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Innovation At Work - Social InnovationTUTOR’S NAME HERE
Innovation At Work: Social Innovation
Learning ObjectivesUnit 1: WHY social innovation?Unit 2: WHAT is social innovation?Unit 3: How to achieve social innovation?
U. 1WHY social innovation?
A response to personal challenges and/or group ambitions inspired by social problems…
• Recognising and defining SOCIAL PROBLEMS
U. 1WHY social innovation?
Recognising and defining social problems
• Change can create new or exacerbate existing social problems
Drivers of Societal Change
• Economico New sources of competitiono Altered supply and demand
relationships (eg: China demanding more high protein foods; glut of oil and/or steel in world markets)
o Loss of investor confidenceo Devaluation of assets (eg: property;
certain company shares)
• Technological advancement o Exponential accelerationo Computers have become indispensableo Convenience and access to informationo Negatives?Loss of privacyBlurring of traditional lines between work
and homeDevaluing of intellectual property rights
Drivers of Societal Change
• Cultural - eg secularism; religious fundamentalism
Drivers of Societal Change
• Cultural change is both a cause and effect of societal change. It is affected by economic and technological change. Think about some examples you know off that reflect this.
Cultural patterns - - - Values‚powered by‘ frames of reference
[„shifting baselines“] *)
Perceptions
Information
Opinions, attitudes
Behaviour, social action & potential of change
*) Sáenz-Arroyo et al. 2005: Rapidly Shifting Environmental Baselines Among Fishers in the Gulf of California
Knowledge,awareness
„environs“: media, societal institutions, networks, peer groups ....
CULTURAL LEARNING CYCLE“
Roles
Activated values
Norms
Relations
New
pra
ctice
s = so
cial
inno
vatio
ns
• Population – growth; migration• Environmental pressures• Media/arts - Diffusion from other
cultures• Single dramatic events – i.e.
wars• Others?
Other Drivers of Societal Change
• From looking at the other drivers of societal change reflect on each in turn to highlight how those effects result from the complex interactions between people and between people and their milieu.
Societal Change can create problemsEmergence of new or exacerbation of old divides:o Altered economic relationshipso Gap between winners and loserso Economic decline generates adversitieso Digital divideo New sources of labour displace old sourceso New ways of thinking can displace adherents of
old ways
• Remember that societal change which is the product of economic change, technological change and so on can create problems which can be characterised overall as the emergence of new or the exacerbation of old divides – divisions lie at the heart of social problems. Reflect on some examples in today’s Europe.
U. 2 WHAT is social innovation?
The role of INNOVATION in solving
Societal Problems
The Role Of Innovation In Solving Societal Problems
• Desire to make things better than they are - improve
• In order to improve one has to innovate• The ‘innovation’ begins with how one thinks
about a problem• Too often people focus exclusively on the lack
of resources rather than looking at their problem(s) in new ways
• The pathway to social innovation begins with the desire to make things better. In order to improve things there has to be innovation. Innovation begins with consideration of how a problem is framed. Too often people fixate on finance and if its absence is the reason for the problem can feel stuck. Whereas social innovation is innovative because it looks at the nature of the problem and its potential solution in different, new ways.
Some theoretical considerations
• Innovation = Invention + Execution
• Effective Innovation = Validity + Reliability
A comprehensive paradigm of innovation
In general, innovations have primarily either economic or social objectives, They may be technology-based or not; In the social sphere they may require formal regulation or not. Innovations, addressing primarily economic objectives1), include products processes organisational measures marketing
Innovations, addressing primarily social objectives2) , include roles (of individuals, CSOs, corporate business, and public institutions) relations (in professional and private environments, networks, collectives) norms (on different levels, legal requirements) values (customs, manners, mores, ethics) – ‚powered by‘ frames of reference
1) „Oslo Manual“, OECD/EUROSTAT 2005, re. Schumpeter 1912 2) My extension, 2011
• All innovations have objectives. Defining these can be very useful: Are they economic or social or a mix of the two? To give this paradigm full attention, think about it and apply it to a specific circumstance.
All innovations are relevant across all functional systems of a society*
* Functional systems according to Parsons, 1976: Zur Theorie der Sozialsysteme. Opladen: Westdt. Verlag
Eight types of innovation ...o Productso Processeso Marketingo Organisationo Roleso Relationso Normso Values
... across four functional systems:o Economyo Cultureo Politicso Law
Social innovations are new practices for resolving societal challenges, which are adopted and utilized
by the individuals, social groups and organizations concerned.
*) Zentrum für Soziale Innovation, 2012:„All innovations are socially relevant“ ZSI-Discussion Paper 13, p. 2,
... with reference to Schumpeter: They are
»New combinations of social practices«
U. 3HOW to achieve social innovation?
• From the theoretical to the practical
How Social Innovation Can Solve Societal Problems and improve lives
Where need is not being addressed because:o It is not profitable for the private sectoro the public sector has insufficient resources or
political consensus to intervene
• Paradigm shift - looking at existing resources and organising them in a new way
• Increased financial investment may not solve the problem
• Social innovation looks at resources in new ways and that more financing may not directly solve the problem. Also consider the following:
• Problems can be manifested as challenges for individuals who often feel isolated
• Solutions to problems often take the form of collective action.
• What tends to be missing when problems are not addressed is communication between those affected and organisation of their insight, energy and commitment.
• Innovative solutions usually follow from the establishment of a ‘rallying point’, i.e. a place, a network or, a online platform where people concerned can come together.
• The next step is then usually to initiate a movement for change.
Examples of Innovative solutions to Societal Problems• Credit Unions• Gramine Bank (India) – micro-finance • Co-ops• Local Enterprise Agencies (NGOs in N. Ireland)• Many charitable campaigns• ‘Co-production’ – various movements• ‘Time-banking’• Community Councils• The Gaelic Athletic Association (GAA) in Ireland
The „4-i process“:– Idea >> What‘s the issue, what could be the solution?– Intervention >> Conceptualisation, find methods and allies– Implementation >> Overcoming resistance, stakeholders, life cycle!– Impact >> Not necessarily ‚good‘, nor for the whole of
society
Idea Intervention Implementation Impact
The Making Of Social Innovation
Three perspectives to analyse objectives and impact: the „social demand“ perspective, the „societal challenges“ perspective, and the „systemic change“ perspective.
Agnès Hubert et al. (BEPA – Bureau of European Policy Advisors) „Empowering people – driving change. Social Innovation in the European Union.“http://ec.europa.eu/bepa/pdf/publications_pdf/social_innovation.pdf
How to achieve lasting positive change?
Ministerial Approval
PUBLIC POLICY CHANGE
IMPLEMENTATION
A MULTITUDE OF PEOPLE AND NGO’S ACTIVELY INVOLVED FIELDWORK
POLICY CHANGES
APPROACH ADOPTED BY OUTSIDE GROUPS
A BIG NEW IDEA
Design Thinking is….
• Design thinking:• The origin of ‘design thinking’ is in the professions allied to the
build environment• It is a way of problem-solving which focuses on:
– What people need and want– What people like or dislike (packaging, marketing, etc.)
• Design thinking allows a designer to align what people want with what can be done, to produce a viable business strategy which both creates customer value and market opportunity
• In design thinking when there is major disagreement it is parked to be revisited when more has been understood by all parties. Disagreements are seen as just more issues to be solved. Other challenges are faced up to and taken on before going back to what had caused disagreement.
Emotional intelligence..…Multi-Disciplinary Influences…. ……Ideation…. Prototyping… ….Consider all alternatives.
Design Thinking
No more “so what?”………
“These crazy guys will never deliver a product”
“Give me the budget and I will deliver whatever you want”
“We have to concentrate on what we are good at”
“The new ideas are interesting but we don’t have the time or necessity”
Emotional intelligence……intuition…..positivity
“If we don’t change now it will be too late”
“We have to stop living in the past regardless of the success we had”
“New things are possible, we only have to have the will to want them”
“There are better ways to do it”
Left Brain Scepticism: Right Brain Positivity:
Design Thinking
• Remember design thinking is about taking a positive approach – about making a determination that somehow a problem will be solved…
Turning knowledge into action
Concepts Competencies Capacities Levers
Data
Information
Knowledge
Wisdom
Abstraction
Pattern recognition
Linear thinking
Lateral thinking
Documentation, order and analysis
Attributions, contradictions
Intelligence,empathy potential
Creativity,consensus
Facts & figures
Foresight,scenarios
Strategies, conventions
Collaborative actionand new practices
Resources of social innovations driving socio-cultural changes
Cogn
itio
n
Design Thinking
• How quickly can I configure the solution to suit my needs?
• Is the solution easy to maintain?• Is it consistent with my current system landscape?• Can the solution be easily supported?
• Does the solution show empathy for end-users?
• Is this the simplest solution that gets the job done?
• Is it elegant?• Is it useful?
• Can we afford it?• Does it make me more profitable?
• Do we have the skills?
• What is my ROI?
feasibilitytechnical needs
desirabilityhuman needs
viabilitybusiness needs
Results of the Research, Artifacts, Pictures
Needs & MotivationsUser profilesUse cases
RoughPrototypes Feedback from users & stakeholdersRe
sults
Low-fidelityPrototypesFeedback from users & stakeholders
Project PlanResources
High-Fidelity prototypes and/or design specifications
Observe Synthesis
Design
Assess &Refine
Prototype ImplementUnderstand
Develop iterative Prototypes and test with Users
Interview &ObserveEnd Users in their work place
Identify Needs,Motivations & Ideas for Solutions
Deliver a prototype to Solution Development W
hat
Scope Project & define objectives and outcomes
Work with Development to build the final design
The prototype must communicate design intent to both internal and external constituencies
Design
Prototype
Rapid End User Feedbac
k sales
deve
lopmen
t
marketi
ng services
customers
partn
ers
custom
er’s
custom
ers
end users
Multiple iterations continue the dialog between the
design team and the end-users
Packaging the design for sharing
• The prototyping phase is essential to increase the potential for success of the proposed social innovation.
• Consider the following points:
• Prototypes are effective for communicating intent & for securing feedback.
• Prototypes should evoke an emotional response. However they have also to be technically relevant.
• Prototypes must both communicate a vision and present a realisable model.
Sketches Mock-ups Wire Frames HTML Flash Functional Code
•WHO? ..... YOU!
• So long as people who are unhappy with a situation confine their analysis to a disembodied ‘they’ who are seen to be the cause of the circumstance they want to see changed and the only ones who can change it, then the less likely there is to be the sort of change that is wanted. Social innovation happens when people decide that the ‘who’ in a situation is they themselves, that only they can try to ensure that the type of change they want will happen.
• When ‘you’ decide to take on the challenge, to take responsibility for intervening to improve the circumstances of those you care about, the prospect of change becomes real. If it doesn’t happen you can critique your actions to try to understand why it didn’t. It is that preparedness to act, to try, which is the foundation of all entrepreneurial success and societal advancement.
• Exercise: Devise An Action For A Specific Social Innovation Proposal
