指導者養成作業部会/目的と構成
1. どうしてタスクフォースを作るの? どうして 今?
運動戦略能力開発ワーキンググループによると、コミュニティ主導のユニットを作ることで、リーダーシップ開発活動が "運動戦略の提言に従って開発され、長期的に持続し、コミュニティへのインパクトと戦略的方向性を念頭に置いて継続的に評価され、改善される "ことになります。
コミュニティ開発チームは、運動の組織統治と意思決定については、運動憲章の枠組み文書を含め、多くの作業が進行中であると認識しています。最終的には、グローバル評議会が構成され、これらの問題に対する最良のアプローチを決定する立場になれば、このタスクフォースは変更されるか、置き換えられるかもしれません。しかし、現在進行中の作業があり、コミュニティ開発チームは、タスクフォースがその作業だけでなく、希望に応じてコミュニティグループにも重要な指針を提供する予定です。タスクフォースによって長期的なプロセスや道筋が明示されれば、全員がより良い仕事をすることができるようになります。
リーダーシップ開発タスクフォースは、意思決定における公平に寄与します。実践の共同体であり、知識と経験の中心であるフォーラムを創設します。このタスクフォースは、資源配分や他の分権・権力共有の側面が決まりしだい、適宜、意思決定権を得ます。タスクフォースは、勧告、ガイドライン、提案を作成します。提案では、イニシアティブを成功させるための下準備があることを明示しています。これには、リーダーシップの定義を共有すること、リーダーシップ開発計画を作成することが含まれます。この計画は、次のような質問への回答です。誰がリーダーシップ開発に責任を持つのか？優先順位は？また、リーダーをサポートするシステムはどのようなものでしょうか。
2. タスクフォースは何をするの?
この提案は、過去の調査や会話のレビューに基づいてコミュニティ開発が行いました。[1] タスクフォースは作業を開始した後、提案されたタスクを確認し必要に応じて変更します。
A. リーダーシップの定義の共有について起草
なぜ、運動にはリーダーシップの定義が必要なの？
- 今、「リーダー」という言葉について、また、コミュニティにおける「リーダーシップ」の能力向上を支えるモデルについて、誤解がありがちです。[2]
- 「リーダー」や「リーダーシップ」の定義が共有されていないと、誤解が生じます
定義を考えるにあたって、どのようなことが必要でしょうか？
- リーダーシップのタイプ、コアリーダーシップスキル、リーダーシップパスなどの定義を含む分類法または用語集を作成
- 異なる文化的背景を持つ人々がリーダーシップについて同じように理解できるように、定義についての認識を高める[3]
- リーダー候補、既存のリーダー、またはリーダー育成者として、リーダーシップに関心を持つボランティアのコミュニティの育成を支援[3]
定義されるべきは？
- リーダー：ウィキメディアにおける「リーダー」とは？[4][5]
- 良いリーダーシップ：良いリーダーとは？
- リーダーシップスキル：リーダーのスキル、資質、および/または価値観とは？
- Leadership pathways: what leadership pathways or roles exist in the movement? Which leadership pathways need to be created? Which leadership pathways need to be named and recognized?
What happens with this draft?
- The draft definition will be placed on Meta-wiki and open for review and refinement. It will guide the Community Development team in its work. It can also be used by community groups
B. Create a Leadership Development Plan
Why does the movement need a leadership development plan?
- Leaders are considered a key success factor for any project. Our movement has not had a unified structure for systematically building leadership skills and cultivating new community leaders[6]
What could a leadership development plan include? (This is not a complete list.)
- Goals and vision: what is the direction and outcome for leadership development? What are concrete goals, both qualitative and quantitative?
- Roles and responsibilities: who is responsible for developing, funding, supporting, and evaluating leaders? From where and who can form initiatives?
- Access to leadership roles or pathways: how are leaders encouraged and identified as leaders? How do people access leadership roles or pathways? How can more diverse leadership be encouraged?
- Valuing leaders: how do leaders know they are valued? What are the benefits of leading? [7][8][9]
- Identifying leadership skill needs and assets: how can needs assessments be conducted to identify what leadership skills are needed?[10] How can existing leadership development assets be collected and shared?[11][12][13]
- Approach to leadership development: do different types of leaders need different forms of support? Who should be taught leadership skills? [14] What methods can be used to develop leaders?[15][16]
- Evaluation: how and when can successful leadership development be measured?[17]
- Support systems: what kind of support are leaders given? How can the long-term sustainability of leaders be supported?
- Newcomers: how are newcomers encouraged to discover and consider leadership paths in the movement?
- Funding: how can leadership development be supported? What are funds best used for?
- Priorities and roll-out: What are the “core” leadership capacities?[18] How are multiple initiatives evaluated in order to prioritize or share limited resources? What leadership development initiatives are prioritized? How does this prioritization differ across contexts? What might a prioritized list of leadership development investments look like for a region or context?
C. Guide the implementation of leadership development
After drafting the leadership development plan, the task force will change its focus to implementation. This will include advising and evaluating implementation done by the Wikimedia Foundation and may extend to an advisory role for volunteer working groups and affiliates.
At this stage, the task force could decide to execute parts of the leadership development priorities. Examples of the task force’s work might include:
- Conducting global/local needs assessments to understand the leadership skills gaps
- Creating and maintaining a central database of existing resources
- Creating programs: mentorship programs, training programs, tech platforms
- Providing resources (documentation, network connections etc.) to an affiliate who is interested in providing local leadership training or helping them understand grants processes available
3. How is the task force formed and structured?
A. Composition of the task force
- Up to 12 members. A group this size can work effectively and efficiently. Total size may be based on interest by qualified individuals
- Members will be a mix of individual volunteers, affiliate volunteers/staff, and Wikimedia Foundation staff (Wikimedia Foundation staff representation will be one person from the Community Development team)
- Aiming for a diverse group across several parameters:
- Region/country
- Language
- Gender
- Emerging communities / established communities
- Wiki projects
- Voices that are not yet included in discussions
- Current and past roles in the organization or community (contributor, functionary, board, staff, committee etc.)
B. Skills and experience of members
- Members will have working knowledge and experience with capacity building and leadership development. This experience can be from inside or outside the movement. Roles that members may have held previously (formally or informally) include: trainer, learning designer, facilitator, organizer, coach, mentor, educator, or leader
- Strong interest in people development, movement sustainability and growth, and strategic planning
- Reliable, responsive, and committed
- Effective communication and collaboration skills
- Ability to work in a cross-cultural, group-work setting
- Language: members do not need to speak English fluently. Translation support can be provided on an as-needed basis
C. Term limit & time commitment
- Task force work will begin in approximately May 2022
- The time commitment is approximately 5 hours per week (this includes the live meetings and asynchronous work); time commitment can fluctuate from week to week depending on the stage of the process
- Term limits will be 1 year each with the option to re-apply. This term limit is set to allow people to exit and avoid burnout
D. Role & responsibilities
- The task force will act as a working group and an advisory committee. The task force is responsible for coming up with ideas, drafting a plan, executing on agreed tasks, and any other required work
- The Community Development team will support the task force by providing a facilitator, translation support, documentation support, and skill development opportunities. The Community Development team is a supporter and enabler, rather than decision-maker and developer
E. Selection of members
- Process
- An application process will be used. Interested and qualified community members are invited to apply
- Applications will be reviewed and scored anonymously by a panel including Wikimedia Foundation staff with a background in learning or leadership development and volunteers with experience in this work. The members of the panel will be publicly identified
- Criteria for selecting members
- Skills and experience: have background and competency in capacity building and leadership development as well as other qualities stated earlier
- Motivation: demonstration of a clear reason for joining the task force
- Commitment: ability to practically, mentally, and emotionally commit the time and effort to the work for a 1-year term
- Self-awareness: ability to reflect on their motivations, strengths, and challenges
- Diversity: representation in language, gender, region, experience, movement role and community
- Individuals under active sanctions by the Wikimedia Foundation or any Wikimedia community are not eligible. Sanctions would include bans (full or partial) or active blocks (full or partial). Prior sanctions and warnings are not a barrier to consideration
- Selection timeline
- March - April 2022: call for application
- April 2022: applications reviewed anonymously by a panel
- Early May 2022: task force announced
- Late May 2022: task force begins work
F. Benefits and stipend
- Stipend of $100 every 2 months to offset costs of participation. Stipends can be used to pay for childcare, internet, transportation and other costs that make volunteering possible
- Skill development opportunities: task force members will have access to skill building opportunities, including training on topics such as conflict transformation and nonviolent communication. Through their work on the task force, members will also learn (by doing) about group collaboration processes
G. Working process
- The task force will work in sprints. This involves developing work in small increments and making frequent changes based on feedback
- The task force will be supported by a facilitator to support collaboration, decision making, and process management
- The task force will be gathering community feedback throughout its working period to ensure more voices are included. This acknowledges that a relatively small group of community members cannot represent the entire movement
H. Support for task force
- Facilitation: the task force will have a facilitator who will support the group in smooth collaboration, decision making, process design, and project management
- Documentation: the facilitator and the Community Development team will support the group in documenting its work
- Translation: simultaneous and/or written translation will be provided on an as-needed basis
- Coordination and communication: the Community Development team and Movement Strategy & Governance team will provide any coordination, outreach, and communication support
- Skill development: training on relevant skills will be provided
References
- ↑ 付録：これまでに何が行われたかをご覧ください。
- ↑ Leadership Development Dialogue Talk Page: Diverse forms of leadership
- ↑ a b February 2021 Follow-Up Conversations: Local capacity assessment
- ↑ 付録： リーダーシップの定義をご覧ください。 前例が掲載されていますが、今後を拘束するものではありません。
- ↑ リーダーシップ開発についての対話のトークページ：その他のご質問・ご意見
- ↑ Community Health R3: Building the leadership of the future
- ↑ Leadership Development Dialogue Talk Page: Movement versus Foundation
- ↑ Partnerships R11: Invest in the leadership potential of community members
- ↑ Movement Learning and Leadership Project: What we learned
- ↑ Follow-up events/Cluster C
- ↑ See the related work from the Capacity Exchange, an ongoing community project which is piloting a platform that matches capacity building needs with assets
- ↑ February 2021 Follow-Up Conversations: Local capacity assessment
- ↑ February 2021 Follow-Up Conversations: Leadership development in the movement
- ↑ Summary of Movement Conversations 2020/Arabic
- ↑ See Appendix: Implementation Ideas
- ↑ July & early August Community Conversations Monthly Report: Capacity building
- ↑ Capacity Building R6: Evaluating capacity building
- ↑ Capacity Building R1: Building capacity for capacity building