T5. Ecosystem mapping
최종 수정일: 2019년 2월 12일
Complete your ecosystem map.
Use your map to write 3 sample challenge statements:
one very narrow, one very broad, one that feels just right!
Explain how you arrived at your statement:
the topic area:
the users/community you’re targeting:
the problem I'm seeking to solve:
STEP 1: Identify the players in your ecosystem First, brainstorm all the different players in your ecosystem (including yourselves). Consider:
1. Resource providers: all the people contributing time and money to the issue as well as the knowledge and information central to your issue
2. Key allies and complimentary movements: your primary partners, allied organizations, and complimentary movements
3. Key stakeholders: those who stand to gain the most from solving the problem…your clients, beneficiaries, customers
4.Opponents and problem makers: those people and organizations actively working against you and/or creating the problem or making it worse
5.Influential bystanders: those people with power and influence who aren’t currently activated to your cause but who might be, and/or those people who are affected by your issue tangentially.
STEP 2: Identify the environmental conditions Next, brainstorm the primary environmental conditions effecting your issue. Consider:
1. Politics and administrative processes and structures: new laws, rules, regulations, processes, procedures, corruption
2. Economics: economic health, distribution of wealth, growth of markets, trends in fundraising
3. Geography & infrastructure: physical location, transportation, communication, urban/rural/suburban issues
4. Societal norms and culture: norms, beliefs, values, cultural memes, social networks, demographic trends
5. Research: scientific breakthroughs, relevant studies, impact trends
STEP 3: Create a visual map Many organizations complete steps one and two above in traditional strategic planning processes, but don’t take the next step of putting it all together in the form of a drawing or diagram. But if you do, that can be when the real insights and connections happen.
STEP 4: Strategize! Ultimately, your map is useful only if it leads to insights and action plans: building more promising pathways for change, exploring new partnerships, identifying ways to change conditions in the external environment, determining more effective operating practices, etc. With that in mind, make sure you devote time to reflect and draw conclusions. Sometimes, it’s as simple as asking a few powerful questions to get dialogue going, listening carefully to the discussion that follows, and following the discussion through to the farthest point possible. Here are a few suggestions:
1. What are the dilemmas or opportunities we see in our ecosystem map?
2. What conditions in our environment most need to change in order for us to make headway on our issue, and how can we influence and encourage that change?
3. Are there key players or roles missing from our ecosystem?
4. Is our organization (still) relevant? What new innovations or functions might we introduce to our ecosystem that would have the most positive impact?
What I did this week:
1. Volunteered for Alison and Incorrigibles project:
Helped out with consolidating feedback from the Incorrigibles event. Learned about the event in a deeper level, got to hear the voices of participants who came to the event, and aggregated them onto excel sheets for easier access and understanding of what went on digitally.
From an "insider" look on what kind of help a project like the 'Incorrigibles' need in terms of spreading the story, message and activities to the general public I got to understand the limitations, frustrations, and responsibility social projects have.
2. Went to the S&F: The Politics and Ethics of the Archive event and exhibition:
Learned that there is a whole community of archivists, librarians, historians, activists, and artists who were eager to bring back what was from the past to highlight important issues about feminism and equal rights for women of color.
* insights: There were a lot of "stuff". Pictures, documents, audio recordings, and visuals that seemed to have less meaning and relevance because they weren't curated. The momentum was there but there could've been more "umph". They lacked the technology, human power, and space to to visually aid, stimulate, and connect with visitors in a deeper level. Only mainstream users (ppl who had thought about the meaning behind the event/ social issue) were able to really engage and immerse with the content shown. The experience for a first time go-er would've been disastrous.
I know the whole event was meant for a certain population but ..
--> how can people who have the least interest in a subject take part and truly engage with information about the historical, social, and political?
3. Found crucial needs from MODA.
4. Museum of New York City : Interior Lives
I went to see an exhibit on Chinese Americans in New York. The picture documentation work was so powerful. What made it powerful was the ingredient of time. Thomas Holton's piece on documenting a family through the year shared a narrative like no other. I was inspired how time always gets me. It's the archive, the documentation of the before and after effect.
Annie Ling documented the lives of the 35 residents of the fourth floor of 81 Bowery—the “invisible immigrants” who live cramped quarters and work for low wages, many sacrificing in order to support their families left behind in China. (Museum of NY website)
The visual aid both artists provided in helping New Yorkers understand families, social issues, and the city itself was powerful to see.
5. Mapped the focus in area of interactive education, entertainment, pure art and social.
If I were to go for interviews or observe some of the programs museums undergo for social reasons, now I have a place to look.