Strategy/Wikimedia movement/2018-20/Recommendations/Invest in Skills Development/pt

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Investir no desenvolvimento de habilidades
Conexão com outras recomendações
Conexão com outras recomendações

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

O quê?
Wikimedia 2018-20 Recommendation 07.svg
Precisamos investir no desenvolvimento de habilidades, capacitando todas as nossas comunidades a crescer de forma equitativa, prosperar e se adaptar continuamente aos futuros desafios. Para nos desenvolvermos de forma equitativa em todo o mundo, precisamos reforçar as capacidades para atividades mais concentradas em atividades offline, como defesa, construção de parcerias, captação de recursos, liderança e gestão de projetos.[1]

Temos de investir em parcerias com pessoas e organizações, para desenvolver as habilidades técnicas indispensáveis necessárias para contribuir, assim como as habilidades voltadas para pessoas, como comunicação, resolução de conflitos e diálogo intercultural, para permitir a mudança cultural a que visamos. Isso exige vários métodos, entre eles, uma plataforma equitativa, transparente, e contextualizada que tenha como base a distribuição de conhecimento em geral e conhecimento especializado.

Por que?
Por que?

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.

Como?
Como?

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.

Resultados esperados
  • Criar uma plataforma de vários formatos, multilíngue e de fácil utilização para receber materiais de treinamento, que permita o aprendizado autodirigido, conjunto e por conta própria, mentoria e networking. [8]
  • Desenvolver “pacotes de aprendizagem” para pessoas e organizações que se juntem ao nosso Movimento, para incorporar habilidades e desenvolvimento de conhecimento em todas as nossas práticas. [9]
  • Alocar recursos humanos e financeiros significativos para o desenvolvimento de habilidades, para contextualizar o apoio com programas de parceria e equipes de dedicação exclusiva coordenadas, globais e locais. [10]
  • Criar um sistema de avaliação de habilidades, mapeando as habilidades disponíveis e ausentes, e fornecendo reconhecimento oficial de habilidades (p. ex., por meio da certificação de distintivos abertos). [11]
Referências
Referências
  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