Nature of the Process
Nineteen ways of SOAR
Culture-rooted
Invites communities to include cultural practices into the change effort, grounding change in traditional beliefs and ways that bind the community together
Life-centred
Focuses change efforts on inspiring and empowering people to use their creative and intellectual genius to advance the community
Learning-focused
Encourages the organization to become a learning community; encourages the organization’s members to embrace learning, to view life-long learning as a key to the success of their community and to fulfillment in their work and personal lives
Strengths-based
Focuses not directly on problems but on what's working, on positive possibilities and opportunities. Doing so elevates and expands change outcomes
Story-grounded
Relies on personal stories (experiences, feelings and views) to keep the process grounded in what works, what’s relevant and what’s deeply desired
Vision-guided
Focuses first efforts on creating a vision that then guides the change effort
Flexible
Is your process to modify as you see fit. Experiment. Apply your in-depth understanding of your situation to make it soar
Whole person
Engages the mind, heart, spirit and body of participants
Whole community
Invites the whole organization (or a fully representative portion) to participate in the change effort. It is purposely labour-rich to engage many in the change process
Back and forth
Is roughly step-by-step in nature but people are free to move back and forth in the process as needed
Deep change
Redesigns organizational structures and ways of doing things to create an inclusive, supportive environment for people, then invites them to self-organize to achieve the vision
Clear communication
Emphasizes transparent, clear and frequent two-way communication among stakeholders
Organic
Is roughly planned but largely evolves based on trial and error according to the opportunities uncovered and to what works and advances the vision
Principles-based
Proposes a set of principles to guide how people should behave with one another both during the change process and in day-to-day interactions at home and at work
Improvisational
Encourages participants to launch new initiatives at any stage and to develop and implement strategies on the spot in response to presenting challenges
Free choice
Invites (never directs) participation. Participants volunteer - they are there because they want to be. Whenever possible, participants engage in the activities for which they have the most passion
Partners enriched
Encourages the formation of strong partnerships within and outside the community. Partners bring authority, resources, ideas, energy, labour and experience to the change effort, raising the quality of outcomes and reducing development time
Acting 'as if'
Invites SOAR participants to be - live - their most desired future as they carry out the change effort. By acting 'as if,' the changes they wish to see become the new reality. Others observing the changes are, in turn, influenced to change as well
Non-hierarchical
Encourages anyone to apply for any change effort role, regardless of their position in the day-to-day hierarchy. Hence, a receptionist or community member might serve as a team leader, a manager as a member of a change team. Removing the hierarchy and blurring the lines between administration and community values participants and provides them with opportunities to grow their capacities
