"Each chapter starts with a brief recap of the key lessons that are covered in storytelling with data. This is followed by: 'practice with Cole': exercises based on real-world examples posed for you to consider and solve, accompanied by detailed step-by-step illustration and explanation; 'practice o
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n your own': more exercises and thought-provoking questions for you to work through individually without prescribed solutions; 'practice at work': thoughtful guidance and hands-on exercises for applying the lessons learned on the job, including practical instruction on when and how to solicit useful feedback and iterate to refine your work from good to great Much of the content you’ll encounter here is inspired by our storytelling with data workshops. Because these sessions span many industries, so do the examples upon which I’ll draw. We’ll navigate between different topics—from digital marketing to pet adoption to sales training—giving you a rich and varied set of situations to learn from as you hone your data storytelling skills." (Introducion, page xii)
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"In the formative evaluation, church data from the retrospective baseline showed that after being exposed to the “What’s Your Story?” methodology by Heartlines, 42% of respondents had engaged in further intentional storytelling with others. In comparison to this, in the summative evaluation, a
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full 80% of respondents reported that they had engaged in further storytelling processes with others. This increased likelihood of someone adopting the WYS approach amongst respondents that were introduced to WYS in the period after the formative evaluation can, in part, be explained by the issue of ‘dosage.’ That is, the level of exposure that the respondent had to WYS at the point of being introduced to it. In the formative evaluation, 56% of respondents had medium to high dosage. In the summative evaluation, however, this had increased to 84%. These findings provide evidence that the greater the exposure to WYS when it is introduced to participants, the greater the likelihood that it will be taken up as a methodology that participants then introduce to others. This finding also suggests that Heartlines took on board the recommendation in the formative report to support higher dosage options. Workplace data were only collected once, during the formative evaluation of WYS in churches. Of these workplace respondents, 48,5% reported that they had gone on to adopt the WYS approach and the issue of ‘dosage’ was also an important factor in determining who chose to adopt the WYS methodology. Once individuals have adopted the WYS methodology, the evidence suggests that the vast majority repeat the methodology more than once and that those who are exposed to it cascade it even further into their homes, neighbourhoods, workplaces and communities. The findings also give strong evidence for positive changes as a result of being exposed to WYS. These are found at the level of the individual, within churches, workplaces or other organisations, and beyond these organisations into the wider community." (Executive summary)
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"An effective social media presence helps policy and advocacy-oriented organizations raise their visibility by potentially reaching a wider audience of concerned people, creating a network/coalition of organizations who share the same mission, and influencing important community stakeholders. These
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platforms can also support fundraising efforts by catching the interest of donors. Indeed, the major benefit of using social media for advocacy actions and campaigns is the ability to circulate information faster, wider, and with very few financial resources. It is nevertheless important to keep in mind that online and offline actions have to be combined to reach a more diverse audience." (Page 1)
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"In certain countries around the world, people do tend to respond better to advertisements or social media “call outs” phrased either as statements or questions. Namely, three countries – Pakistan, Bangladesh and Nicaragua – demonstrated a preference for questions, while one country, Nepal,
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demonstrated a preference for statements. At the regional level, Asia demonstrated a preference for questions (due to the results from Pakistan and Bangladesh). However, for other countries and the two other regions (Africa and Latin America), the slight preferences noted for statements or questions were not statistically significant." (Key Take Away)
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"Deberemos nacer —mejor dicho, renacer— en Internet si queremos tener futuro. De ahí la importancia de los dominios personales, de los nick names, de los avatares y de nuestros perfiles públicos en redes sociales. Somos el rastro que dejamos y el que otros dejan de nosotros. Es lo primero que
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buscan los departamentos de recursos humanos o diferentes personas cuando se encuentran con alguien por primera vez. Y conocer, comprender y manejar los nuevos lenguajes (de medios, de formatos, de relacionarse) es clave para el éxito." (Página 11)
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"Das Influencer Marketing hat sich in Deutschland in den vergangenen Jahren etabliert und entwickelt sich langsam aus der Experimentierphase heraus zu einem wesentlichen Baustein der Marketing-Strategie von Unternehmen. Dabei kristallisieren sich nach und nach Standards und allgemeingültige Regel h
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eraus. Dieses Buch beleuchtet einerseits relevante Aspekte sowie Entwicklungen des Influencer-Marketings und beschreibt andererseits unterschiedliche Typen von Meinungsmachern. Es ordnet das Influencer Marketing als Trend und Kommunikationsform in den Marketing-Mix ein und gibt praktische Tipps für die Umsetzung aus verschiedenen Perspektiven: von der Marketingstrategie und der Auswahl geeigneter Multiplikatoren über das Projektmanagement und den Umgang mit Influencern bis hin zur Erfolgsmessung." (Verlagsbeschreibung)
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"This edition’s 28 essays in three sections take into account changes in the global communication landscape especially in the last ten years. The first section contains essays that provide conceptual linkages between public relations and international political systems, economic systems and levels
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of development, societal culture, different media systems including digital media, and activism. Essays in the second section discuss the communication of various global actors such as corporations (including family-owned enterprises), non-profits, governments (and public sector enterprises), global public relations agencies, IGOs such as the European Union and NATO and “informal” organizations such as hactivist groups, terrorists, and failed states. The third section discusses key global communication issues such as climate change, character assassination as a communication tool, internal communication, risk and crisis communication, public affairs, and public diplomacy." (Publisher description)
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"Verbände, NGOs und soziale Bewegungen sind nicht-staatliche Akteure, die für moderne Demokratien eine relevante Vermittlungsfunktion zwischen Staat und Gesellschaft ausüben. Sie treten für soziale, ökologische, kulturelle oder politische Interessen ein. Ihre Kommunikationsinstrumente und -stra
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tegien zielen in der Regel zum einen auf politische Entscheider, die sie von ihren Positionen überzeugen, und zum anderen auf die Bürger, die sie zu Teilnahme und Engagement bewegen wollen. Dafür greifen sie auf aufmerksamkeitsversprechende Kommunikationsaktivitäten im online und offline Bereich zurück." (Zusammenfassung)
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"'El Radioteatro. Olvido, renacimiento y su consumo en otras plataformas' nos ofrece las claves del pasado, presente y futuro de un género, de un formato radiofónico que se sustancia en una explosión de creatividad que acaricia nuestros sentidos y nos abre a un mundo de posibilidades en una perfe
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cta conjunción de palabra, efectos especiales y música. El Radioteato es la expresión por excelencia del guion radiofónico ―el más completo de los géneros, el que más pasión y entrega exige de sus actores, guionistas y realizadores; y sin embargo un género que permaneció olvidado durante demasiado tiempo. Pero la esperanza perdida se convierte en realidad cuando renace como ave Fénix con el reto de conquistar a los nativos digitales que empiezan a admirar su riqueza en multipantallas, a la carta, en un medio de transporte o en altavoces inteligentes. Los textos que integran este volumen son la culminación del trabajo realizado en el I Congreso Internacional de Radioteatro celebrado en la Universidad de Málaga en marzo de 2019." (Descripción de la casa editorial)
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"Meine Reise in die Slums von Bangladesch“ heißt ein Video, das Julien Bam im Mai 2019 auf Youtube veröffentlicht. Julien Bam ist mit mehr als fünf Millionen Followern einer der erfolgreichsten deutschen Influencer. Seine aufwändig produzierten Clips sind meist laut und albern, er singt und ta
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nzt, parodiert Musikhits. Auf dem Video aus Bangladesch schlägt der 31-Jährige leisere Töne an. Er reist durchs Land, trifft Menschen, die mit Armut und den Folgen des Klimawandels zu kämpfen haben, und denkt darüber nach, was all das mit ihm zu tun hat. Mehr als 1,9 Millionen Aufrufe zählt das Video auf Youtube. Viel Aufmerksamkeit für das Kinderhilfswerk Unicef, dessen Projekte Bam in Bangladesch besucht hat. „Das Feedback war toll“, sagt Daniel Debray, der bei Unicef für Influencer-Kooperationen zuständig ist. „Es gab 16.000 Kommentare auf Youtube und wir haben durch die Aktion 90.000 Euro an Spenden eingenommen.“ Vor allem hat Unicef eine begehrte Zielgruppe erreicht: junge Menschen, die sich eher über Youtube oder Instagram informieren als über klassische Medien. Taugt das als Vorbild für andere Hilfsorganisationen, die nach Wegen suchen, das Interesse Jugendlicher und junger Erwachsener an entwicklungspolitischen Themen zu wecken? Dieser Frage gingen Fachleute Mitte November bei einer Veranstaltung der Filmtage Globale Perspektiven an der Evangelischen Akademie Frankfurt nach." (Einleitung)
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"In light of the positive evolution in the mobilization of voluntary contributions over recent years, UNESCO can be more ambitious in setting its resource mobilization targets. At USD 453 million, the funding gap in the draft programme and budget for 2020- 2021 represents an increase of 30% over tha
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t identified for 2018-2019. Going forward, in order to meaningfully play its role in the achievement of the SDGs, and to maintain its relevance and visibility in an increasingly competitive environment, UNESCO needs to step up its resource mobilization performance – leveraging additional financial resources, diversifying its financial partners, working to increase the predictability of its resources, and accessing know-how and capacity from its public and private partners. To realize this ambition every entity in the Organization – whether Sector or Section, Field Office or Institute is called to play its part. To help colleagues contribute in the most efficient way to this house-wide resource mobilization effort, and ensure that we are all pulling in the same direction, the Resource Mobilization Guidebook gives a step-by-step overview of the process of mobilizing resources. It explains who does what as part of a closely coordinated resource mobilization effort, and explains in detail at each stage in the process. It gives an overview of the tools, templates, modalities, and other knowledge resources available to all staff from the preliminary assessment of needs to the final programme evaluation. Most importantly, the Resource Mobilization Guidebook places resource mobilization in the wider context of partnerships, which constitute themselves a separate SDG (SDG 17). Resource mobilization at UNESCO is not simply a transaction. It is a mutual commitment to build a long-term partnership based on a common purpose, mutual accountability and a shared commitment to deliver results. The Guidebook shines a light on the principles, values and priorities that underpin the way we mobilize resources. Its overarching purpose is to facilitate the work of the staff, to encourage the development of house-wide standards, and to foster excellence in the way we nurture and manage partnerships at UNESCO." (Preface)
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"By understanding the ontogenesis of NGOs as civil society organizations from a historical-anthropological, communicational, sociological, economical and managerial perspective, Evandro Oliveira outlines the Instigatory Theory of NGO Communication (ITNC). This proposes the ontological principles, an
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applied conceptual model and a cybernetic operational model for understanding and managing communication at NGOs. Those models were tested using a mixed-method research design." (Publisher description)
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"Citizen science is a vast field. It covers the spectrum of research approaches and offers different methods for engaging volunteers with research in a variety of ways. Common to every citizen science project is a need to communicate with the public effectively. This to recruit and retain citizen sc
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ientists, but equally to inform, train and thank them, in the proper manner, when the project ends. It was this need which prompted Scivil, the Flemish Knowledge Centre for Citizen Science, to set up the working group on communication and participation. The working group decided to document its communication expertise in this guide for anyone who plans to initiate a citizen science project [...] In this guide we provide the building blocks to write up a communication plan for your project, and we include exercises on how to identify a target audience and reach out to schools. We also offer a set of tactics and tools, to secure the initial and continued participation of your citizen scientists. Finally, with our practical tips, you can begin the job of defining your communication plan and choosing the right tactics for effective communication in citizen science. This guide is for anyone who finds themselves communicating and engaging with citizen scientists. The content of the guide is based on studies of citizen participation and the real-life experience of science communicators." (Preface, page 4)
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"Thanks to social media, Peruvian police does a better job in communicating with people. In its videos and posts, it uses celebrities, popular phrases, famous movie scenes or lyrics of well-known songs. Its social media page has been encouraging people to refrain from drinking alcohol when taking th
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e wheel, to double check information found on the internet to avoid fraud, to cycle more to reduce traffic jam and to report assaults or harassment to help police better protect people. Uncle PNP [=the social media account of Peruvian police] replies to people’s queries in a trice, giving them advice or tagging other public institutions on Facebook that are in a better position to help. And it works. Today, more than one million people follow the Peruvian police account on Facebook. There is no better proof that people always enjoy taking advice from their uncles."
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"This module presents a step-by-step process that will enable members of organisations, or campaigns, interested in improving their visibility and impact, to formulate effective communication strategies for social and behavioural change Chapter One includes elements that help situate the design of t
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he communication strategy within the context of each organisation; including its policies, practices and areas of work. Chapter Two and Three consider the theoretical foundations, paradigms and communication planning models. Chapter Four gives a summary of the different communication strategies and Chapter Five gives an outline of formative research. Chapter Six guides participants, step-by-step, through the design of a communication strategy. Throughout this chapter, participants are introduced to practical worksheets that help synthesise and apply key concepts in each step of the strategy design process. Additionally, references to different components of the Conceptual Module are made, including examples and case studies, which can help participants make decisions at each step of the process." (Overview, page vii)
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"This module provides key conceptual and theoretical elements for participants to gain a deeper understanding of the underlying processes and methodologies that guide the design, implementation and evaluation of a communication strategy. There are many definitions and approaches that vary depending
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upon the type of communication approach, and the specific development and social change issues being addressed. While this is not meant to be an academic text and is purposefully written in a way that is accessible to multiple audiences, it does include relevant academic references for those readers interested in the rich communication for development literature. Chapter One includes a general approach to strategic planning in social organisations. It is expected to help assist understanding of how a communication strategy must be formulated as an integral component of the policies and strategic focus areas of the organisation. Chapter Two briefly discusses key concepts and theoretical shifts around communication, culture, development and social change processes. As communication processes often entail a political perspective, these processes are linked with the goal of strengthening democracy and citizenship, as well as with the achievement of development objectives such as the Sustainable Development Goals and their corresponding targets. This chapter also discusses inclusive perspectives, particularly in relation to gender and human rights. Chapter Three includes a brief history of the evolution of conceptual approaches in the field of communication for development, many of which are derived from important transformations in development efforts over the last 70 years, as well as reformulations of the role played by communication in those processes. Chapters Three and Four introduce key communication models and strategies for social and behaviour change. These chapters emphasise conceptual elements and highlight specific methodological elements that are discussed in detail in the Participant’s Module. Finally, Chapter Five provides core concepts and definitions about designing, implementing and evaluating communication strategies for development and social change, including formative research, strategy design, and monitoring and evaluation. Specific guidance on how to implement each of these steps is provided in the Participant’s Module." (Overview, page vii)
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"This module provides methodological support for the facilitation of workshops aimed at assisting social, community, state and non-governmental organisations in the formulation of communication strategies for development and social change. Facilitators are advised to use this module to plan and prep
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are workshops while making relevant adaptations based on the context in which the workshop will be facilitated, the needs and realities of participants, and the relevant experiences that each facilitator brings to the workshop. This module suggests activities and timeframes, which can be modified according to the availability of resources of the organisation receiving the training, the complexity of communication, social and development issues that constitute the focus of the workshop, or the scope of the strategy to be formulated." (Overview, page vii)
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"La Guía para el diseño de estrategias de comunicación para la defensa del territorio busca contribuir a una pacificación integral de los territorios utilizando como herramienta la comunicación comunitaria. Algunos podrían pensar que somos idealistas, pensarán que sólo siendo bruscos e impon
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iéndonos con violencia y miedo se terminan las guerras. Queda claro, con las enseñanzas de Sun Tzu y los Pueblos Indígenas, que con sutileza, paciencia, astucia y creatividad se pueden construir mundos más vivibles, más humanos. La primera nos lleva invariablemente hacia la muerte y la destrucción, la segunda nos permite imaginar otros mundos. Por último, esta “Guía” busca ser eso, una guía, en consecuencia, no tiene respuestas estáticas o lo que yo llamo “de receta”. Por el contrario, se alimenta de preguntas, paisajes, sueños y esperanzas. Esta guía necesita del movimiento porque sólo así podremos defender el territorio, es decir, la vida." (Página 1)
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