الاستراتيجية/حركة ويكيميديا/2018-20/التوصيات/الاستثمار في تنمية المهارات

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الاستثمار في تنمية المهارات
الارتباط بالتوصيات الأخرى
الارتباط بالتوصيات الأخرى

his recommendation proposes the idea of prioritizing skill development throughout the Movement. It is supported by the ‘Manage Internal Knowledge’ recommendation.

ماذا؟
Wikimedia 2018-20 Recommendation 07.svg
من أجل "أن تصبح حركتنا هي البنية التحتية الأساسية لمنظومة المعرفة الحرة"، نحتاج، كحركة، إلى الاستثمار في تطوير المهارات لتمكين جميع مجتمعاتنا من النمو بشكل منصف، والازدهار، والتكيف بشكل مستمر مع التحديات المستقبلية. للتطوير المنصف في جميع أنحاء العالم، يجب أن نعزز القدرات لأنشطة أكثر تركيزًا على أرض الميدان، مثل المناصرة وبناء الشراكات وجمع الأموال والقيادة وإدارة المشاريع[1].

يجب أن نستثمر في كل من الأفراد والمنظمات الشريكة لتطوير المهارات التقنية التي لا غنى عنها اللازمة للمساهمة، وكذلك المهارات التي تركز على الأشخاص، مثل التواصل وحل النزاعات والحوار بين الثقافات، لتمكين التغيير الثقافي الذي نتصوره. وهذا يتطلب أساليب مختلفة، من بينها: منصة عادلة وشفافة ومناسبة للسياق، تعتمد على المعرفة والخبرات الموزعة.

لماذا؟
لماذا؟

Currently, training and mentorship are generally inaccessible across the Wikimedia Movement. Our communities struggle to grow and thrive consistently. Newcomers face a steep learning curve and often get discouraged and leave, while seasoned Wikimedians are neither encouraged nor empowered to scale their contributions in the Movement. Stakeholders are frequently isolated, forced to reinvent the wheel instead of accessing, leveraging, and building upon existing capacities. When it does exist, skills development is unevenly distributed, with well-organized, well-resourced projects or groups having greater access to resources than others,[2] and barriers (linguistic, technological, cultural) preventing others from accessing training opportunities and materials.[3]

Because we are planning to build a more distributed organization intentionally, the Movement-wide skills imbalance may risk being amplified, unless investment for skill development and training is designed as a priority from the start. Developing the skills of our communities is a necessary prerequisite to achieving the strategic direction in 2030. We will not be able to reach other goals without them.

كيف؟
كيف؟

To equitably invest in skills development for both stakeholders and partner organizations, we recommend an approach based on several actions. We must start by reducing the need for skills development programs through more effectively leveraging the knowledge we already have. This will involve assessing and mapping current skills that are present as well as those that are needed to support the overall needs of the Movement. This can be done by creating more fluid user experiences and enabling easier access to existing information thanks to effective internal knowledge management.

We must build solid learning pathways for individuals and organizations, both online and offline. Online, we should create a coherent and fluid learning experience, preferably through a platform or network of material, offering a wide set of contextualized learning resources about both Wikimedia projects and Movement processes. This includes “learning packs”[4] oriented toward newcomers (individuals, affiliates, or partners), including welcome packs, growth plans, toolkits for them to enter and thrive in our Movement, and delivering skills recognition (eg. through open badges certification) to acknowledge the result of the efforts.

Offline, capacity building should be distributed at all levels (individual, local, regional, global), and include multiple formats (train-trainers programs, training, mentoring[5], coaching, workshops, clubs, camps,[6] conferences, and hackathons), creating a dense network of peer-support for both individuals and organizations to grow. This will require both local empowerment so that people can decide what is best for themselves, and global cooordination and evaluation, so that all stakeholders can learn from each other, continually improve, and be recognized for their expertise through a shared certification system.

For skills development to grow steadily and equitably, it will need solid investment in terms of resources and staff, with a focus on under- and unrepresented communities.[7] We propose support by a dedicated unit, or a coordinated effort from Movement entities’ staff members to work together tightly, keeping subsidiarity in mind as a principle.

النتائج المتوقعة
  • إنشاء منصة سهلة الاستخدام ومتعددة اللغات والأشكال لتوفير التداريب، مما يتيح التعلم الشخصي والتوجيه الذاتي، والتعلم من الآخرين، والتوجيه، وتكوين الشبكات[8].
  • تصميم "رزمات التعلم" للأفراد والمنظمات التي تنضم إلى حركتنا لتعليم المهارات الأساسية وتطوير المعرفة في جميع ممارساتنا[9].
  • تخصيص موارد بشرية ومالية كبيرة لتطوير المهارات مع وضع الدعم في سياق، إضافة لتوفير الموظفين محليين ودوليين ومنسقين وبرامج للشراكات[10].
  • خلق نظام لتقييم المهارات لمعرفة المتاحة منها والغائبة، وتقديم اعترافات رسمية بالمهارات لمن يمتلكها (على سبيل المثال، من خلال شهادة الشارات المفتوحة)[11].
المراجع
المراجع
  1. Capacity Building R3: Capacity Building Should Occur in Context
  2. Community Health R5: Investing in building an inclusive global community
  3. Cycle 1 Report, Cycle 2 Final Summary
  4. Community Health R6: Newcomers are a key indicator to the success of the Movement, Capacity Building R4: Provide Capacity Building for Organizational Development
  5. Community Survey Analysis: Diversity, Q1,“mentoring both within and external (expertise based mentoring) to wiki for editors”.
  6. Macedonia Strategy Salon, 2019.
  7. Resource Allocation RC: Recognize privileges / Design for equity, Roles & Responsibilities R7: Capacity building, Community Health R4: Structure for handling conflicts- before, during and after
  8. Capacity Building R1: Building Capacity for Capacity Building, Capacity Building R7: Online Training, Advocacy R4: Knowledge management, Roles & Responsibilities R7: Capacity building, Roles & Responsibilities: Scenario (Hybrid), Diversity R4: Planned community diversification
  9. Community Health R6: Newcomers are a key indicator to the success of the Movement, Capacity Building R4: Provide Capacity Building for Organizational Development
  10. Capacity Building R4: Provide Capacity Building for Organizational Development, Partnerships R10: Support the skills development of people working on partnerships
  11. Capacity Building R2: Matching human assets and online knowledge resources, Capacity Building R9: Recognizing and Supporting Individuals, Community Health R5: Investing in building an inclusive global community