Relational working demands a different operational model built emergent action, meaning actions and activities responded dynamically to what arose rather than following a fixed, predetermined plan, often operating in three-month cycles with Sprint Reviews for reflection.
Defining the 'vision' for Belong in Plymouth
In February 2022, the core team of Belong in Plymouth came together to create a Theory of Change for our work. This proved to be challenging due to the emergent nature of the work and the trickiness o...
By Cathy McCabe
Expression of Interest - March 2020
Please tell us why you are applying. What does the partnership want to achieve and why, and over what period of time? Why do you think you can be successful? In Plymouth, our aspiration is to ‘shift ...
By Matt Bell
Stage 1 submission - September 2020
Please describe specifically which groups or communities your partnership seeks to benefit and how you will involve them in developing a plan over the first 6-9 months. How will your approach promote ...
By Matt Bell
Stage 2 submission - October 2021
In 4 years time, success looks like: An established, ongoing community conversation continually feeding into strategic decision-making. Quality support for immediate community action, which is furth...
By Matt Bell
Moving away from command and control
When working in collaboration, there is no command or control. The normal organisational structure is lacking. Each organisation and each individual is a sovereign body in their own right. Working on ...
By Matt Bell
Managing roles in uncertainty
The work to be done is mind-bendingly interconnected. We are highly interconnected as a society. To get to work, we rely on the world’s people and resources to get there before we have even started th...
By Matt Bell
Systems and practices
The technical work has followed the interpersonal simply because the available technical tools and standard practices are designed for another context (as described above). As we have discovered, rela...
By Matt Bell