At present, there is no soundtrack so don't expect narration. Maybe in a later version. Be sure to use your pause (II) button to more closely peruse the actions and popups. This should be fairly self explanatory.
To start using it, just fill in the first and last names for the docent(s) that will be using it and put in the first day of the month to be tracked. The rest of the data is entered on the DAILY tab as it accumulates. The MONTHLY tab is for staying aware of accumulating hours towards the monthly minimum. Presently, this is based on a 28 hours per week minimum expectation. Colors (Reds for worse, Greens for better) give perspective about where one stands currently.
I am working on a short manual for it as well, just to clarify some of the features and capabilities.
First, I do enjoy your various "get up to speed" Youtube items. They are very helpful to me. I really appreciate the time, effort and focus you invest in these gems.
Second, To me, there is a gap in the basis of this webinar. The distinguishing gap between the Single and Team categories is that they are defined by who is in control. That does seem intuitively obvious at first, but in each case, the owner, lead, head of the organization has a controlling hand in these efforts. In the case of the Single category, the individual has absolute dictatorial control of his hours and tools. In the TEAM case, whomever is responsible for the team effort has that control. Neither case really acknowledges that each member of a team has any needs, responsibilities or dependencies beyond the team or Personal effort management.
In this gap (as I perceive it) is the case of many Organizations of One or Individual Organizations (IOs) each of which maintains a set of efforts that asynchronously parallel those of the team leader in these examples. In each of these cases, the team leader in the tasking focus group only has influence over those that report directly to him.
In the case of IOs, the "team" members have only 1 point of connection to THIS team in the examples and it appears that they have no other dependencies or obligations in their days.
I have struggled with task managers, todo lists and all sorts of tools both online and offline to help better manage all this for 40+ years and two things have become clear:
1. The effectiveness of any system is based mostly in the conceptual structure that is implemented to hold all the contents ie. the Naming of Boards, Projects, Tasks, Labels, etc.
2. Controlling the degree of compliance to a system depends on the allegiance of the members to the concept.
Whether allegiance is by edict as a direct employee, by negotiation in the case of a volunteer or some blending of the two, it must be consistent for any system to be dependable.
A worst case scenario for testing this is a group of volunteers or unpaid family members. Keeping things moving together synchronously as a team while all those involved move through their own asynchronous life tasks. It is like herding cats.
There are far more cases of a need for task and action management among IOs than in any formal organization yet it seems that no one addresses this arena that I can find. In evaluating these top 4 tools in this webinar, I can see some hope for application.
As you have said elsewhere, email is now the standard for communications but each person has their own platform preferences. Trying to get anyone to learn a new tool just to do one or two things that someone else has you tagged for, is nearly impossible to sustain if it does not integrate well with how they already work.
I have really spent decades building tools to improve tasks and work flows but the first criteria is always to understand how they are already doing it. If I cannot build an obvious improvement into their workflow (and some would never admit it, anyway) then they will not sustain it or will "game it" much as the Veterans Administration did to make it appear they were in compliance when they were simply not doing the job that they were there to do.
What is really needed are some examples of Individual Organizations of just 1 person that is working on many fronts, personal, paid and volunteer. Then, demonstrate the actual interoperation of this IO with 1 to 3 other IOs. Show it in operation from each point of view with a clear definition of the asynchronous functioning of each of these IOs beyond the collective TEAM they belong to that is being operated by the initial IO.
The success or failure of an IO is far more dependent on how well it synchronizes with the Resources and services of other individuals, organizations and IOs than it is on its own talents.
I am pretty sure my description is pretty bumpy and hard to follow but it is very difficult to use the common jargon typically used in task and work management to convey a similar but uniquely separate concept.
Any thoughts would be greatly appreciated.
How to setup and sell successful participation in a team platform of IO participants when there is no power to delegate is the big missing piece. Maybe this is where the real need is to establish perspective of how it will work to form a functional team that is based on negotiated tasking?
As you can see, it clears up, nicely, afterwards.
I included both stills and some video of that area where Bell Creek splits after it goes under the Olympic Discovery Trail bridge and flows north under the entrance to the Soccer Complex. There was so much water coming out of that culvert on the north side of the entrance that it was gushing up even though the culvert was completely submerged by quite a bit.
I love watching them work, too. Some pretty great Youtube videos on the amazing things that they can do.
Happy New year.
- Winter Park High School1960 - 1962
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