Download ESF project 4895: Meer werk maken van innovatie voor

ESF project 4895: Meer werk maken van innovatie voor werkgelegenheid en arbeidsmarkt
ANALYSIS FICHE OF LITERATURE
Ref: 8C
TITLE OF LITERATURE: Collective impact
AUTHOR : John Kania et al
TYPE OF AUTHOR (academic, consultants, practitioners, other): academics
COMMISSIONER OF LITERATURE (IF APPROPRIATE): Stanford Social Innovation review, winter 2011
ORIENTATION OF LITERATURE (check with X):
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innovation in general: x
innovation by / within the public sector: x
innovation oriented towards citizens:
innovation oriented towards social and employment issues typically dealt with by ESF: x
LESSONS LEARNT REGARDING:
A. How to define innovation e.g. in types
The article focuses on social innovation as being more systemic, rather than focused only on one
point of contact with citizens.
An example from education is given where “Strive” gathered 300 leaders of local organisations
(city officials, foundations, schools, non-profits, advocacy…) that could reflect on the entire path
of young people from cradle to career. They were allocated to 15 Student Success Networks by
type of activity (eg tutoring, early childhood,…) and met for two hours every two weeks for three
years, supported by coaches and facilitators. They developed shared performance indicators,
discussed progress, learned from each other and aligned their efforts to each other.
Behind this is a centralised infrastructure with dedicated staff and a structured process that leads
to a shared agenda, measurement, communication and mutually reinforcing activities among all
participants. The article gives more such examples.
The idea is that large scale social change comes from better cross-sector coordination rather
than isolated interventions of individual organisations.
Isolated impact (as opposed to collective) thinking works as follows: funders try to ascertain
which organization will make the largest contribution to solving a social issue, grantees compete
and are judged on their own potential, evaluation aims at isolating the impact made by this
grantee on its own. The hope is that effective actions then become replicated to extend their
impact.
However, this is a flawed approach as complex problems can only be solved by cross-sector
coalitions that include the governmental and commercial actors whose interplay gives rise to the
social issues in the first place. It cannot be addressed by a solitary non-profit actor.
Complex or “adaptive” problems are different from “technical” problems. The latter have a welldefined problem with a clear answer and one or a few organisations that can implement this.
The former are the opposite and hence requires learning by the stakeholders involved in the
problem. This is referred to as a “systemic approach” to social impact.
B. How to formulate an innovation strategy (in terms of scope, types of innovation,
requirements)
C. How to organize innovation as a process in different stages?
The article refers to “scaling” as replication of the collective impact approach (not of its specific
activities) to other places. E.g. Strive was transferred to nine other communities. These were
offered a set of tools derived from the first community, adaptable to their own needs and
resources. New communities need to take ownership and go through their own process, but they
can go much faster by drawing on the existing experiences. They do not need to start their
process from scratch.
D. How to define outputs of innovation e.g. in terms of idea, concept, prototype…?
In this approach, five conditions are seen as crucial:
1) Common agenda: each organization tends to have a different understanding of a social issue.
This needs to be discussed and resolved. It does not mean everyone needs to agree on
everything. Disagreements are reported to continue. But they must agree on primary goals.
2) Shared measurement: the level of measurement is the community. Hence no single actor
can deliver on these measures. Measurement is used for learning (e.g. it was discovered that
children regress during the summer break and that it is important to bridge this; they
experimented with an intervention that had significant influence) .
3) Mutually reinforcing activities: all participants should not do the same but work together.
Each organization is free to chart its own course but must situate this in the shared vision
and be informed by shared measurement.
4) Continuous communication: it takes time to build trust. People need to see their interests
are treated fairly and decisions are made on the basis of objective evidence. For this monthly
or bi-weekly meetings are held between CEO level leaders. Skipping meetings or sending
lower level delegates was not accepted. The meetings are facilitated.
5) Backbone support organization: it takes care of three key roles:
a. Project manager and logistics / admin support
b. Data / technology manager
c. Facilitator
Such an organisation uses the principles of adaptive leadership 1) focus people’s attention
and create a sense of urgency 2) apply pressure to stakeholders without overwhelming them
3) frame issues in a way that that presents opportunities as well as difficulties 4) strength to
mediate conflict along stakeholders.
E. How to make decisions regarding progress of an innovation?
F. What roles exist for different actors in the innovation process? What competences are
required for these roles?
Funders should support a long term process of social change without identifying any particular
solution in advance. Systemic change ultimately depends on a sustained campaign to increase the
capacity and coordination of an entire field. Funders should:
a)
b)
c)
d)
Take responsibility for assembling the elements of a solution
Create a movement for change
Include solutions from outside the non-profit sector
Use actionable knowledge to influence behavior and improve performance
G. How to organize interaction with external stakeholders (open innovation)?
H. Specific tools that are explained (list briefly for each tool in what stage, by which role, why,
how it is to be used).
a) Tool 1:
See: http://www.strivetogether.org/