Eyewitness to Appalachia - Entrepreneurship for the Public Good Portfolio Presentation
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This is a presentation summarizing our social media/trail town (adventure tourism) economic development work this summer in Eastern Kentucky's KRADD region. It also highlights and emphasizes my personal growth and learning from this summer's program, exposing key skills and abilities learned.
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Eyewitness to Appalachia - Entrepreneurship for the Public Good Portfolio Presentation
- 1. This presentation is meant to highlight and emphasize the coursework, fieldwork, insights, personal growth, and research in Entrepreneurship for the Public Good Cohort 11’s Trail Town/Social Media Efforts in the summer of 2014. Date: 3 July 2014 By: Jacob Heller EYEWITNESS TO APPALACHIA APS 286 & GST 386
- 2. SO YOU’VE BEEN BUSY THIS SUMMER? Yelp! Reviews TripAdvisor Reviews TripAdvisor Views as of 6/21/2014 Interviews and intercepts in Berea by my team Interviews and intercepts in total for my cohort 27 26 1,299 17 204 JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 3. GENERATIONAL CHANGE AND ADAPTATION IN APPALACHIA Coal Miners Williamson, WV. Community Garden • Salstrom, P. Appalachia's path to dependency: Rethinking a region's economic history 1730-1940. Lexington, Ky: University Press of Kentucky, 1994. Print.
- 4. ECONOMIC DEPENDENCE OF THE APPALACHIAS Salstrom, P. Appalachia's path to dependency: Rethinking a region's economic history 1730-1940. Lexington, Ky: University Press of Kentucky, 1994. Print.
- 5. TEN KEY CONCEPTS • The “Barter – Creeper” Phenomena from the Virginia Creeper Trail • Utilize existing models that are working • Persistence is crucial in all endeavors • Seeing the big picture but focusing on a single issue • Know your customer’s demographics – who are you selling to? • “Pick your low hanging fruit first.” - Shad Baker. Take advantage of the opportunities already presenting themselves. • “People make decisions more often than not out of fear.” – Shad Baker. It’s crucial to have the necessary information and research to reassure people that what you want them to do is in fact the right thing to do. • Time management is key to success • Finding your “hustle” is key to happiness and a fulfilling life • Social media marketing and utilization for business use is necessary to compete in the modern economy JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 6. TEN KEY CONCEPTS • The “Barter – Creeper” Phenomena from the Virginia Creeper Trail • Utilize existing models that are working • Persistence is crucial in all endeavors – even something as simple as an Ice House • Seeing the big picture but focusing on a single issue • Know your customer’s demographics – who are you selling to? • “Pick your low hanging fruit.” - Shad Baker Take advantage of the opportunities already presenting themselves. • “People make decisions more often than not out of fear.” – Shad Baker. It’s crucial to have the necessary information and research to reassure people that what you want them to do is in fact the right thing to do. • Time management is key to success • Finding your “hustle” is key to happiness and a fulfilling life • Social media marketing and utilization for business use is necessary to compete in the modern economy JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 7. FINDING THE SPARK AND REPLICATING IT Heath, C, and D. Heath. Switch: How to change things when change is hard. New York: Broadway Books, 2010. Print.
- 8. SEEING THE BIG PICTURE Heath, C, and D. Heath. Switch: How to change things when change is hard. New York: Broadway Books, 2010. Print.
- 9. FINDING YOUR HUSTLE JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 10. Galinsky, L, K. Nuxoll, L. Armstrong, D. Ulman, G. Canada, and T. Deifell. Work on purpose. New York: Echoing Green, 2011. Print.
- 11. LEARNING STYLES ACQUIRED • Research – in class reading assignments, lectures, independent research • Practice – hypothetical situations we performed in class • Field work – going out and doing what we’ve learned, learning the value of what we were trying to develop • Interview and intercept – was crucial to help me develop empathy and gain primary source information JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 12. ABILITIES AND VALUES LEARNED • Advocating Change • Engaging Complexity and Uncertainty • Facilitating Group Decisions • Recognizing Opportunity • Mobilizing Resources • Exploring Values and Ethical Structure JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 13. ABILITIES AND VALUES LEARNED • Advocating Change • Engaging Complexity and Uncertainty • Facilitating Group Decisions • Recognizing Opportunity • Mobilizing Resources • Exploring Values and Ethical Structure JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 14. RECOGNIZING OPPORTUNITY Opportunity recognition in Abingdon, Virginia Recognizing opportunity in a cemetery
- 16. ENGAGING COMPLEXITY AND UNCERTAINTY
- 17. City of Berea Trail Master Plan_3.18.13
- 18. City of Berea Trail Master Plan_3.18.13
- 19. ENTREPRENEURIAL LEADERSHIP JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 20. 5 Key Economic and Social Indicators What they mean for the region Unemployment Statistics High unemployment Population Low population indicates less dense regions for the rural communities Average Age of Population High average age indicates youth are leaving the region Race Statistics Indicate a lack of diversity Education Statistics Indicate a highly uneducated populace JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 21. OUR GOAL JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 22. COMMUNITY PARTNER – OWSLEY COUNTY Owsley County Action Team. "OCAT." N.p., Web. <http://www.owsleyactionteam.org/actionteam.html>.
- 23. INVESTIGATE BEFORE YOU VALIDATE JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 24. COMMUNITY PARTNER – LETCHER COUNTY JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 25. CIVIC LEADERSHIP IN THE APPALACHIAN REGION JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 26. WHO OWNS THE ICE HOUSE? • Bootstrapping • Choice • Persistence • Opportunity Recognition Taulbert, C L., and G. Schoeniger. Who owns the ice house?: Eight life lessons from an unlikely entrepreneur. Cleveland, Ohio: ELI Press, 2010. Print.
- 27. IN A TEAM OF LEADERS, LEARN TO FOLLOW JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 28. DESIGN THINKING JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 29. INCREASE VALUE JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 30. BREAKING DOWN STEREOTYPES - @REALAPPALACHIA #APPALACHIA
- 31. EXAMPLE JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 32. EXAMPLE JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 33. EXAMPLE JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
- 34. LEARN, PRACTICE, DO – THE ABINGDON MODEL
- 35. WORKS CITED • Galinsky, L, K. Nuxoll, L. Armstrong, D. Ulman, G. Canada, and T. Deifell. Work on purpose. New York: Echoing Green, 2011. Print. • Heath, C, and D. Heath. Switch: How to change things when change is hard. New York: Broadway Books, 2010. Print. • Owsley County Action Team. "OCAT." N.p., Web. <http://www.owsleyactionteam.org/actionteam.html>. • Salstrom, P. Appalachia's path to dependency: Rethinking a region's economic history 1730-1940. Lexington, Ky: University Press of Kentucky, 1994. Print. • Taulbert, C L., and G. Schoeniger. Who owns the ice house?: Eight life lessons from an unlikely entrepreneur. Cleveland, Ohio: ELI Press, 2010. Print. JACOB HELLER, EYEWITNESS TO APPALACHIA, 07/03/2014
Hinweis der Redaktion
- Research – in class reading assignments, lectures, independent research – this new style of learning fit my learning style very well – independently studying and then conducting research Practice – hypothetical situations we performed in class greatly aided my understanding of complex matters and helped me to see the picture that Dr. Hackbert was trying to paint for us before going into the field. Field work – going out and doing what we’ve learned was unbelievably critical to my understanding and development during EPG. It showed me the value that we can bring to these communities and allowed me to actually use what we’ve learned. Interview and intercept – really changed the way I think about research and helped me to develop empathy towards travelers, entrepreneurs, and civic leaders. This method gave me primary source information which was crucial to develop my understanding.
- Here are six of the crucial abilities and values EPG helped us to learn this summer.
- Highlighted are the three values that I will elaborate on how I developed these skills in our experiences
- In our travels to Abingdon, Va. We saw an excellent example of people acting after they had recognized opportunity through the Virginia Creeper Trail and Blue Blaze Bike Shop. Once the trail was in place, Tonya Triplett told us the story of how the Blue Blaze Bike Shop founder saw the opportunity to rent bikes to people and to provide a shuttle service, this is an excellent example of opportunity recognition. Everywhere we’ve travelled this summer we have been exposed to opportunities and asked to help uncover them in the KRADD region. A good example of this would be in Owsley County where they have a Lincoln Statue which is listed in the inventory of folk art in the Smithsonian American Art Museum, yet it is covered in weeds, hard to get to, and considered unimportant by the locals. Our team identified this as an asset, or an opportunity, in Owsley County that they could use to bring in tourists. We also were shown many businesses who spawned off of the natural assets of an area, the founders recognized the opportunity presented to bring tourists to their area and capitalized – some of these would include Torrent Falls Rock Climbing, Miguel’s Pizza, Red River Gorge Zipline, Old Alvarado, Virginia Creeper Bike Shop, and Pine Mountain Outfitters.
- My team and I experienced a strong need for change in Owsley County, Kentucky, the poorest county in the nation. Here we were advocates for change and found that many people are against changing. I had one resident tell me he “didn’t want any outsiders in these parts.” Another told me he “wasn’t interested in bringing industry to the area,” as that would bring outsiders into his home. He misunderstood what I was suggesting. Here we saw a sense of complacency with how things are and have always been, and it was our job to show the locals that there is a great opportunity for adventure tourism in their county. Though they are in the beginning stages, Judge DeBord’s signature supporting Trail Town pursuit in the nearby City of Buckhorn was a prime example of our efforts succeeding in advocating change.
- Above is a photo that demonstrates my teams ability to engage complexity and uncertainty. In this photo we are leaning over a map, mapping out the cultural and physical assets of the county. My teammates Nicoleta and Dylan acquired this map from a very kind lady by going to her in person and having a conversation, we then took it to our colleagues at the Owsley County Action Team and they helped us to fill in the natural and cultural assets on the map. One of the most useful things I’ve learned from this program is the importance of how to ask questions and how they can shape our experiences. To me, this is the best tactic I’ve learned to diffuse complexity and uncertainty. There is always google to aid us in our research, but when there’s uncertainty or ambiguity I’ve found that it’s best to ask someone who knows – pick up the phone, take a trip to their place of work, or email them. We’ve found the most effective way to do so is in person. We saw the importance of Shad Baker’s advice reminding us that “People make decisions more often than not out of fear.” We framed our presentations in a manner that would reduce uncertainty and fear to the ultimate decider – the executive judges. Here is an example of how we helped to reduce the uncertainty for our audience: In our presentations we broke down the complex maps in to sections to make them easier for the viewer like these for Judge Kent Clark
- This map scream uncertainty and ambiguity. “Because this map is so complicated and difficult to read to the uninformed, we have highlighted some of its elements.”
- This is an example of ways we helped to reduce complexity and uncertainty for the viewer.
- The six abilities listed are key to entrepreneurial leadership, but my personal theory would emphasize the characteristics of empathy and of good habit forming because in order for a leader to be good, he or she must be able to put themselves in the consumers shoes and, to me, good habits can shape a persons entire day and help them to utilize their time better. Empathy is something we have focused on a lot and developed in our interactions with people of many different backgrounds through interviews. Habit forming is something I have recently recognized as being crucial to my personal success to reach my goals.