This primer is written for teams or individuals tasked with organising &/or designing &/or delivery of online learning in a worker co-operative or co-operative network. It’s for people new to online learning or those who wish to review their practice.
Download pdf here: CO-OPERATIVE ONLINE LEARNING – A PRIMER
What do I mean by cooperative learning? How can we replicate those concepts and techniques in an online workshop? Benefits of online learning.
• skills audit &/or training needs analysis
• agree outline content and learning goals
• agree target audience
• decide which platform is most appropriate
• install the platform
• familiarise yourselves with the platform
• planning, learning goals, scope of the training
• review any existing face to face (f2f) materials and discuss and agree which materials can be used with no adaptation, which need adaptation for online use and which are not suitable
• adapt existing exercises and design new ones with the online medium in mind
• produce preparatory reading, an agenda or timetable, handouts and a guide to the platform you will use
• have the programme reviewed by other members of your co-operative or network
• agree the various roles: facilitator, tech monitor + +
• produce and send the agenda to the participants, along with any preparatory reading and the tech guide to the platform
• useful tools for online learning
• facilitation of online learning
• two processes to be aware of: task & group function
• techniques and methods
• hold a familiarisation session for participants before the start
Continue reading “Co-operative online learning – a primer”
Meetings are the life blood of a co-operative. They are where information is shared and discussed and where decisions are taken. Where members can get updates on progress of the various jobs and tasks that have been delegated and where people are mandated to take action.
It seems it is going to be a while until we are able to meet together f2f (face to face), thanks to the coronavirus attacking our communities, so here are some techniques and tips to help you make your online meetings as effective as possible. Continue reading “Co-operantics guide to co-operative online meetings”
It’s hard to believe it was over 10 years ago that I wrote these booklets, together with the excellent cartoonist and illustrator Angela Martin and our patient and knowledgeable editor, Sarah Alldred (then at Co-operatives UK) now at the Co-operative College.
I’d started thinking some time before that helping co-ops set up effective democratic governance structures wasn’t enough – that within ‘flat’ organisational structures, different behaviours are needed. I realised that would-be cooperators will bring their own assumptions about the way work is organised and about the way decisions are taken, based on previous experience – in private enterprise, local government, education, or the charitable or voluntary sectors. Such assumptions if unchecked could lead to conflict or at the very least undermine attempts to establish a ‘co-operative culture’ in the workplace.
I’d also been working on conflict resolution in co-ops, and thought it would be useful to have an accessible and fun resource that people could dip in to for tips and techniques for handling conflict.
So the idea of ‘from Conflict to Co-operation’ was born. There are five booklets: Continue reading “from Conflict to Co-operation revisited”
– or “how do you tell your co-worker their work is crap?” (Hint: You don’t)
Many moons ago, at a worker co-op conference, someone asked me: “how do you tell your co-worker their work is crap?” Good question, I thought, but I hadn’t the slightest idea how to do it. Except I thought then – and still do – that you should never tell your co-op co-worker their work is crap!
Worker co-ops are run for the benefit of the employees – their members – so of course the very last thing you want to do is fire someone. But you do need a way of providing support to your members – and a means of getting everyone on board with quality, timeliness and commitment to your mission and aims.
Appraisals provide members with support as well as providing a structure for holding them accountable. Any kind of business with employees (or volunteers) needs to carry out regular staff appraisals. But it’s how it’s done that interests us here. In a worker co-op you will find a flatter, more democratic organisation. You may find that all the employees are Directors and you may find a variety of organisational structure – management by General Meeting (GM) or Management Committee, which may have delegated powers, or be representative of different teams or departments. There is also a growing body of worker co-ops adopting Sociocratic tools and structures. So we are not looking for a ‘one size fits all’ solution.
Continue reading “Peer appraisal in worker co-ops”
We were really pleased to see that the Co-ops Unleashed report from the New Economics Foundation, commissioned by the Co-op Party, referenced co-operatives undertaking a co-op principles audit every 5 years. We have long advised co-ops to take a look at how they put the principles into practice, offering DIY guidance and an audit service (which provides external validity). We also frequently deliver training sessions which include a section on the Co-operative Principles. As recently as last month, we delivered workshops with co-ops to discuss and understand what the coop principles mean in their co-op, and how they could be better put into practice.
Sat at the Open Coops 2018 conference the importance of culture for participation in co-ops keeps cropping up, so we thought it might be a good idea to draw your attention to this piece on developing co-operative culture.
There is no one-size-fits-all approach to co-operative leadership, because there are so many varieties of co-operative, depending on co-operative type, organisational structure, and sector of the economy.
In a consumer retail co-operative for example, the hierarchical structure pretty much dictates who holds what power and while of course there are opportunities for career development and promotion, there is less flexibility and those at the top of the tree can control the way authority is delegated to those below them.
I often remember an early lesson in co-operative leadership – or the lack of it! I was a member of a co-housing group, run as a co-operative and we held an event to promote the co-op and recruit new members. All the members – eight or nine of us – turned up at the community centre to arrange the room and get ready for our audience. Continue reading “Who’s afraid of leadership?”
Next week (12th October) Co-operatives South East is hosting a regional co-ops conference and AGM in Brighton entitled “Co-ops Collaborating for a Sustainable Future”. It is focusing on how co-operatives can forge trading partnerships to reduce unnecessary waste and carbon emissions while boosting their trading activity. Nathan from Co-operantics is going to be helping facilitate the day, as an outgoing Board member of Co-operatives South East. He has served a 3 year term in a regional federal body for co-ops as part of our commitment to the 6th co-operative principle (Co-operation among co-operatives). The full programme can be viewed here and if you are late to booking, use this form. Did we say it’s free?
So what’s it all about?
Sustainability has multiple meanings: Continue reading “Co-ops Collaborating for a Sustainable Future 12th October 2017”
Stir to Action in collaboration with The Co-operative College, is hosting a one-day workshop on multistakeholder co-ops on 30th September 2017. The workshop will be held at Holyoake House, Hanover St, Manchester M60 0AS and will be run by Kate Whittle of Co-operantics. If you cannot get to Manchester, you can follow the workshop via a webinar.
Kate is a founder member of GO-OP, a multistakeholder co-operative whose constitution is based on the Somerset Rules model, which was developed by Alex Lawrie at Somerset Co-op Services.
Instead of single stakeholder organisations — such as worker or consumer co-ops — the multistakeholder model extends ownership to different types of stakeholder. GO-OP for example has three classes of member: Users (passengers and employees) and Non-users (investors). Continue reading “Multistakeholder Co-operatives Manchester 30th September”
The Away Day – love it or loathe it, it’s an essential element of collective working, but if it’s not properly planned and well facilitated it can undermine all your efforts to work together effectively as a team.
It can be a jolly, a social get together, a chance to stand back, review progress over the last year and plan for next year, or a look at the longer term. It can be an opportunity to review organisational structure, or a space for looking at the way you work together – at processes rather than tasks. But not all at once! It can be tempting to try to cram as much as possible in to the day, but that’s a mistake. When people are taking time out from day to day operations to look at issues in more depth, it’s a frustrating waste of time if important topics can only be touched on briefly. Continue reading “Away Days – love them or loathe them?”