DPI 312 (GSE A130): Sparking Social Change Harvard Kennedy School; Fall 2012 Mondays and Wednesdays, 11:40-1:00 pm, Harvard Innovation Lab (i-Lab)
(10/25/12) Important Note: All classes will be held at the Harvard Innovation Lab (i-lab) in Room 122, the i-lab classroom. The i-lab is located in Batten Hall at 125 Western Ave, Allston, MA 02163. The i-lab is a ten minute walk from the Kennedy School over the Larz Anderson Bridge. Please see below for directions to the i-Lab. Archon Fung Mark Moore 124 Mt. Auburn St, Room 238 124 Mt. Auburn St, Room 234 firstname.lastname@example.org email@example.com Office Hours: Tuesdays 2-4pm Office Hours: Wednesdays 3:00-5:00 Course Assistants: Sarah Johnson: firstname.lastname@example.org Heather Dennehy: email@example.com Faculty Assistants: For Archon Fung: Juanne Zhao: Juanne_Zhao@hks.harvard.edu For Mark Moore: Mary Anne Baumgartner: firstname.lastname@example.org Getting to the Harvard Innovation Lab (125 Western Ave, Allston, MA 02163) http://ilab.harvard.edu/about/about-the-i-lab (This is very good map which has different layers to it. You can customize it to view the differ-ent layers). The i-lab provides transportation services between the i-lab and the Harvard Square and Long-wood campuses (trackable via the Shuttle Tracker system) to ensure easy access. MBTA bus and subway service also provides access to the facility. Metered parking is available for $1 per hour in the i-lab parking lot (entrance on Western Ave to the west of the i-lab) and by the day in the Harvard Business School parking lot. Free parking is also available on Western Ave. Walking to the i-lab: Come out of the Kennedy School and take a right onto JFK Street. Cross over the Larz Anderson Bridge (currently under construction). You will now be on North Har-vard Street. Harvard Business School will be on your left and Harvard Stadium Athletic Com-plex on your right. Enter the Business School campus through Harvard Way or Morgan Way. Make your way across the campus see map. Cross through the Business School parking lot and you will be on Western Avenue. Take a right and 125 Western Avenue is a short walk and will be on your right. Biking: There are bike racks available at the i-lab. There are Hubway bike sharing stations lo-cated outside the HKS/Taubman Building and outside the i-lab (www.hubway.com)
DPI312 (GSE A130): Sparking Social Change, Fall 2012, Syllabus Page 2
Overview: Class and Assignment Schedule
Part I: Becoming a Social Change Agent 1) Fri. 9/7: Introduction, Survey, Ideas (Written Survey) 2) Mon. 9/10: Aruna Roy 3) Wed. 9/12: Broadmoor 4) Mon. 9/17: Yunus I 5) Wed. 9/19: Jean Ekins 6) Mon. 9/24 : Reflections on Me as a Social Change Agent
[Graded Written Assignment Due: Monday, Sept. 24th] Part II: Developing a Strong Public Value Proposition
7) Wed. 9/26: Exercise in Creativity: Alcohol in the Arctic 8) Mon. 10/1: Exercise in Creativity: Alcohol in the Arctic II
[Ungraded Written Assignment Due: Monday, October 1] 9) Wed. 10/3: Public Value and the Strategic Triangle
[Columbus Day: No Class] 10) Wed. 10/10: LISC 11) Mon. 10/15: Harlem Childrens Zone
[Graded Written Assignment Due: October 17th] Part III: Scaling Ideas for Social Change
12) Wed. 10/17: Scaling Ideas for Social Change 13) Mon. 10/22: Other Peoples Garbage 14) Wed. 10/24: Good Guide 15) Mon. 10/29: Unions and Kmart 16) Wed. 10/31: Yunus (II) 17) Mon. 11/5: Philanthropy 18) Wed. 11/7: Policing
[Veterans Day: No Class] 19) Wed. 11/14: Roe v. Wade 20) Mon. 11/19: Kerala
[Thanksgiving Vacation: No Class] 21) Mon. 11/26: Mockus 22) Wed. 11/28: Female Genital Cutting 23) Mon. 12/3: Social Media, Planned Parenthood 24) Wed. 12/5: Wrap-Up
[Required, Graded Final Paper Due: December 14th]
DPI312 (GSE A130): Sparking Social Change, Fall 2012, Syllabus Page 3 Course Objectives: This course is an inductive examination of a number of highly-varied social change initiatives that differ in terms of the position of the social change makers, the social sector and context in which they are operating, and the kind of social change they seek to make. We do so to stimulate the imagination of potential social change makers, and help them recognize the opportunities, and devise successful strategies for making social change at large and small, local and system-wide, scales. Central to our approach is the belief that significant social change can be made by individuals located in different social positions, standing on different institutional platforms, using different social structures and processes, and different human motivations to leverage their efforts to achieve important social goals.
The different social positions include individuals who are relatively disadvantaged with no formal authority and little informal influence, and those in highly advantaged posi-tions who have significant assets of their own, and hold positions of significant authority among the economic, social, political, and governmental institutions of society.
The different institutional platforms include positions inside government agencies; in for-
profit enterprises (both start up and established); in voluntary sector initiatives (both start up and established); in philanthropy; and in social movement and political organizations.
The different human motivations include material self-interest (understood as the desire
to promote ones own well-being and not be a burden to others); altruism (understood as concern for the well-being of others); duty (understood as the desire to do right by others as social norms, laws and moral code define what is right); and social and political aspi-rations (understood to be the desires of individuals to help enact a particular vision of a good and just society). Just as material self-interest provides much of the fuel for, the guidance of, and the evaluation of markets as important social change processes, so this wider set of human motivations can be understood as the sources of energy, the norma-tive compass, and the ultimate arbiter of the value of the wider set of social change proc-esses that we consider here.
The different social processes include: the making and implementation of public policy;
the use of market mechanisms to motivate productive efforts focused on meeting the wants and needs of individuals in the society; the mobilization of volunteer and philan-thropic action to achieve civic and public goals; the use of constitutional law and com-mon law ideas about justice to advance social purposes; the mobilization of citizens to es-tablish and enforce informal norms guiding social behavior; and the mobilization of citi-zens to influence governmental action broad or narrow arenas. These processes are at once the things to be created by social change makers, and the forces that they can latch onto to help give their particular idea greater weight and scale.
While we often assume that effective social entrepreneurship has to be either political, or social or economic, our claim is that effective social entrepreneurship often involves finding the best combination of ways to use a particular position and platform, taking advantage of many differ-ent kinds of motivations and social processes to mobilize collective action and systemic change.
DPI312 (GSE A130): Sparking Social Change, Fall 2012, Syllabus Page 4 We think that virtually all important social change efforts are created by skillfully interweaving the different motivations, processes, and sectors of in society. Obviously, the scope of the course is very broad, and includes many different topics. What makes the course distinctive from others, and gives it an internal coherence are two characteris-tics of the work of those we are describing as social entrepreneurs.
First, the actors are always focused on the social impact of their work the particular ways in which they think their work will create social or public value. It is this more than financial success, or the institutionalization of their efforts in some kind of durable insti-tution that commands their loyalty.
Second, their basic method is to find the means to significantly leverage their own per-sonal efforts, and that of the enterprises they lead, by both creating new, and aligning themselves with existing social forces operating above the level of their particular posi-tion or organization. This usually requires a very close diagnosis of the small and large social context in which they are operating, and an openness to developing and using col-laboration with other organizations to produce large scale social effects rather than com-peting with them for market share in an effort that is too small to deal with the social problem they set out to solve
Course Description The course is organized into three parts.
I. Becoming an Agent of Social Change The first part introduces the subject and the pedagogy of the course, and invites students to re-flect on their own commitments to and capacity for social change-making. In the first class, we will ask students to fill out a brief questionnaire that asks them about their experience in social entrepreneurship and social change-making, and their initial assumptions about this process. This will be used as the basis of small group discussions in class, and as a way of introducing students to one another and to the faculty. Subsequent classes will examine several individuals who have succeeded in catalyzing social changes from very different social and institutional positions. We will examine what it was about these individuals their commitments, their personal resources, and the acti