Slide 1: ASSET BASED
(ABCD) by Peter Kenyon
Bank of IDEAS
(Initiatives for the Development of Enterprising
Action and Strategies)
14 BIRD ROAD
KALAMUNDA WA 6957
Phone: 08 6293 1848
Fax: 08 6293 1137
email: pk @bankofideas.com.au
web: www.bankofideas.com.au Slide 2: 'Every single person has
capacities, abilities and gifts.
Living a good life depends
on whether those capacities
can be used, abilities
expressed and gifts given‘
(John McKnight) Slide 3: ‘Every living person has some gift or capacity of value to others. A strong community is a place that recognises these gifts and ensures they are given. A weak community is a place where lots of people can’t or don’t give their gifts’
(John Mcknight and John Kretzman) ‘The strength of a community is directly proportional to the number of people who contribute their abilities to the well-being of the community’
(Nance Diamond) Slide 4: ASSET BASED COMMUNITY DEVELOPMENT – KEY ASSUMPTIONS
Believes that meaningful and lasting community changes always origin from within, and local residents in that community are the best experts on how to activate that change.
focuses on the resources and capacities of a community and its residents, instead of dwelling on their needs problems and deficiencies.
inherently optimistic, and assumes every single person has capacities, abilities and gifts.Living a good life depends on whether those capacities can be used, abilities expressed and gifts given.
the strength of a community is directly proportional to the level that residents want, and a re able to contribute their abilities and assets to the wellbeing of their community. Slide 5: Communities
have deficiencies Communities and it’s
citizens have capacities
and assets Slide 6: COMMUNITY NEEDS MAP UNEMPLOYMENT TRUANCY HOMELESSNESS EARLY SCHOOL LEAVERS DYSFUNCTIONAL FAMILIES WELFARE
DRUG ABUSE CRIME CHILD
ABUSE BULLYING MENTAL
HEALTH GRAFFITI ILLITERACY Slide 7: COMMUNITY ASSETS MAP BUSINESS SCHOOLS HOSPITAL GOVERNMENT AGENCIES CLUBS CHURCHES SPORTING
TEAMS SENIOR CITIZENS YOUNG
PEOPLE ARTISTS ALL
COUNCIL LOCAL INSTITUTIONS COMMUNITY ASSOCIATIONS GIFTS OF INDIVIDUALS FACILITIES Slide 8: ASSET AND RESOURCE MAPPING
A systematic process for identifying and detailing resources (individual skills and organisational resources) and strengths in a community.
The purpose of mapping is to mobilise assets and gifts, and to create connections between gifted individuals and between asset rich associations and networks. Slide 9: TRADITIONAL COMMUNITY ABCD
Top down, outside in Inside out
Deficiencies, needs Assets, opportunities
Disabilities Abilities, capacities
Silo provision Collaboration
Consumers of services Producers of services
Dependence on outside Importance of
Professional’s community initiative
And relationships Slide 10: INTERNALISATION OF DEFICIENCY IDENTITY BY
2. DEPENDENCE ON OUTSIDE RESOURCES /
PROFESSIONALS TO FIND AND FIX.
3. OUTSIDE RESOURCES GO INTO ‘NEED’ BOXES.
FOCUSES ON ‘LEADERS’ WHO MAGNIFY
REWARDS FAILURES AND ABILITY TO ‘TALK-DOWN’
6. PERPETUATES DEPENDENCY AND HOPELESSNESS. SOME CONSEQUENCES OF NEEDS AND
DEFICIENCY FOCUS Slide 11: 1. TALENTS AND SKILLS OF RESIDENTS
2. ASSOCIATIONS AND NETWORKS
PHYSICAL ASSETS – LAND, BUILDINGS,
5. ECONOMIC ASSETS E.G. LOCAL BUSINESS
BASE, CONSUMER SPENDING POWER ETC
6. HERITAGE AND LOCAL STORIES COMMUNITY ASSETS Slide 12: MAPPING INDIVIDUAL SKILLS AND CAPACITIES Skills information
Employment/business interests and experiences
Personal information Slide 13: COMMUNITY ASSET MAPPING PROCESS 1. PLAN THE PROCESS
Establish the asset mapping task group
Define purpose(s) of exercise
Select group(s) to be mapped
Select methods to be used
Design the mapping instrument
CONDUCT THE MAPPING EXERCISE
collect the data
organise/map the data
USE THE INFORMATION
Disseminate the information
Allocate the resources and covert resources into assets Slide 14: INTRODUCTION
My name is ___________. What is your name?
Thank you for coming over. Did someone talk to you about what the ‘Gift Exchange’ is all about? What do you
understand it to be? Basically, we believe that everyone has God-given talents and gifts that can be used to benefit
the community. I’d like to spend a few minutes talking to you about your gifts and skills.
Gifts are abilities that we are born with. We may develop them, but no one has to teach them
What positive qualities do people say you have?
Who are the people in your life that you give to? How do you give to them?
When was the last time you shared with someone else? What was it?
What do you give that makes you feel good?
Sometimes we have talents that we’ve acquired in everyday life such as cooking and fixing things.
What do you enjoy doing?
If you could start a business what would it be?
What do you like to do that people would pay you to do?
Have you ever made anything? Have you ever fixed anything?
Before you go, I want to take a minute and hear about your dreams – those goals you hope to accomplish.
What are your dreams?
If you could snap your fingers and be doing anything, what would it be?
First, I’d like to thank you. We’re talking to as many people as we can and what we’d like to do is begin a Wall of Fame
here in the Soup Kitchen highlighting the gifts, skills and dreams of as many people as possible. The ultimate goal is
to find a way to use those gifts in rebuilding the community. Before you go, can I get your full name? Address? Age? NEW PROSPECT BAPTIST CHURCH
Survey Guidelines Slide 15: AI is a reaction to problem based and deficiency focused change
methodologies. It is the cooperative search for the best in people,
their organisations and their community. It involves systematic
discovery of what has happened in the past, and what gives a
person, an organisation or community ‘life’ when most effective
AI involves the art and practice of asking questions that strengthen
capacity to heighten positive potential. It mobilises inquiry through
crafting ‘unconditional positive questions’ that lead to sharing
best practices, magic moments and life giving experiences. In AI,
intervention leads to imagination and innovation.
AI assumes that people, organisations and / or community has
untapped, rich and inspiring accounts of the positive. When this
‘positive change core’ is directly linked to change agenda,
AI believes that changes never thought possible are suddenly and
democratically mobilised. AI generates hope, optimism
and energy – powerful forces for change. APPRECIATIVE INQUIRY Slide 16: Work in the affirmative, continuously seeking to discover what has
and gives life to the community and it’s members – instead of
working from a problem solving and deficiency paradigm.
People can plan best using the best of what has worked in the past.
Communities grow toward what they persistently ask questions
Importance of narrative rich communication – AI works through
story telling, testimonials and large group forums,
Our future images guide our present performance – positive
images enhance community’s performance and personal
motivation. Where images are depressed or deficient, morale
tends to be low,
Inquiry is inseparable from action. AI articulates tomorrows
possibilities rather than explains yesterdays world,
Inquiry and change are not separate moments.
A1 generates conversations about what has worked, the good,
the better and the possible. ASSUMPTIONS OF APPRECIATIVE INQUIRY Slide 17: Example of appreciative Inquiry questions when reflecting within an organisation Reflect on your time in this organisation. Locate an experience, a moment, that w as high point, when you felt most effective and engaged.
Describe how you felt, and what made the situation possible.
Without being humble, describe what you most value about yourself, your work, your organisation.
Describe how you stay professionally affirmed, renewed, energised, enthusiastic, inspired?
Share your three concrete wishes for the future of this organisation. Slide 18: You will only learn what you already know
The elders in a village had failed time after time to resolve a difficult problem, and so they invited a very wise person from another village to come and help them solve their problem. And, in time, she came. And when the people gathered to hear her wisdom, the wise woman asked them: "Do you know what I'm going to tell you?" And the villagers shouted: "No! We don't know. We wouldn't be here if we knew." So the wise woman replied: "You will only learn what you already know. And if you don't know what I'm going to tell you, I'm leaving." She left. The village was in an uproar.
Months passed, and the problems didn't go away. The elders debated and planned, and finally they decided to issue a second invitation to the wise woman. And the wise woman returned, and once again she asked her question: "Do you know what I am going to tell you?" And this time they'd been thoroughly organized, and the villagers shouted in unison: "Yes!" They knew a trick question when they heard one. So the wise woman looked out at them and she said: "Well, if you already know, then I have nothing left to tell you" - and she left. And, once again, the village was in an uproar, and the discussions got more heated, and the meetings got longer.
Convinced the woman had something important to teach them, the villagers decided to ask her back for a third visit. This time they were terrifically organized, and she came, and once again she asked her question: "Do you know what I'm going to tell you?" And this time, in unison, half of the villagers shouted, "Yes!" And half of the villagers shouted, "No!" So the wise woman looked out and she said: "Now, will all of those who know what I'm going to tell you tell everybody who doesn't know- that way we'll all know." And she left ... and never came back again.
That night a wise leader of the village had a dream, which she reported to the gathered villagers the next morning. She said: "Last night a voice appeared to me in my dream and told me the meaning of the message from the wise woman." She said: "The wise woman has been trying to teach us that any really important knowledge is already here in our village - in our culture, in our traditions, and, most importantly, in our relationships with each other." She said: "We already know. The only thing we lack is the confidence to believe that we know." Slide 19: Kretzman J. R and McKnight J. L (1993) Building Communities
From the Inside Out – A Path Toward Finding and Mobilising a
Community’s Assets, Chicago: The Asset Based Community Institute.
Snow L. (2001) The Organisation of Hope – A Workbook for Rural
Asset – Based Community Development, Chicago: The Asset - Based
Rons S. and Altman H. Asset – Based Strategies For Faith Communities, Chicago : The Asset – Based Community Development Institute.
Mellish E (2001) The Appreciative Series Chelmer: Mellish and
Annis S (2000), The Thin Book of Appreciative Inquiry, Planto:
Thin Book Publishing Co.
Annis S and Royal C (1998), Lessons From the Field: Applying Appreciative Inquiry, Planto, USA: Thin Publishing Co. SELECT READING LISTS