Measurable Results
Our goal is to have a positive and measurable impact in people's lives and communities. To do that, we are developing a performance measurement framework. We will update this page as we define the categories and indicators in the framework.
The Framework
An indicator framework is an organized way to view data from different sources. We use this framework to explore the relevance and connection between our activities and the impact our programs have in people's lives and communities. This framework is the foundation we use to make data-driven decisions on where to focus our time and resources to get the best possible results for people who participate in our programs.
Domains
Our framework is divided into three main domains: how we think, interact and feel. While we do consider the relationship between these domains (how we think impacts the decisions we make on how we act, interactions impact how we feel, which influences how we think...) the primary intention behind making these distinctions is in exploring ways to measure very specific aspects of HOW we think, interact, and feel.
Categories
We divide each domain into categories. Categories are more specific or defineable attributes of a category. For example, while "how we think" could have hundreds of social, historical, and biological characteristics, we are focusing on a select number of characteristics we (a) believe are critical to having an impact in people's lives and communities, (b) we believe we can have a measurable influence on, and (c) we are able to quantifiably measure the impact we have.
Indicators
Indicators are very specific and measurable things. For example, under the "How We Interact" domain, we have a "Community" category, under which one indicator is "% of population that reports very or somewhat strong sense of belonging to community". Indicators in a good framework establish baselines as well as targets, and use quantifiable data to measure the current state, the rate of change, direction of change, and given the rate of change when we can expect to hit our target.
How We Think
Systems Thinking
A system is a group of things that interact and affect each other.
Your school, the ocean, a forest - these are all systems. A forest has plants and animals, weather and humans all affecting each other. Systems thinking is a way of solving problems. Putting out forest fires can cause more, worse fires. Understanding how the parts of a forest work together can explain why.
Indicators
- % of people who can identify a system and its parts.
- Average number of system archetypes people can correlate to their definition.
- Average score of people when tested for identifying stocks and flows in a systems model.
Strategic Thinking
Strategic thinking is being smart in how we approach challenges.
How do you move a thousand pounds – with your arms or a lever? You would use the lever. That "leverage" makes it easier to move the weight – the result we want. How do you convince your parents to buy you ice cream? How do you win a hockey game? These are more complex challenges because they are more complex systems. They have more moving parts and the "levers" are not as obvious. Strategic thinking is about finding leverage to achieve the change you want.
Indicators
- % of people who can distinguish strategy from tactics.
- % of people who can distinguish strategy from ad hoc, reactionary, unplanned and brute force solutions.
- Average score of people when tested for being able to structure a strategy.
Critical Thinking
How we think about ideas.
We hear, see and read hundreds of ideas every day. How we think about these ideas has an impact on our lives. Should we buy a toy because it's modern and new, does that mean it's better? If you want to lose weight, is your best bet to follow the latest diet? If you win a baseball game wearing red socks, does that mean your red socks helped you win?
Indicators
- % of people who can identify the premises and conclusion of an argument.
- Average score of people when correlating logical fallacies to examples of those fallicies in an argument.
- % of people who can construct an example of a good argument...
Creative Thinking
Finding creative ways to work with challenges.
When something bad happens, do you feel weak or strong? Motivated or depressed? Scared or brave? If we said "you are more than the thoughts in your head" would you know what that means? Creative thinking about recognising the experience of thought, evaluating situations and choose strategies for creating positive outcomes for yourself.
Indicators
- % of people who love their work
- % of people who, if given the choice of doing anything they wanted, are doing what they would choose.
- % of people who have an idea of something they would prefer to be doing as a career.
- Average # of hours per week people spend working towards an opportunity or idea that excites them.
- % of people who feel they are dealing with the same challenges year after year.
- Average # of conflicts people have with friends, family or co-workers in a given week.
How We Interact
Community Vitality
Are we engaged in community activities or becoming socially isolated?
Healthy communities share burdens and challenges. They multiply advantages and successes. Being a part of a community can make us feel as though we are a part of something greater than ourselves. It can give us opportunities to connect with people, to reach for our goals, and makes us feel safe and secure.
Indicators
- % of population that reports a strong sense of belonging to community.
- % of population that believe that most or many people can be trusted.
Effective Communication
Society is shaped and knowledge is created through communication.
Communication is more than exchanging information. It’s about understanding the emotion and intentions behind the information. It's how we co-create our beliefs, rules, socieities and institutions, forged the competitive advantages that have enabled humans to dominate and thrive.
Indicators
- % of population that practice active listening.
- % of population that ask questions.
- % of population who demonstrate empathy.
- % of population who can be present and accept things "as is".
Collective Intelligence
Collective intelligence is more than "two heads are smarter than one". It is an emergent phenomena that comes out of the collaboration, collective efforts, and competition of many individuals working "independently together".
Indicators
- –
Value
Communities and societies are rooted in value. Wether it's to protect the things we value, maximize the value we can generate, or to exchange value, people continue to dominate and thrive because of the value we create together.
Indicators
- –
Confidence
Confidence is built through interaction, impact and feedback. It is what enables the potential that is already present to unfold.
Indicators
- –
Competition
Exploring success and failure through the original meaning of competition which was "to achieve together..."
Indicators
- –
Inclusion
More coming soon!
Indicators
- –
Diversity
More coming soon!
Indicators
- –
How We Feel
Happiness
That feeling that comes over you when you know life is good and you can't help but smile.
Fitness
Finding fun ways to keep fit is how we would like to contribute to the overall goal of living a healthy life.
Freedom
The power of self-determination, being unrestricted (by things like stress) and recognizing the internal and external things that take our freedom away.
Fun
Our ability to spend time doing things we enjoy with our family and friends, having fun.
There are four ways to get involved: