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In their second year, all degree students in the Strategic Communication program conduct a capstone change project in an organization or community. Change projects enable students to integrate ideas studied in the classroom with real-world experiences of social change.
These student change projects cover a range of issues and approach them in many different ways. The M.A. in Strategic Communication is a relatively new degree, so only a few students have completed their change projects so far. Here is a particularly outstanding example:
The Bailey-Boushay House Living History Project
Kathryn Ellis and Katherine Paul (Strategic Communication) and Jonakan O’Steen, (Organizational Psychology) created a living history of Bailey-Boushay House. The Bailey-Boushay House is a Seattle facility that offers health programs for people living with HIV/AIDS. The team’s history documents actions of community members, beginning in 1988, who came together to address the inhumane treatment of people living with this disease. It traces the beginnings of the organization through the formation of AIDS Housing of Washington and the commitment by Virginia Mason Medical Center to operate the facility.
This project has captured the stories of the people who founded Bailey-Boushay House through video and audio recordings. It also re-ignites a participatory dialogue on HIV/AIDS, underscoring the power of local communities to effect positive social change by leveraging social capital.
The project culminated with a celebration at Museum of History and Industry (MOHAI) in Seattle on World AIDS Day. The public viewed the 30-minute documentary, participated in an interactive art project and joined the discussion on HIV/AIDS.
Other Examples
Here are more examples of change projects on strategic communication topics completed by students in other degree programs at the Center for Creative Change.
Distance Learning in Southwest Oregon
The University Center in southwest Oregon coordinates distance learning opportunities provided by local universities and colleges. John Anderson (Management) worked with faculty, staff and community leaders to increase community awareness of this organization’s programs.
Neighbor-to-Neighbor Dialogues about Sustainability
Amy Barker (Environment and Community) worked with a conservation coalition to bridge the gap between the group and local community members. Using dialogue techniques, she identified their common values and then used these principles to assist the community to make sustainable planning and land-use decisions.
See What I’m Saying: Relationship and Respect in a Nonprofit Group
Susan Brandt’s (Organizational Psychology) project to create a mission statement for Seattle Specialized Residential Support grew into a collaborative communication project. She studied how viewing behavior as a form of communication can inform organizational psychology in a nonprofit agency that works with developmentally challenged adults.
Uncovering a Common Story in a University Department
Gail Cheney (Management) and Arnar Valdimarsson (Whole Systems Design) led a collaborative process to create a common story about personal experiences within a university department. The process moved from the individual experiences of faculty, staff and students to the uncovering of a collective story for the entire department.
Listening by Design
As a participant in the redesign of an undergraduate degree program, Deirdre Duffy (Whole Systems Design) examined how listening affects the collaborative design process. Her work focused on the levels of listening that occur in groups, how the differing levels can help or hinder group creativity and how music can inform levels of listening.
Building Communities of Truth through Dialogue
How can organizations design and engage in a dialogue that inspires authentic, healthy relationships? Barbara Miles (Whole Systems Design) explored this question by facilitating two groups within different organizations. She led the groups through an in-depth dialogue that enabled them to develop a more truthful and authentic sense of community in their respective organizations.
Is it All Just Talk?
Gerald Sexton (Organizational Psychology) conducted a six-month consulting engagement with Synesso Inc., a local espresso machine manufacturing company. He used conversation and facilitation to elicit the organization’s vision and values, identify key organizational challenges and prepare the company for the addition of new staff.
Facilitating Effective Communication in the Air Force
As a change agent, Joell Teal (Organizational Psychology) created, implemented and facilitated a management team within the Air Force Reserve. She introduced methods, systems, ideas and tools to facilitate effective communication and create a more cohesive unit.
Leading Virtual Teams in Volunteer Organizations
Andrew Wong (Management) evaluated the operations of the Metropolitan Church’s volunteer virtual tech team. Andrew then led an initiative that revitalized it. The revitalization initiative relied on team-building strategies, motivational tools and enhanced collaboration.
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