My vision for Social Strategy is as a flexible toolkit.

A living hub of shared learning around changing public and voluntary sector organisations to be more social media aware and active in using social tools to achieve social change.

As an online resource it can be loosely structured. In the digital realm where everything is miscellaneous finding a single taxonomy for the barriers and drivers of change we are identifying is not neccessary. We can tag and re-tag content - and structure it in many different ways.

However, I also see Social Strategy having some form of life in the analogue world. It may, at times, end up as dead-tree media. And for that, the way the ideas it contains are organised really matters.

And, on reflection, however three-dimensional it is possible for an online resource to be, there will be a default two-dimensional structure through which it is presented. So - finding a way to split lists of barriers and drivers for change into smaller chunks ends up quite important.

Right now I'm working with the following headings:

• Vision & Leadership
• Access
• Equipment
• Staff & Skills
• Structures
• Policy
• Strategy

These are adapted from the original set of headings used in the 50 Hurdles blog post.

I'm want to be able to provide and use categories which:

1. make the task of challenging the barriers more manageable;
2. fit broadly with different things an organisation may do - to allow the challenges to be shared out;
3. allow organisations to set priorities across their work;
4. show some sort of dependency / relationship between the different elements;

But without:

1. leading to each set of challenges belonging to a particular silo within an organisation;

I had looked at using something along the lines of the 7-S model of organisational change used in Hear by Right, but this didn't quite fit. (Should I go back to it and try and make it fit?)

Right now - I'm working with the categories above - and representing them mentally something like this - in the 'Social Strategy Spiral'

The goal of the spiral is to show:

• The centrality of Vision, Culture and Leadership

• The importance of strategy and the larger circles, but equally to demonstrate how they are built upon foundations in access, skills and policy which are needed to support them;

What do you think? Does this model work?