Hi Harold,

I now understand how the three triple A components are dynamic and interconnected.

A recent project I was involved with attempted to address the failure of the Canadian Youth Job Strategy to generate new youth training initiatives for the 21st century workplace. The youth unemployment crisis is worldwide. We narrowed our project, to Canada in order to reduce the complexity of the project. We attempted to stimulate solution type conversations between leaders from the education, nonprofit, government and private sectors - a lofty goal indeed! Of note, the project was totally a sweat equity initiative managed by myself and two partners.

Our project dealt primarily with the Awareness "stage". We didn't include or have the Alternatives and Action components integrated into the planning and execution of the project. We put the project on the shelf last month because we were not producing the results we hoped for and we needed to work on paying projects.

In hindsight, I think if we choose to restart our project, we must include the Alternatives and Action components in our planning. I think we would have a far greater likelihood of generating the results we sought - innovative ideas that lead to new training projects that better prepare youth for the 21st century workplace.

Applying the networked organization trinity model to social and economic issues such as youth unemployment at least gives me a map that connects the key processes that can generate results. Our research concludes that cross sector cooperation between education, nonprofit, government and private are the best bet for tackling youth unemployment (see Collaboration in Europe - http://youthprofit.ca/a-collaborative-approach-to-youth-unemployment/). That said, employing the model within all those sectors will be quite a challenge.

You can read more about our initiative here - http://www.socialmediatools.ca/2015/11/02/generating_solutions/

Thanks again Harold for tying this model together into something workable.