld and specialist journal Vice Versa.

Internet forum
The design of the online discussion was very straight forward. It is embedded in the official website (http://www.ontwikkelingisverandering.nl/) which provides a lot of information on the ongoing discussion: reports (written, audio, video) on the conference meetings, written papers by specialists on several development themes and – centrally located – access to the forum. The forum itself is divided into six different themes (Enabling environment, Accountability, Learning capacity, Complementary roles, Tasks 'North' and 'South', Public support) which start with a short introduction about what this specific theme should be about, so participants know how to focus their contribution.

Phone facilitation
The online discussion didn’t start very spontaneously, the first week less than a handful of people contributed. Therefore it was decided that some old fashioned handwork was needed: about fifty people were approached by telephone to ask them personally if they would have time to contribute to the online discussion. The names of these people came from the participants list of the conferences. If a person wasn’t available at the time of the phone call, an e-mail with the same request was sent.The round of phone calls – about a days work - paid of: slowly but surely responses were added to the forum. A few weeks later about a hundred contributions were placed. Part of them were contributions of an other online forum, organised by Partos, a platform for Dutch civil society organisations in the international development cooperation sector. Their members had a (closed) pre-discussion on the same issues as the ministerial discussion. After we were given permission we were able to publish also contributions of some of these members on the dialogue forum.

The pre-discussion of Partos, though useful for this platform, appeared to interfere with the official discussion. Participants didn’t want to contribute for a second time to a digital forum. Even though their individual contributions would be lost, as Partos decided only to publish summaries of the several discussions on the dialogue website.

Observations
While the forum was running, a few remarkable developments could be noticed. First: quite a few contributions were long, some of them more than 800 words. Although in-depth arguments were appreciated, it might have put other people off to write. The sought for dynamics of the forum – with short, quick reactions like a real face-to-face discussion – hardly ever took place.

Second: the forum only rarely lead to a debate where people responded to each other. Instead people often just published their posting without referring to earlier remarks of other contributors. It’s a guess why. But maybe two things might have helped: the structure of the forum could have been more transparent. In order to see if a posting had provoked a reaction, you had to follow the thread in the discussion and look for (a not so visible) number to see if/how many new responses had come to an initial posting. It happened even to me, as one of the moderators of the site, that I missed three responses to an initial summary I had written. And another tool which might have helped would have been an automatic notification to participants of the forum, when somebody sends a new posting. This way you know instantly when somebody reacts on a theme and you are reminded that you can react (again).

Third: the participants of the congress advised that the website should not only support Dutch but also English as ‘working language’. Rather than being spokespeople for them, the Dutch organisations wanted Southern partners to be able to give their own input directly. The original idea was to keep the site as simple as possible and only in Dutch because the target audience of the dialogue are Dutch organisations and individuals. Because of this shift, the website was extended with an English ‘mirror’, after which new contributions were made both in Dutch and English. Existing postings though, remained untranslated. Although there has never been an obligation to write postings in English, potential contributors who write more easily in Dutch might have been made shy to participate after the language shift took place.A last observation that could be made is that some people didn’t want to participate in het online discussion because they also would attend (one or more) days of conference and share their thoughts in the debates there.

Author (see picture): Eugène van Haaren (web)editor Vice Versa

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Friday, June 08, 2007

12-weeks Online Conference on Capacity Assessment & Development

From 9th January – 27th March 2007 an online conference was held on capacity assessment & development. Fourteen capacity development advisors from ICCO working in 14 different countries participated in this conference. It was decided to use two basic tools in the process, an e-mail based discussion platform (Dgroups) which facilitates participation with low bandwith internet connectivity, and skype teleconferences. A few other tools were supporting the online process.

The process
The E-conference started with introductions through Dgroups. This was followed with a start-up meeting using skype and the highspeedconferencing phonebridge where two participants shared and presented their case studies and where participants were able to ask questions. Subsequently, for two weeks experts joined the group and presented some statements. Participants responded and reacted on a number of statements such as “Values vs Tools”; “Donors stay away please!”. In early February we moved on with smaller group meetings through skype, so that advisors could bring in their own cases & questions. In each meeting two to three cases were discussed over a period of one hour, whereafter the discussion was continued through the Dgroup. Between February and the end of March we held 5 skype meeting. The online conference was closed with a final review skype meeting and an anonymous online evaluation.

Participants’ experiences
The overall event was highly valued by the advisors. Especially the smaller skype conferences with participant cases and the D-group discussions about own cases were appreciated. One participant commented. “I have learned a lot from each others’ case studies. You discover that you are not the only one struggling with similar issues.” Other participants express similar comments. “By reflecting on my own work and talking about my experiences it helped me to understand my difficulties better. Also the responses and questions of other made me realise that I am doing quite OK, despite all challenges.”

Some of the participants were also involved in a one-to-one coaching program. They expressed that the coaching helped them to discuss personal and sensitive issues, while the online platform with ‘peers’ helped them to gain more in-depth understanding about their work. One participant expressed she felt less need for a coach being involved in a forum with peers.

Challenges
Many of the participants felt overwhelmed by the high number of e-mails. Around 4 participants switched off the daily receipt of D-group mails. One of the recommendations was to make the e-mail traffic less intensive or to create a more user friendly virtual learning environment. Daan van Bree, one of the ICCO advisors, who just finalized his contract and who is currently working for Music May Day, expressed his concern about D-groups and digital assertiveness. “I first had to get acquainted with the techniques and the platforms, before I felt ready to start sharing my feelings and opinions.” It is good to prepare people in advance, so that they have more digital assertiveness. View Daan’s comments by viewing the following video:







Facilitator experiences
It was good to work as a team of two facilitators for the skype conferences, one paying more attention to the technical aspects of the meeting, like re-connecting people who have dropped off from the conference, the other paying attention to leading and facilitating the conversations. It also helped to take notes during the skype conferences. The fact that people appreciated the later conferences more may also be related to the fact that they all became gradually more accustomed to the use of teleconferences and the particular technologies. Since people felt very overwhelmed by the large number of e-mails, they really appreciated the fact that the facilitators made summaries of each discussion.

Overall the process took longer than planned. On the one hand, we extended the process from the planned 8 weeks to 12 weeks to give people room to react and reconnect, on the other hand, it might have been better to close on the indicated date, as it created unclarity about the process.

As facilitators, we discovered that it is very rewarding to facilitate such a group of advisors who feel isolated and are happy to be connected. On the other hand, we noticed that the facilitation process takes a lot of time and can not be planned. At time, advisors will respond during the weekend because they have good internet connectivity so you have to be on stand-by at all times. Again, it helps when you can team up as two facilitators, so that you can inform the other facilitator to be alert when you are offline for longer periods.

We can compare the process to face-to-face facilitation, yet, it is more complex, because you have an additional task of introducing new technologies and helping people get at ease. It was really remarkable though, that a lot of innovations came from the group itself, for instance, phoning each other into the teleconference using a cheaper option like call2

The way forward – Sustain the Community of Practice!
According to one of the recommendations from the participants, a co-ordinating committee will be formed to discuss around 6 cases per year, and have one case every two months. This process will be facilitated by a rotating leadership. Up to the end of this year we will guide this group to become a sustainable “Community of Practice” (COP) which will share experiences about capacity development of local people and organizations. In the meantime we will use this time to build institutional knowledge on how to sustain a COP.

This article is written by:
Simon Koolwijk, Joitske Hulsebosch, Angelica Senders & Maarten Boers

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