Interaction Institute for Social Change

Case Studies

Please download our case studies for a comprehensive look at some of our work.

Cherish Every Child, Springfield, Massachusetts:

A case study of a community-wide collaborative planning initiative
The central challenge facing the Davis Foundation and IISC was the decision and facilitation of an inclusive and engaging process to help community members develop relevant and effective strategies for Springfield’s young children. The Davis Foundation would serve as the public leader of the initiative, using its connections and resources to identify and convene community members. IISC would operate as the manager of the design and planning phases of the initiative as well as the central facilitator. Margaret Blood would serve as the core content expert and advisor on early childhood issues. The next step was to identify other individuals to round out a core group, or Design Team, to operate as the engine of the process going forward.

Corporation for National Service:

A case study in system-wide leadership development
The Corporation for National Service (CNS) was created to serve as the main vehicle for coordination of the many federal community volunteer programs in existence and the creation of new ones. Its purpose was to renew the ethic of civic responsibility and the spirit of community throughout the United States through participation in national service programs. Recognizing the correlation between effective leadership and high quality programs, the sponsors of this federal initiative set out to develop the leadership capacities of those working in the fields of “service learning” and “national service.” The National Service Leadership Institute (NSLI) was created as the primary training vehicle for this purpose, and *Facilitative Leadership®, IISC’s flagship workshop, was selected as a central component of the NSLI. Ultimately, IISC and CNS entered into a “Train the Trainer” licensing arrangement as a way of achieving the desired national impact.

IISC’s Ireland Story:

A case study in emerging networks
This story begins in 1996, a time when Northern Ireland was emerging from decades of violence and devastation. In an effort to identify cutting-edge programs to develop capacity for revitalization, a representative of the Belfast-based Workers’ Educational Association met in Boston with the chair of the board of IISC to learn more about IISC’s training in leadership and community-building. This encounter launched a robust partnership that has helped create and strengthen a culture of collaboration in the nonprofit and public sectors across the island of Ireland.

North Carolina Network for School Based Management:

A case study of a state-wide collaborative leadership building and culture building initiative
The North Carolina Network for School Based Management (SBM) was established to develop strategies for schools and districts across the state to implement this new method of decision making in the state’s public schools. In order for schools to successfully implement SBM, it was clear that individual leaders and teams required skills to collaborate with a broad base of stakeholders. To this end, the NC Network decided to provide its membership with Facilitative Leadership® training, a core program of the Interaction Institute for Social Change.

Planned Parenthood League of Massachusetts:

A case study in collaborative organizational planning and capacity building
From IISC’s perspective, Planned Parenthood League of Massachusetts was faced at a fundamental level with the challenges that a change in leadership presents, as well as the opportunity to collectively re-envision the organization’s future. Poorly managed leadership transitions often cause continued executive turnover, loss of organizational focus, and extended periods of underperformance. A successful transition, on the other hand, can improve balance, strength, and reach, especially when emphasis is placed on relationship-building, information sharing, and building consensus on direction and priorities.

Peace and Security Initiative

In January 2003, a group of over 50 activists, scholars, and funders met in Washington, DC to launch a collaborative effort to consider how to enhance their collective capacity to achieve public policy victories in the peace and security field. This diverse group was convened by the Ploughshares Fund in the face of the sobering national security environment following September 11 and the significant reduction in foundation support for nuclear nonproliferation and disarmament work. The Interaction Institute for Social Change (IISC) served as the designer and facilitator of this collaborative planning process, known as the Peace and Security Initiative (PSI). PSI ultimately involved over 250 people in the development of a vision, strategies, and tactics to reframe peace and security issues and regain lost political relevance and effectiveness. More than 450 people have since been involved in the implementation of that plan.

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