CrowdDoing Service Learning Training Director Volunteer
CrowdDoing aims to show how social innovation can scale to the scope of our collective challenges by leveraging under-utilized capacities and how it can drive new participation by individuals and institutions to make that possible. Social innovations and social enterprises have insufficient support today to address Sustainable Development Goals. Organizations in both the public and private sector meanwhile face a shortage of skills for navigating a world increasingly challenged by VUCA - "volatility, uncertainty, complexity, and ambiguity."
A study of CEOs conducted by IBM found that "rapid escalation of complexity is the biggest challenge confronting [the world’s public and private sector leaders]." . Research has connected the increase in VUCA as a critical cause of the doubling of the "topple rate," the rate at which "big companies lose their leadership positions". Research finds that the current approach to training for a VUCA world isn’t working . CrowdDoing conducted primary and secondary research on what effectively prepares workers of the future for a VUCA world. The authors of this paper studied the evidence of what kinds of education and training prepare individuals with the skills of the future that a VUCA world demands. This report lays out CrowdDoing’s findings.
In sum, this report indicates that service learning and skilled volunteering have demonstrably been efficient and effective approaches to helping individuals acquire skills for a VUCA world in a diversity of fields-from human resources to engineering to project management to data science. This report builds upon both primary research from CrowdDoing’s experience and secondary research into evidence of service learning’s effects, skilled volunteering and its effects, ad cases I which service learning ad skilled volunteering have been applied to social innovation
The report is meant to help organizations understand how virtual service learning & skilled volunteering can help organizations overcome current and future skills deficits in their workforce. It is also meant to help individuals appreciate the ways in which participation in social-innovation-oriented skilled volunteering can accelerate their problem-solving abilities... and make employees under their supervision more effective.
On the basis of our primary and secondary research, CrowdDoing recommends that each organization consider the CrowdDoing paradigm as viable preparation for an increasingly VUCA world. Helping individuals grapple with complex systems and their consequences for stakeholders through skilled volunteering and service learning in support of social innovation can help give them skills that can help them succeed in a VUCA world.
There is increasing evidence of an "executive skills gap" - a gap between the skills needed to cope with a volatile, uncertain, ambiguous, and complex (VUCA) business landscape and the skills being imparted by executive development programs. This gap is "increasingly obvious-and, costly." This volatility-a cause of companies losing leadership positions vis a vis the "topple rate" - also relates to the increasing inter-connectedness of the world and the decreasing length of the period during which current skills remain current. "Many executives have acknowledged the extreme compression of the time scale on which dramatic change occurs at the technological, industry, customer demographics and preferences, organizational, operational, and interpersonal levels. A pharmaceutical executive observed: "Ten years ago we had a decade to adjust and prepare for what was coming, but today the adjustment cycles are much shorter. How do you prepare for that?"
This challenge has been building for some time. Already in 2010, IBM’s "Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study" reported that the complexity of operating in an increasingly volatile and uncertain world is the "primary challenge of CEOs." Since then research has connected the increase in VUCA as a critical cause of the doubling of the "topple rate," the rate at which big companies lose their leadership positions, suggesting that even "winners" are in a precarious positions."
VUCA has come to intersect with each professional role, including that of project management. One example of research in this area is Booz Allen Hamilton’s "Redefining Program Management for the Unique Challenges of Complex Programs," which identifies complexity in projects as "the exponential increase in ambiguity surrounding stakeholder expectations, especially regarding the certainty of program outcomes and schedules." Similarly, scholars of the information technology and communications fields have noted that "workers in the digital economy should be able to generate and process complex information; think systematically and critically; take decisions weighing different forms of evidence; ask meaningful questions about different subjects; be adaptable and flexible to new information; be creative; and be able to identify and solve real-world problems".
One leverage point for achieving Sustainable Development Goals through social innovation is to create new depth and breadth of participation by stakeholders. CrowdDoing aims to scale participation through skilled volunteering and service learning opportunities to help enterprises and institutions foster social innovation.
Better mental health, physical health and productivity among employees are among the intrinsic incentives that prompt companies to adopt employee volunteer programs. Learning, creating impact, and achieving mental and physical health benefits are intrinsic incentives that prompt employees to participate in volunteering & service learning programs.
Service learning has historically been efficient at achieving learning goals but inefficient at achieving impact goals. Scaling service learning in support of social innovation can intervene to change this pattern.
Our increased awareness of the interconnectedness of societal challenges requires that we train professionals to be more than excellent in their particular fields: they need be able to collaborate across disciplinary lines. These collaborations on real-world social innovations shift the perspective of professionals to an empathetic frame of reference vis a vis the stakeholders they aim to serve. Grappling with complexity is not easy, but in order help social innovations reach their impact potential to achieve Sustainable Development Goals and beyond, people are willing to learn more about complex systems and the systems that have implications for a social innovation and the stakeholders it is created to serve.
Skilled volunteering and service learning in support of social innovation is an efficient way for individuals to gain skills that that further their success as project managers, human resources professionals, marketing professionals, and engineers. Service learning focused on social innovation can be efficient simultaneously at achieving impact, and at teaching skills needed in the future.
Abilities that are helpful to this role:
Instructing - Teaching others how to do something.
Speaking - Talking to others to convey information effectively.
Writing - Communicating effectively in writing as appropriate for the needs of the audience.
Active Listening - Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
Monitoring - Monitoring/Assessing performance of yourself, other individuals, or organizations to make improvements or take corrective action.
Reading Comprehension - Understanding written sentences and paragraphs in work related documents.
Active Learning - Understanding the implications of new information for both current and future problem-solving and decision-making.
Complex Problem Solving - Identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.
Coordination - Adjusting actions in relation to others' actions.
Critical Thinking - Using logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions or approaches to problems.
Social Perceptiveness - Being aware of others' reactions and understanding why they react as they do.
Judgment and Decision Making - Considering the relative costs and benefits of potential actions to choose the most appropriate one.
Service Orientation - Actively looking for ways to help people.
Time Management - Managing one's own time and the time of others.
Persuasion - Persuading others to change their minds or behavior.
Systems Analysis - Determining how a system should work and how changes in conditions, operations, and the environment will affect outcomes.
Systems Evaluation - Identifying measures or indicators of system performance and the actions needed to improve or correct performance, relative to the goals of the system.
Activities relevant to this role:
Establishing and Maintaining Interpersonal Relationships - Developing constructive and cooperative working relationships with others, and maintaining them over time.
Communicating with Supervisors, Peers, or Subordinates - Providing information to supervisors, co-workers, and subordinates by telephone, in written form, e-mail, or in person.
Organizing, Planning, and Prioritizing Work - Developing specific goals and plans to prioritize, organize, and accomplish your work.
Training and Teaching Others - Identifying the educational needs of others, developing formal educational or training programs or classes, and teaching or instructing others.
Interacting With Computers - Using computers and computer systems (including hardware and software) to program, write software, set up functions, enter data, or process information.
Making Decisions and Solving Problems - Analyzing information and evaluating results to choose the best solution and solve problems.
Getting Information - Observing, receiving, and otherwise obtaining information from all relevant sources.
Analyzing Data or Information - Identifying the underlying principles, reasons, or facts of information by breaking down information or data into separate parts.
Coaching and Developing Others - Identifying the developmental needs of others and coaching, mentoring, or otherwise helping others to improve their knowledge or skills.
Developing Objectives and Strategies - Establishing long-range objectives and specifying the strategies and actions to achieve them.
Developing and Building Teams - Encouraging and building mutual trust, respect, and cooperation among team members.
Updating and Using Relevant Knowledge - Keeping up-to-date technically and applying new knowledge to your job.
Scheduling Work and Activities - Scheduling events, programs, and activities, as well as the work of others.
Processing Information - Compiling, coding, categorizing, calculating, tabulating, auditing, or verifying information or data.
Evaluating Information to Determine Compliance with Standards - Using relevant information and individual judgment to determine whether events or processes comply with laws, regulations, or standards.
Provide Consultation and Advice to Others - Providing guidance and expert advice to management or other groups on technical, systems-, or process-related topics.
Interpreting the Meaning of Information for Others - Translating or explaining what information means and how it can be used.
Monitor Processes, Materials, or Surroundings - Monitoring and reviewing information from materials, events, or the environment, to detect or assess problems.
Performing Administrative Activities - Performing day-to-day administrative tasks such as maintaining information files and processing paperwork.
Thinking Creatively - Developing, designing, or creating new applications, ideas, relationships, systems, or products, including artistic contributions.
Documenting/Recording Information - Entering, transcribing, recording, storing, or maintaining information in written or electronic/magnetic form.
Identifying Objects, Actions, and Events - Identifying information by categorizing, estimating, recognizing differences or similarities, and detecting changes in circumstances or events.
Judging the Qualities of Things, Services, or People - Assessing the value, importance, or quality of things or people.
Guiding, Directing, and Motivating Subordinates - Providing guidance and direction to subordinates, including setting performance standards and monitoring performance.
Coordinating the Work and Activities of Others - Getting members of a group to work together to accomplish tasks.
Assisting and Caring for Others - Providing personal assistance, medical attention, emotional support, or other personal care to others such as coworkers, customers, or patients.
Monitoring and Controlling Resources - Monitoring and controlling resources and overseeing the spending of money.
Communicating with Persons Outside Organization - Communicating with people outside the organization, representing the organization to customers, the public, government, and other external sources. This information can be exchanged in person, in writing, or by telephone or e-mail.
Performing for or Working Directly with the Public - Performing for people or dealing directly with the public. This includes serving customers in restaurants and stores, and receiving clients or guests.
Resolving Conflicts and Negotiating with Others - Handling complaints, settling disputes, and resolving grievances and conflicts, or otherwise negotiating with others.
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CrowdDoing Service Learning Training Director Volunteer
CrowdDoing aims to show how social innovation can scale to the scope of our collective challenges by leveraging under-utilized capacities and how it can drive new…