CULTURE IS KEY TO SOCIAL CHANGE
In an ideal world the cultural, economic, and political systems are all equally valued within the understanding that the earth is a finite resource. Social behavior and decisions are often made with the economic perspective being overvalued at the detriment of cultural and political systems. The earth is treated as an infinite resource, overtasking our environment in an unsustainable way. The ICA believes that real change must originate from the cultural dimension in order to balance the systems.
CHANGING IMAGES CHANGES BEHAVIOR
ICA programs intend to create a shift in people’s mindsets, values, and behaviors.
HOLISTIC SUSTAINABILITY
ICA focuses on the prevailing social issue of the time. Therefore ICA’s mission focuses on the interchangeability and intersection of economic, environmental, and social systems of sustainabilty. The vision is to cnable inclusive and just sustainable communities with civically engaged residents working together to address social disparities and promote environmental health, human well-being, and community vitality for present and future generations.
PARTICIPATORY ENGAGEMENT
ICA uses an asset-based approach to community development that depends on facilitating people and communities to achieve positive change using their own knowledge, skills and experiences. An approach that is bottom-up, inclusive, and comprehensive builds upon the existing social capital within a community.
COLLABORATION NOT COMPETITION
ICA believes systemic change is only possible when organizations and individuals work together collaboratively. Society breeds competition through and a scarcity mentality. ICA programs aim to move from a competitive system towards a system of collaboration.
Clickable chart of ICA organizational wisdom
The chart above attempts to answer “What are the essential qualities that account for ICA being ICA rather than the “institute of something else?” It intends to convey ICA’s unique characteristics to new staff, volunteers, board members, and other interested parties. It highlights “what ICA is.” (purpose and aims); “what ICA thinks” (core insight and convictions since ICA’s inception); “what ICA does”, (principles guiding program strategy); and “how ICA works” (related to ICA’s organizational culture). The descriptions for each of the 16 points are limited to a 1-page 500-word summary with additional references. This chart was initiated as part of celebrating the ICA’s 50th Anniversary in 2012. It does not formally represent any Statutory Member of ICA-International.