Microtainer: lab resources (April 2015)

SiG Note: This article was originally published on April 7, 2015 on the MaRS Solutions Lab Blog. It has been cross-posted with permission from the author.
Launched August 2013, the Microtainer series was created and curated by Satsuko VanAntwerp of Social Innovation Generation. The MaRS Solutions Lab is excited to take on this legacy to spread information that will be interesting, insightful and useful to lab practitioners and the lab-curious. To access the whole archive of Microtainers, please visit the Microtainers series page.
Interesting resources that came across our desks in the past 4 weeks (in no particular order):
1. Danish Design Centre’s interview series on “When does design become a political act?”

Engaging interviews with:

Scott Brown, Research Associate, Parsons DESIS Lab, The New School

Christian Bason, CEO, Danish Design Centre

Rosan Bosch, artist and founder of Rosan Bosch Studio

Kit Lykketoft, General Manager, MindLab

2. Jon Turney’s aeon article “How to design the future”

As technological choices become ever more complex, design fiction, not science, hints at the future we actually want.

How to design the future

C/O Dunne and Raby via aeon

3. Eric Schnurer’s article in The Atlantic “When Government Competes Against the Private Sector, Everybody Wins”

If civil servants are pitted against businesses, they become more innovative and secure most of the contracts put out for bid.

4. Simon O’Rafferty’s slides “Service Design: Tactics + Pitfalls”

Great slidedeck by Simon O’Rafferty on the methods of Service Design and its pitfalls.

5. Google Cultural Institute

Take a look at the work of The Lab at the Google Cultural Institute, merging ideas with art and technology.

Google Cultural Institute

C/O Google

6. News: The new Arts Impact Fund in UK

The Arts Impact Fund is a new £7million initiative set up to demonstrate the potential for social investment in arts. Note: Restrictions on funding from some partners mean the Arts Impact Fund can only lend to organisations registered in, and operating primarily in, England.

7. Dr. Andrea Siodmok’s blog “Design in Policy Making”

Can we create public services that are valuable to the public, so that they are delighted, even proud of their existence – whilst simultaneously saving money?

8. Laura Bolt’s blog on AIGA “A Genius Lesson from Franklyn in How to Rebrand a Branding Agency”

Great design example of rebranding an innovation firm.

Redesign innovation firm

C/I AIGA

For more speedy PSILabs updates, follow MaRS Solutions Lab @solutions_lab and Terrie at @terriehyichan.

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Microtainer: lab resources (March 2015)

SiG Note: This article was originally published on March 17, 2015 on the MaRS Solutions Lab Blog. It has been cross-posted with permission from the author.

Launched August 2013, the Microtainer series was created and curated by Satsuko VanAntwerp of Social Innovation Generation. The MaRS Solutions Lab is excited to take on this legacy to spread information that will be interesting, insightful and useful to lab practitioners and the lab-curious. To access the whole archive of Microtainers, please visit the Microtainers series page.

Interesting resources that came across our desks in the past 6 weeks (in no particular order):

 

1. Practical illustrated summary of Lab Matters: Challenging the practice of Social Innovation Laboratories

Written by Marlieke Kieboom (Kennisland) in a more illustrated format.

2. Civic Quarterly’s articleCollaboratively Designing Public Services“ by Chelsea Mauldin

“Citizens often bear the burden of public services that weren’t designed with their experience in mind. If civic designers are ever going to improve these services, we’ll need to engage both citizens and civil servants alike in their creation.”

Civic Quarterly

c/o Civic Quarterly, Issue 2, Winter 2014

3. The New Yorker’s article ”The Shape of Things to Come

A rare in-depth look at Jonathan Ive and his team and “how an industrial designer became Apple’s greatest product”.

4. Devex’s article ”Putting evidence into policymaking: RCTs as a tool for decision-making

“In India, the Abdul Latif Jameel Poverty Action Lab, a network of researchers who run randomized control trials based at the Massachusetts Institute of Technology, is working with the Tamil Nadu government to integrate findings from RCTs into the policymaking design phase — a collaborative approach which evolved from J-PAL’s existing evaluation programs there.”

5. News: ”Government’s new innovation ‘Hub’ open to new thinking

“The federal government has opened its long-awaited ‘hub’ of thinkers and policy wonks whose brainstorming could reshape the way policy is made and services are delivered in Canada.”

6. Wired Magazine’s “15 Predictions for Tech and Design in 2015

15 projections from experts in the advancement of design and tech, including edible technology, adaptive education, and health diagnosis with nano particles.

c/o Wired Magazine

c/o Wired Magazine

7. Civic Quarterly’s article ”Untangling Complexity: Designing for Shared Understanding“ by Jacqueline Wallace

“The next phase of the digital revolution will be defined by products and services that facilitate shared understanding, allowing concerted participation around complex issues. In working to show the way, civic designers will need to call upon the powers of systems research, design research, social science, and open data.”

8. CBC’s news articleHarper government examines game-playing to motivate bureaucrats

“Federal memo says computer games have potential to train public-sector workers, engage citizens. The Privy Council Office, the central organ of government and the prime minister’s own department, now is looking at adopting gamification as it renews the entire federal workforce over the next five years.” ‘Harnessing the Power of Gamification’ was written by Coleen Volk, deputy secretary to the federal cabinet. Volk proposes that game-playing be promoted by a policy think-tank established by the government in mid-February, called the central innovation hub.”

9. News: “Financial Solutions Lab Announces $3 Million Competition to Tackle Consumer Financial Security

“The Financial Solutions Lab at the Center for Financial Services Innovation (CFSI) with founding partner JPMorgan Chase & Co. today announced a $3 million competition for technology innovators working to address consumer financial challenges.”

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Patterns, platforms and time for play

We’ve all seen the headlines.

The world is rapidly changing. Technology is iterating at great speed, pushing our minds and our bodies in ways we don’t fully comprehend.  The economy, which by definition is equal to the wealth and resources of a country or region, is under serious stress – and will be for some time.

Our natural climate is throwing us huge curve balls, thanks in no small part to the hits we keep sending her way.

And yet we know all is not lost.
c/o socialfinance.ca

c/o socialinnovation.ca

At MaRS, it is believed that entrepreneurship is key to leading the way through all of this change. Bill Drayton, Founder of Ashoka — and credited with coining ‘social entrepreneurship’ — would agree and add that the skill of pattern recognition is equally imperative.

Understanding how and identifying where particular stresses exist focuses the entrepreneurial mind.

Tonya Surman has been paying attention to patterns for a long time. Most recently, she has been considering what motivates the work of an entrepreneur – more specifically – her work as a social entrepreneur.

Tonya is no stranger to success. She was the founding director of the Canadian Partnership for Children’s Health and Environment, whose work catalyzed a new legislative framework to manage chemicals and ban bisphenol A in baby bottles.

She co-founded and chaired the Ontario Nonprofit Network, an organization that serves 55,000 non-profits. She was also a founding trustee of the Toronto Awesome Foundation, an organization that distributes monthly $1,000 grants to fund local projects.

However, it’s Tonya’s work as Founding CEO of the Centre for Social Innovation (CSI) that has garnered her the most public attention. Not content to seed and grow one thriving co-working space in downtown Toronto, Tonya and her team successfully pioneered the use of Community Bonds – an innovative model for grassroots, sustainable capital campaigns. CSI used this financial product to purchase a second co-working space in Toronto’s Annex neighbourhood and have now offered a second bond to purchase a building on Spadina Ave – opposite their inaugural home base.

c/o socialinnovation.ca

c/o socialinnovation.ca

In addition to all of this moving and shaking, CSI has a space in the Daniels Spectrum building at Regent Park and a whole other co-working space in New York City!

With all of this success, she might be content to sit back and smell the roses she’s been growing in her roof-top garden, but Tonya continues to push herself. As an Ashoka Fellow, she would likely agree with Bill Drayton that entrepreneurship is a life-long process. The work is never done. Just like the world of social innovation, once one peak is reached, another mountain reveals itself and one must keep climbing!

Talking through what she has learned on her journey and the secret to her impressive energy, Tonya joins the MaRS Global Leadership Series & SiG Inspiring Action for Social Impact for the first time on March 31.

Register for Tonya’s talk here.

A conversation and Q&A with the Toronto Star’s Catherine Porter will follow Tonya’s presentation. Catherine writes about everything from climate change, women’s rights, poverty, mental illness, international development and community activism. She has won two National Newspaper Awards for her work. Their discussion and your questions will be a great way to end an inspiring presentation.

Whet your appetite with this recent video interview below
where Tonya discusses her current motivations:

 

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Becoming a Wise Traveller

Are you like me? Do you feel frustrated by the limited impact you and others have had? Do you feel that despite your best efforts, and indeed successes, you have hit a brick wall?

You may have mounted a fierce advocacy campaign, pioneered a social program, mobilized new funds or even changed a law, but the status quo has barely altered. Social and economic justice hasn’t increased. Power hasn’t shifted. The old paradigm survives. And the sharp, distinctive edges of your social innovation are in danger of being eroded, isolated or forgotten.

Credit: Jim Lawrence www.kootenayreflections.com/

Credit: Jim Lawrence

In my experience, lasting impact requires more than coming up with a new idea and proving that it works. It’s more than replicating an innovation in several places.

Novelty isn’t enough. Neither are dedication, hard work, or loyal supporters. Nor is a sophisticated strategy, money, or the most robust application of the latest technology, for that matter.

Are these things essential? Yes.
A good start? Certainly.
But they are not enough to tip a system.

Just because you have a shiny new solution, the world will not beat a path to your door. Enduring social innovation doesn’t spread by accident. We need to deliberately nurture the conditions in which it can flourish.

One of these conditions is to become a wise traveller.

The Spirit of Haida Gwaii: The Jade Canoe by Bill Reid.  Photo: Bill McLennan.

The Spirit of Haida Gwaii: The Jade Canoe by Bill Reid. Photo: Bill McLennan.

In my new book, Impact: Six Patterns to Spread Your Social Innovation, I suggest three types of social innovators disruptive, bridging and receptive are required to achieve long-term impact. While each group has its own set of skills, strengths and limitations, they all have one thing in common: they understand the boundaries of their expertise and experience and welcome fellow travellers from organizations and institutions that have complementary skills.

Disruptive innovators are inspired by love and motivated by necessity. They challenge the prevailing way of doing things and shake the lethargy off the status quo. They wrestle a big idea to the ground. And yet, even when they prove that the idea works, it does not easily become the new standard. It can be ignored or misunderstood and may even be perceived as a threat to the system.

It is not easy to move from the margins to the mainstream. That’s why we need bridging innovators. Bridging innovators spot the big ideas surfaced by disruptive innovators. They leverage their connections, reputations and resources to make sure the potential is realized. They translate and interpret the value of a disruptive innovation to the system. Bridging innovators are the necessary link between disruptive innovators and receptive innovators.

Receptive innovators are key to implementing big ideas and spreading solutions far and wide. They have an insider’s knowledge of the key levers to advance an issue within a system. They know the formal and informal channels inside bureaucracy and who the key players are. They are navigators, steering the innovation so that
 it may flourish and become the new standard.

Credit: Komal Minhas for Komedia

The three types of social innovators. Credit: Komal Minhas for Komedia

Wise travellers know they can only go so far on their own. They respect the roles and functions of each type of innovator. They know that social innovations not only emerge from relationships, but also thrive and endure in relationships.

COMING UP

Join Social Innovation Generation, The J.W. McConnell Family Foundation and Innoweave on March 12 at 1pm EST for a webinar and in-depth discussion with Al Etmanski on his new book Impact: Six Patterns to Spread Your Social Innovation.

Register here

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SNEAK PEAK

Download the Introduction to IMPACT: Six Patterns to Spread Your Social Innovation.

Register here to be notified when you can purchase, IMPACT: Six Patterns to Spread Your Social Innovation.

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Continue the #impact6 conversation with @aletmanski
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Leaning in to Social Innovation

As the newest member of the SiG team, I am looking at how I can contribute to this space and empower others to do the same. This is my Why time. The Why for social innovation and the people involved can be seen through the rest of the W’s below:

What is social innovation?

In accordance with Frances Westley’s definition, a social innovation profoundly changes the defining routines, resource and authority flows or beliefs of a broader social system.

Essentially, a social innovation addresses a complex social problem with an idea focused on getting to the root of the problem, as opposed to temporary relief that only remedies the surface issues. In order to truly disrupt a system, a social innovation must cross social boundaries and reach different people and organizations at different levels.

A traditional approach…

The World Wildlife Foundation, founded in 1961, is dedicated to conserving and restoring the environment. It has over 5 million supporters worldwide and, in 2014, it generated over a quarter of a billion dollars in revenue (WWF-US Annual Report 2014). The WWF brings attention to important issues regarding our planet, and it does so by capturing the attention of individuals and institutions alike. But even with all this activity, environmental conditions continue to decline and the number of endangered species continues to rise.

Transforms to…

C/O The Finance Innovation Lab

C/O The Finance Innovation Lab

Determined to tackle one of the root causes of this continued decline, the WWF-UK joined forces with the Institute of Chartered Accountants in England and Wales (ICAEW) as of 2008, leading to the creation of the Finance Innovation Lab. The unusual collaboration of these two organizations was brought on by their shared desire for a financial system that sustains people and the planet.

This call to action is derived from the shared challenges that every individual, organization or government is faced with — resource constraints, a current economic model that assumes perpetual growth, growing disparity between rich and poor — as well as from the outcomes both organizations strive towards: a system that enables people and the planet to flourish and one that builds resiliency.

At WWF-UK, we perceive finance as a key lever to influence business strategy and corporate supply chains to reduce their threats to the natural world, and to provide financial mechanisms which protect and encourage sustainable ecosystems – WWF-UK

Their big picture is to repurpose finance to have a positive impact in the world. Their work encourages and accepts open discussion about the root causes of issues, and they strive to take a bird’s-eye view across the financial system to identify where they can best make a difference.

Who is involved?

There are different types of social innovators, according to Frances Westley:

Social Entrepreneurs: create innovations and bring them to market through team building.

System Entrepreneurs: find and connect the opportunities to leverage innovative ideas for much greater impact.

Institutional Entrepreneurs: individuals or networks that actively seek to change the broader social system through changing institutions.

The inclusion of the people social innovations are designed to serve is important. A successful ongoing project is Family by Family in South Australia. Families going through a hard time are paired with families who have come through a hard time. Families learn from one another and help each other. It is not a one-stop solution for every family; Family By Family takes into consideration the uniqueness of each case and continues to learn from every participating family how to improve their methodology.

linkup-homepage1

C/O Family By Family

What conditions are needed for social innovation to take place?

Market demand, cultural and social demand, and political demand are complex factors, but can open the way for new ideas for change.

An example of demand-led change is smoking: in the past, smoking in a public place was tolerable, but now if you light up a cigarette you are more likely to receive looks of disapproval.

It is a culture shift and transformation that took decades and may be attributed to the culmination of grassroots initiatives, public service advertising , evidence-based policy, and publicizing the effects of smoking on health.

Antismoking

C/O Lucas Zoltowski

How is THE question…

How do you identify what you can do?

I have been encouraged to discover and build upon my strengths. Asset-based thinking works to develop strengths as opposed to focusing on weaknesses. Depending on who you are, you may find your strengths pulling you in one direction, connecting with others, and supporting or creating an idea.

How do you socially innovate?

Collaborate with others. Change Labs create a physical and intellectual space designed to encourage and facilitate collaboration and the co-creation of meaningful and innovative solutions to complex problems.

Continue learning.

It is a truth ever-increasingly acknowledged: by engaging with the knowledge of others, you better your own understanding. If you are an organization, becoming a learning organization has benefited the most successful institutions in the world.

When a social innovation is successful, it becomes part of the norm, which may lead to the emergence of new problems. As Frances Westley says, social innovation is not a fixed address. Once a social innovation is put in place, it becomes the new system. It is a cyclical process – a never-ending infinity loop – a continuous who, what, when, where and why to ask.

I have come to learn there is no step-by-step approach to creating, implementing and following through with socially innovative ideas, because that is the nature of these problems and solutions – they are embedded in institutions, complex, chaotic, and ever-changing. I look forward to learning so much more this year, deepening my understanding, satiating my curiosity and exploring what’s possible. As with social innovation, I too am not fixed, but constantly growing and evolving. What an adventure!

Puzzle Pieces

C/O Ken Teegardin

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What’s the creation story behind every social innovation?

SiG Note: This article was originally published on The Melting Pot Website.  It has been cross-posted with permission from the author.

Disruption AheadSocial innovators are often the disrupters, the ones who swim against the tide and question the status quo.  We may find them uncomfortable and challenging, but these people are also inspiring, determined and resilient.

Take the ‘Social Innovator personality test.’ How many of these needed core skills and qualities do you have?

Making connections * causing disruptions * having persistence and a critical mindset * clarity of vision * courage of your convictions * an ability to learn and reflect * to take risks and experiment * question results * have focus, but also openness * and, of course – the ability to “sell.”

During 2014, The Melting Pot initiated a collaborative enquiry process into social innovation and how it might flourish in Scotland.

Gatherings took place from Inverness to Edinburgh. Using ‘The Art of Hosting’ participatory processes, we dived into understanding the cultural conditions that help or hinder people, communities and organisations of all sizes who have a passion for creating solutions to our pressing eco-social challenges.

You can read more about our findings here. For fun, here are the recommendations turned on their head.  

How to kill social innovation in 5 easy steps!

First – spot those disrupters and put them down – go on, tell them their mad ideas won’t work.  These non-conformers who wish to do something different are a nuisance with their radical notions. Their dreams are too big, too complex.  They don’t know what they’re doing and it will certainly never make any money!

Second – don’t assist those disruptors, or offer them a chance to collaborate. Keep yourself to yourself.  Don’t move out of your comfort zone, talk to, or help anyone!  Don’t go out of your way to make connections or introductions, you might catch something – like a scary new proposition…

Third – seek out the answers to our societal problems from another place, somewhere like London, New York or Shanghai. Those disruptive ideas under your nose, on your doorstep, the ones that take account of the cultural fit can’t be any good, can they? And anyway, it’s more fun to go on international jollies (sorry, I mean learning journeys).

Forth – never accept anyone else’s wisdom, or seek to learn form them. What do they know anyway? There’s no point taking time out of your busy schedule to reflect on your learning – you’ve just got to keep doing – at all costs.

Fifth – work from your bedroom, alone – you can’t afford anywhere nice and professional to work anyway, not on what is invested into the social innovation pipeline. Yes we need jobs, but they can only be produced from companies that focus on economic growth, not social capital.

Now forget all that. For social innovation to thrive in Scotland, we must create a culture to:

  1. Encourage – literally lend courage and support to – those seeking to address inequality, those who are questioning the status quo, creating disruption and taking risks.
  2. Foster connections, creativity and the generation of ideas amongst innovators in all sectors.  Enabling genuine participation and collaboration across sectors releases socially innovative ideas.
  3. Cultivate local solutions where social innovators can work with communities to define and co-design solutions within their community context.
  4. Create safe places and spaces for learning, reflection and sharing all the stories: the successes, the tricky moments, the failures, the highs and the lows of experience.
  5. Invest in social innovation – provide the physical resources to enable social innovators to work with focus, purpose, determination and persistence. 

Melting PotThe Melting Pot would like to thank the Scottish Government for commissioning this work, so that our policy makers can better harness our people’s talents, energy and ideas to make Scotland flourish.

Find out more about The Melting Pot, Scotland’s Centre for Social Innovation, and our Social Innovation Incubation Award programme (all disrupters please apply!).

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Scheduling Change

SiG Note: This blog post is written by former SiGster Satsuko, who is now a business ethnographer at social enterprise InWithForward. The post showcases a tangible example of how ethnography is used by labs to uncover opportunity areas in order to build system tipping solutions, like Kudoz. The post has been re-posted from InWithForward with permission from the author.

8:12am     Ashley: Ok, I just got a text that Kelly is sick.

Don: What time does she start?

Ashley: 10:30.

Don stares at his computer screen, toggling between tabs on the google spreadsheet.

Don: Has Saul worked with Randy?

Ashley: I think Clay has.

Don: Clay? Before we do that, let’s call Saul.

Ashley: We’ve pulled almost all the *casuals, oh Mick is extra today.

Don: Melody has worked with Randy.

Ashley: Ya, we can do that.

Don: Ok, I’ll change it in the schedule if you call.

Ashley [starts dialing]: Right!

Don: Better put it on the chat before Francine steals her.

8:15am      Ashley: Yup.

This was exactly the kind of conversation I was hoping to catch. From 7:50am to 10am, perched on a chair beside Don, I scribbled in my notepad as quickly as I legibly could. I was attempting to capture Don’s moves on a pretty micro level: his mouse clicks, the number of times he toggled between web browser tabs, text messages sent and received, facial expressions (concentration face, calm, joking around, adrenalin), timings, interruptions, conversations between colleagues. We’re trying to learn everything we can about staff scheduling at our Burnaby project partner agencies, because the success of Kudoz depends on it.

Learning about scheduling at one of our partner agencies

Learning about scheduling at one of our partner agencies

I was hanging out with Don because he is responsible for managing the schedule of two disability day programs, comprised of about 35 staff. He is part of a 4 person scheduling team. If any of his 4 colleagues receives a sick call, even if the shifts in Don’s programs are balanced and none of his staff cancel shifts, he may need to move around his staff to figure out a new configuration. There are tons of variables and rigid union regulations that schedulers juggle in their head.

 A simpler staff switch may take a couple minutes to sort out. A tougher one can take a couple hours and up to 9 shift swaps, not to mention the accompanying calls to each of the staff and families affected (this was the case with a sick call two days earlier, Don told me, where he couldn’t find anyone to cover the shift and ended up going on the floor himself). I recorded tons of clicking between google docs, one-handed text messages sent, scrunchy foreheads, jokes between the team, and greetings to individuals. By 9:35am, I already had 9 pages of notes.

The typical chain of events when Don receives a sick call

The typical chain of events when Don receives a sick call

We were observing Don with a very specific aim: to spot opportunity areas, which are often disguised as bottlenecks and barriers. Specifically, we are seeking to understand: what is the most annoying, time-consuming or anxiety-producing part of the scheduling process, what are the most rewarding moments that make it worthwhile, what is considered a good scheduling outcome, what skills help you excel at this type of work, what motivates schedulers and how do incentive structures support that? Don used the above diagram to talk me through his answers.

Scheduling? So what?

I joined InWithForward about a month ago, bringing a business lens to the team. My main focus has been on the business model for Kudoz. And related to that, how this new service will fit into the existing organizational structure and systems of our three partner agencies and the developmental disabilities sector as a whole. Staff scheduling quickly rose to the top as a potential barrier for Kudoz. That’s because Kudoz uses paid staff time in 1-3 hour increments during regular program hours.

Kudoz

Kudoz is a catalogue of taster experiences for people with a learning disability. Essentially, Kudoz matches people — disability agency staff, small business owners, or community members — who have a passion to share with individuals-served who are bored and curious to try something new.

For frontline worker Frank, it means having people join him for a drumming circle and getting better at teaching about soundscapes. For community member Andrea, it means having a friend to go for a walk in the forest and that nudge to get back into photography. For person-served David, it means discovering he is pretty good at making his own video clips, having more things to talk about with friends and family, having more positive self-talk, and growing his curiosity. Kudoz aims to enable individuals-served like David to flourish and lead a meaningful life.

For Don, this means that if any of his staff become a Kudoz host, the schedules he manages would be affected. In order for Kudoz to take hold and spread, we are working hard to figure out how to integrate Kudoz into existing structures and to make it easier and more convenient than the existing system. Because Kudoz will be squashed if it creates extra work or a headache for schedulers like Don.

Some early thoughts on different ways Don’s staff could work around the schedule in order to become a Kudoz host

Some early thoughts on different ways Don’s staff could work around the schedule in order to become a Kudoz host

(Early) insights & hunches

Based on our ethnographic observations thus far, we have a couple hunches.

One hunch is that Kudoz will be able to collect, accumulate, and leverage idle work hours in order to enable staff to share their passion with persons-served, all during work time.

For salaried staff with flexible hours, this hunch means using slower office times during the day, week, month, or year towards hosting Kudoz experiences (we are currently testing this).

For hourly support staff with defined shifts, this hunch means shaving off and banking idle work hours from a shift, in order for the hours to be re-purposed towards hosting a one-on-one experience to share their passion with an individual-served.

For example, some possible idle time that disability day program staff could potentially bank include:

  • (±40 minutes) when program staff are on the clock at the agency, but their person-served hasn’t arrived yet for their day program;
  • (±20 minutes) allotted to program staff for writing and reading log notes; casuals usually aren’t required to do so;
  • (3-4 hours) when casual staff are on shift, but an individual-served ends up not coming in; due to union regulations, the shift cannot be cancelled;
  • (1-2 hours) when a casual staff is called to cover a 2-hour staff meeting, but a casual cannot be booked for a shift that is less than 3-4 hours (minimum shift hours are different per agency).

These examples alone free up 6-7 hours for meaningful experiences that equate to individuals-served learning and growing their sense of self. And, staff get to share their personal passions on work time, leading to higher productivity and morale and lower absenteeism/presenteeism.

Another hunch is that much of the scheduling process could be automated to create efficiency gains and eliminate many of schedulers’ pain points.

One of the partner agencies has recently switched over to a bespoke software program for scheduling, that has been rolled out over the last year. Another agency uses google docs. Another uses paper. No matter the system, there are tons of variables that schedulers hold in their head. Some of this information is written somewhere, often the result of a scheduler going on a holiday and needing to share the info with their colleagues. But most of the tacit knowledge is not. And most of it is not reflected in the software they use. We think it could be!

We are making a list of specs that a Kudoz enabled scheduling system would need to include and we are learning more everyday. Some of these specs include:

  • automated text/call/email notifications of shifts when there are changes, based on the staff member’s preferred method of communication, how soon the shift is, etc.;
  • the option of a daily automated text to families of persons-served that let’s them know who will be working with their son/daughter that day, based on the family’s communication preferences;
  • drop down menu per specific shift, with all the staff that are trained and available to work on a given shift (even if they are scheduled for another shift), and the number of swaps that would be required if that staff was chosen;
  • recommendations of the most desirable swap, based on relationships between staff and the individual-served, an individual’s preferences (would like a different staff every three days), past interactions with family, etc. — all of which would be inputed by schedulers;
  • include “long shot” swap options; ie. staff who are likely unable to cover a shift (based on the availability they provided), but might be able to.

These specifications aim to minimize/eliminate the need for staff to negotiate swapping staff across programs (one of the major pain points identified by schedulers) and lessen the burden of communicating changes (calling people, waiting to hear back and adjusting the various systems to reflect changes is often the most time consuming part of shifting the schedule).

For now, we are pulling inspiration from restaurant scheduling apps and flight comparison aggregators sites to think creatively about what is possible. Any suggestions of ideas are super welcome ~ please include them in the comments section!

We’re left wondering…

There are many things to test and work through over the next 5 months. Some of the questions we’re trying to figure out and are working through at the moment include:

  • How do we get parents on board with Kudoz? How do we help parents see Kudoz as an opportunity for growth for their children?
  • How do we work with managers whose staff are signing up to be Kudoz hosts?
  • What is the economic activity surrounding an individual-served? Can we put a dollar amount on this? How can we bring out the stories behind the numbers, ie. What is the cost to quality of life and the ability to flourish? What are the positive deviant stories of individuals-served?

There is nothing like a deadline to keep one moving and motivated.

- Satsuko

Jargon alert!

Some of the sector specific language used in this post:

 *Casuals: a type of Support Worker that is on-call and employed when and if needed for disability day programs and for group homes (where 3-4 people with learning disabilities may live).

*Support Staff/Workers: assist adults with a learning disability on a day-to-day basis, either one-on-one or as part of a small group (usually no more than 4).

*Disability day program: a place where adults with learning disabilities go during the day. Day programs are staffed by support workers that help individuals work towards their personal development plans.

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Now Open: Social Innovation Fellowships (The J.W. McConnell Family Foundation)

Young entrepreneurs having a creative business meeting in a cafe

sfsCircle

The J.W. McConnell Family Foundation is pleased to announce the creation of two Social Innovation Fellowships open to professionals in the early stage of their careers.

These one year, full time positions are designed to support the program and administrative activities of the Foundation, in particular their Sustainable Food Systems and RECODE initiatives, while providing opportunities for fellows to participate in training, exchange, and knowledge generation activities of the Foundation and with the broader social innovation community. They are meant to be a trampoline for people who are interested in future employment within the community, philanthropic or government sectors or in starting their own social enterprise.

Closing Date for Applications: March 2, 2015

Location: Montreal, with travel within Canada

Remuneration: $3,000 per month plus benefits

Please send your CV and covering letter to hr@mcconnellfoundation.ca

Starting Dateearly April, 2015

LinkedIn Posting

Complete position descriptions
Social Innovation Fellow – RECODE 
Social Innovation Fellow – Sustainable Food Systems

 

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Changing the lens, the focus, everything

This post was originally published on the Strandberg Consulting Blog on February 6, 2015. It has been cross-posted with permission from the author — explore her website for more on CSR 4.0. 

For 25 years, I’ve developed CSR strategies. And now I see that CSR is becoming business as usual.

You’d think I’d be celebrating. But I’m not – because CSR has stalled.

This struck me in 2012 when I developed the Qualities of a Transformational Company for Canadian Business for Social Responsibility and started tracking corporate innovation in CSR (see 38 case studies of transformation in action at CBSR’s website). That’s when I saw where we needed to be.

As identified by KPMG, the World Economic Forum and others, CSR as practiced over the past decade has not realized the commercial or social benefits necessary to address the global mega-forces that will affect the ability of business and society to thrive in the medium to long-term.

Our pace is too slow. The change we are realizing is incremental when it needs to be transformational.

Leading businesses sense this limitation and are looking for a new type of CSR.  They want to go beyond what I call “CSR everydayism” to set their course on a path to social purpose.  They want to go beyond value protection to value creation – to set and pursue corporate goals that resonate with employees, customers and communities, and that realize growth opportunities for their firm.

To aid my clients and others on this journey, I have created a Social Purpose Continuum (1.0 Philanthropic — 2.0 Strategic — 3.0 Integrated — 4.0 Social Purpose).  I am using this tool in education and strategy sessions to help leaders redefine their sense of what is possible. For example, in strategy sessions, when faced with the options to pursue a philanthropic (1.0) or social purpose (4.0) approach, boards and executives prefer the more impactful, engaging and innovative social purpose vision (once in a strategy session I was even asked what it would take to become a 5.0 company!).

This tool helps companies move from one-off ad hoc (low impact) donations to the foodbank (for example) to building a social quest – such as inclusion – throughout their hiring, employee and community relations, procurement, investment, capital projects, products and operational practices.  Building their social purpose throughout their business model results in a more sustained and scaled impact – and is more likely to drive business benefits as well.

Social Purpose Continuum-TW

Feel free to use the tool – and provide your feedback. It will be updated with new insights as I test drive it with companies who aspire to transformational leadership.

As one of my clients said in reviewing the tool, “This changes the lens. This changes the focus. This changes everything.”

Let’s keep pushing for the change we need.

SiG Note: Download Coro’s Social Purpose Continuum here. For more on social purpose business, check out our Corporate Social Innovation section, as well as the MaRS Centre for Impact Investing

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Microtainer: lab resources (January 2015)

SiG Note: This article was originally published on January 3, 2015 on the MaRS Solutions Lab Blog. It has been cross-posted with permission from the author.

Launched August 2013, the Microtainer series was created and curated by Satsuko VanAntwerp of Social Innovation Generation. The MaRS Solutions Lab is excited to take on this legacy to spread information that will be interesting, insightful and useful to lab practitioners and the lab-curious. To access the whole archive of Microtainers, please visit the Microtainers series page.

Interesting resources that came across our desks in the month of January 2015 (in no particular order):

 

  1. Nesta’s annual predictions “10 predictions for 2015″ (podcast)

    “This year, we’re predicting that a new online political party will emerge in the UK, there will be new ways to interact with our national museums and galleries, and there will be a surge in young people expressing their creativity using new digital tools.”

  2. Medium blogChile’s new public laboratory and its many waters”

    Read more about Chile’s upcoming new public sector lab, the GobLab.

  3. MindLab’s blog “Design Games That Play”

    “A design game is an effective and inspiring playground, where you can practise before ideas turn into reality. Get good advice and navigate around the most common pitfalls, if you are faced with rethinking or developing new services for your users.

    C/O MindLab

    C/O MindLab

  4. Government Technology’s news article “Google Reveals its Innovation Lab for Government”

    “Google plans to institutionalize innovation through a mobile innovation lab that combines its suite of apps with motivated government innovators.”

  5. Wired Magazine’s article “Serious Games Go Offline: Bringing the Board Game to the Board Room”

    “Instead of e-learning, apps or social media, [companies] use physical simulations inspired by board games to accelerate the organization’s ability to learn and adapt to change.”

    C/O Wired Magazine

    C/O Wired Magazine

  6. Stanford Social Innovation Review’s article “The Dawn of System Leadership”

    “The deep changes necessary to accelerate progress against society’s most intractable problems require a unique type of leader—the system leader, a person who catalyzes collective leadership.”

  7. The Social Labs Fieldbook 

    Download the first section of the Social Labs Fieldbook. “This is a practical and interactive ebook that will guide you in creating and sustaining an effective social lab with passion, precision and purpose.”Social Labs Fieldbook

In case you’ve missed it:

 

  1. The Long + Short’s blog “Hooked on Labs: The experimental life is being created all around us

    “Labs are places where people conduct experiments to test out theories. The new labs proliferating outside the hard sciences are a symptom of the spread of experimentalism as an ideology for how we should shape the future.”

  2. Nesta’s guide “Innovation teams and labs: a practice guide”

    “This practice guide shows what innovation teams and labs do, and provides a practical introduction to establishing and running a new team or lab.”

  3. Deloitte’s Gov 2020 

    Explore trends and drivers for the future of government in year 2020. A resource accumulated by Deloitte.

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