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.

Microtainer: social innovation & lab links we’re following (November 2014)

Curator’s note:
From 2015, I will be handing over the creation of the monthly Microtainers to Terrie of the MaRS Solutions Lab. Terrie is extremely plugged in to all things design x social innovation and a natural fit for this bloggette. It has been an absolute pleasure to curate these lists ~ thank you for your readership and recommendations!  — Warmly, Satsuko

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c/o Suzanne Antonelli

This mini blog, or bloggette, is part of our ongoing effort to spread information that we think will be interesting, insightful and useful to lab practitioners and the lab-curious. Below is a collection of resources that crossed the desks of Terrie Chan (MaRS Solutions Lab) and Satsuko VanAntwerp (SiG) over the month of November 2014. In no particular order:

LABS

  1. SSIR blog post: “Four Social-Change Results That Innovation Labs Deliver,” by Amira Bliss (Rockefeller Foundation) and Nidhi Sahni (The Bridgespan Group), describes the four core unique deliverables that social innovation labs could provide.
  1. Webinar: “A New Approach to Tackle Systems Change: Social Innovation Labs,” by The Bridgespan Group, intends to build an understanding of what social innovation labs are and how they can be used to address complex social and environmental problems. The webinar shares research, expert insights, and perspectives on how these labs have helped funders and nonprofit organizations create environments conducive to innovation and experimentation.
    1. Blog post: “What Are Social (Innovation) Labs, and Why Should You Care?” by Zaid Hassan (co-founder of Reos Partners), does exactly as the title suggests. Zaid explains that social labs have three characteristics:
  • Social labs involve diverse stakeholders, including the people impacted. By contrast, a planning approach would bring together a small group of experts and develop a top-down, command-and-control solution.
  • They are experimental, relying on trial and error to create and manage a portfolio that guides investment decisions. A planning approach can put all its eggs in one basket.
  • They take a systems-based approach that addresses challenges at a root-cause level. A planning approach may address the symptoms, but not the cause, of a social problem.

Also, check out this video that explains social labs and Reos’ approach.

  1. Report: “Evaluating New Housing Services,” by Parsons DESIS Lab, Public Policy Lab, and The NYC Department of Housing Preservation and Development, details the findings from their ambitious partnership to design better services for New Yorkers seeking affordable housing.
  1. Blog post: “4 Key Challenges Facing Local Government Innovators,” by Nigel Jacob of New Urban Mechanics in Boston, reflects on a six-month selection process for the City Accelerator’s first cohort on embedding innovation in local government. The selection process surfaced four key tensions that our finalists, and many other cities, are struggling with in the work to make innovation course-of-business. These are:
  • Balancing incremental improvement and “disruptive” or “transformative” approaches to innovation;
  • Putting city residents at the center in a bureaucratic environment;
  • Nurturing innovation in city departments; and,
  • Developing and structuring innovation partnerships.
  1. Learnings and reflections pushing the boundaries of the lab practice (blog post): “A new kind of prototyping,” by Sarah Schulman of InWithForward, reflects and shares the team’s journey (including what’s working and isn’t working) on their Burnaby project.

After 10-weeks of on-the-ground research, and 12-weeks of negotiations, the team is working with three service delivery partners to prototype new roles, human resourcing practices, and regulatory frameworks within the existing system. And, they share that they may have fallen short in the past due to the wrong (1) business model, (2) resource base, and (3) growth strategy. With prototyping set to go for the next 6 months, this is a live project you will want to follow.

        1. Online magazine: This season’s issue of “The Long and Short,” by Nesta, is dedicated to labs of all kinds. Articles to check out, include:
        • “Hooked on Labs,” by innovation guru Charles Leadbeater (also see this great reaction blog post, “Talking and Testing – the instinct of innovation,” by Martin Stewart-Weeks); and,
        • An awesome case study, “Techs Mex,” about Gabriella Gómez-Mont’s journey as founder and director of Mexico City’s Laboratorio para la Ciudad (Laboratory for the City), an innovation lab founded by Mayor Miguel Ángel Mancera and the first of its kind in Latin America.

GENERAL / RELATED

              1. HBR article: “Look to Government—Yes, Government—for New Social Innovations,” by Christian Bason (Danish Design Centre) and Philip Colligan (Nesta), urges people in search of innovation to look to governments. Coined as i-teams, these public innovation teams are set up by national and city governments to pioneer a new form of experimental government.
              1. Interesting blog post, “Communication can be a sore subject… or is that sensitive?” by Participle, on the importance of language and how it can be understood very differently by those who use the terms (public servants, service providers, social workers…) and those who use the service.

On a separate, but related note: Participle has titled their blog site Relational Welfare, which is an important concept for public service innovation. The concept is described as “a truly responsive welfare state that builds the capabilities of all: services that value and build on relationships.” For more about this way of thinking and how public servants can adopt it, see their blog post, “First steps to thinking Relationally?” which builds on co-production and asset-based thinking.

      1. Truly excellent podcast episode, “Solving it – solving our broken systems,” by TED Radio Hour, about complex social problems and how people are going about solving, working around, and addressing them.

Episode info: “From politics, to healthcare, to law and the justice system — some things just don’t seem to work as they should. In this hour, TED speakers share some big ideas on how to solve the seemingly impossible. Attorney Philip K. Howard argues the U.S. has become a legal minefield and we need to simplify our laws. Legal scholar Lawrence Lessig says corruption is at the heart of American politics and issues a bipartisan call for change. Health advocate Rebecca Onie describes how our healthcare system can be restructured to not just treat — but prevent — illness. Lawyer Bryan Stevenson explains how America’s criminal justice system works against the poor and people of color, and how we can address it” (hat tip Pamela Rounis).

    1. Blog post: “Mental models of change – the co-creative mindset,” by John Baxter, reflects on complex systems and on how difficult it is to create top-down change.
    1. Link to sign up for updates on Al Etmanski’s new book, coming soon. For a sample of his disruptive, bridging, and receptive innovator theory that he expands on in his book, see the transcript from his talk at SEWF (I may be biased as Al is one of SiG’s directors, but I found this talk to be incredibly moving and powerful // not to miss!).
    1. Super interesting paper: “Nudging: A Very Short Guide” by Cass R. Sunstein (Behaviour Economics guru / co-author of “Nudge” among many other books).

From the abstract: “The essay offers a general introduction to the idea of nudging, along with a list of ten of the most important ‘nudges.’ It also provides a short discussion of whether to create some kind of separate ‘behavioral insights unit,’ capable of conducting its own research, or instead to rely on existing institutions.”

The ten most important nudges listed in the paper are:

    • Default rules/ Ex: automatic enrollment in programs, including education, health and savings.
    • Simplification/ The benefits of important programs (involving education, health, finance, poverty, and employment) are greatly reduced because of undue complexity.
    • Use of social norms/ emphasizing what most people do. Ex: “most people plan to vote” or “nine out of ten hotel guests reuse their towels.”
    • Increases in ease and convenience/ Ex: making low-cost options or healthy food more visible.
    • Disclosure/ Ex: the economic or environmental costs associated with energy use, or the full cost of certain credit cards — or large amounts of data, Ex: data.gov & Open Government Partnership.
    • Warnings, graphics or otherwise/ Ex: as for cigarettes.
    • Precommitment strategies/ by which people commit to a certain course of action.
    • Reminders/ Ex: by email or text message, as for overdue bills and coming obligations or appointments.
    • Eliciting implementation intentions/ Ex: “do you plan to vote?”
    • Informing people of the nature and consequences of their own past choices/ “smart disclosure” in the US and the “midata project” in the UK.
    1. Website: Gov2020, by Deloitte, explores the future of government in the year 2020 by looking at Drivers of change (39 factors that change the context in which government operates) and Trends (194 government shifts that result from the drivers of change). Gov2020 aims to be updated on a regular basis based on reader input and changing circumstances in the world. So far, the website has some pretty neat infographics, including this one on the circular economy (or cradle to cradle).
    1. Excellent workbook, “Wicked Solutions: a systems approach to complex problems” by Bob Williams and Sjon van ’t Hof, on systems concepts (inter-relationships, perspectives and boundaries). The workbook aims to help readers:
    • Assess wicked situations;
    • Unpick the tangle of issues that need addressing;
    • Design suitable ways of tackling those issues and dealing with some tricky aspects of working in wicked situations; and,
    • Find more information about systems methods and managing interventions systemically (hat tip Cindy Banyai).
    1. The much anticipated book, “Design for Policy” by Christian Bason, provides a rich, detailed analysis of design as a tool for addressing public problems and capturing opportunities for achieving better and more efficient societal outcomes. The book suggests that design may offer a fundamental reinvention of the art and craft of policy making for the twenty-first century. From challenging current problem spaces to driving the creative quest for new solutions and shaping the physical and virtual artefacts of policy implementation, design holds significant, yet largely unexplored, potential.

The book includes contributions from lab heavy hitters: Scott Brown and Eduardo Staszowski (Parsons DESIS Lab), Banny Banerjee (Stanford d.school), Laura Bunt (formerly of Nesta), Jesper Christiansen and Kit Lykketoft (MindLab), Ezio Manzini (Politecnico di Milano & the DESIS Network), Andrea Siodmok (UK Policy Lab), Marco Steinberg (formerly Sitra & Helsinki Design Lab), Stéphane Vincent (La 27e Région) and many more! Microtainer readers can use discount code G14iPT35 to receive 35% off!

    1. Report: “How can public organisations better create, improve and adapt?“ by Geoff Mulgan, draws on past reports and makes linkages across Nesta’s recent practical and research work on how the public sector can become a more effective innovator. Geoff sets out Nesta’s approach to combining greater creativity with more attention to evidence and impact. The report aims to show:
  • Why innovation in the public sector matters more than ever at a time of austerity.
  • How innovation in the public sector is best managed at every stage, from the origins of an idea to large–scale impact.
  • How new tools – ranging from open data to crowdsourcing – can accelerate innovation in public organisations.
        1. And, another by Geoff Mulgan, an essay: “Policies to support social innovation: Where they are and where they may be heading” — on page 4 of the newsletter for the Bureau of Economic Policy Advisers (BEPA) — explores government responses to the need for social innovation and ways for governments to make more progress. Government responses include:
  • Funding for innovative projects in society — sometimes emphasising new ideas, and at other times emphasising formal experiments and ‘scaling.’
  • Policies that adapt more traditional technology support.
  • Addressing the conditions for innovation. Ex: new legal forms to make it easier to combine financial and social goals; new reliefs for social investment; new asset classes, such as social impact bonds.
  • Places, such as hubs, incubators, accelerators and zones. Ex: Bilbao pioneered a social innovation park.
  • Teams and structures — labs and innovation teams — often within or on the edge of government.
    1. Report: “Delivering Public Service For the Future: How Europe Can Lead Public-Sector Transformation” is a collection of essays on the opportunity and challenge of public service in the digital age. It includes one from Christian Bason on P.15, “Redesigning Public Institutions: Towards Democracy as Collaborative Problem Solving,” which illustrates the need for the public sector to shift towards co-production.

“Co-design between politicians, policymakers and citizens not only leads to more effective outcomes; it also redistributes the power dynamic by handing ordinary citizens a share of the influence, and a sense of empowerment, ownership and collective responsibility in governance drawn from their everyday experience.”

                                1. SSIR blog post: “The Tactics of Collaboration,” by Steve Wright, makes the case for participatory methods and collaboration, as well as for the “stages of moral development, where we learn to weigh personal benefit against collective benefit.” These stages are:
                                • Stage 1: Commitment/ the first stage of any collaborative effort is to create a context for membership.
                                • Stage 2: Partnership/ give and take defines the partnership stage—each party gives something of value and takes away something of value.
                                • Stage 3: Vulnerability/ vulnerability requires that we let go of control.
                                • Stage 4: Emergence/ doesn’t prescribe explicit outputs or milestones, but instead focuses on increasing the likelihood that an unforeseen solution will emerge.
What have we missed?
What lab-related links have you been following this past month?

About Satsuko VanAntwerp

Satsuko VanAntwerp berlin squareSatsuko is a manager at Social Innovation Generation’s national office. Satsuko supports social innovation lab practitioners and government innovators through writing, research, facilitation and community building.

 

About Terrie Chan

headshot-Terrie-Chan.ver2-250x250Terrie is the Associate for the MaRS Solutions Lab. Terrie is passionate about designing interventions that encourage creative and collaborative behaviour. Fascinated by how spatial and communications design can affect group problem-solving capacity, Terrie invests her creativity and energy to make the Lab’s space design, communication assets, and collaborative tools stand out.

Microtainer: social innovation & lab links we’re following (October 2014)

C/O QuillAndArrowPress

C/O QuillAndArrowPress

This mini blog, or bloggette, is part of our ongoing effort to spread information that we think will be interesting, insightful and useful to lab practitioners and the lab-curious. Below is a collection of resources that crossed our desks over the month of October 2014. Enjoy!

LATEST IN LAB THINKING + DOING

1. Video of Christian Bason’s talk (formerly head of MindLab, now leading the Danish Design Center) from a Parsons DESIS Lab event – ‘(New) Public Goods: Labs, Practices, and Publics’ – in NYC, May 2014. The event brought together lab practitioners from around the world (many on route to the Global Lab Gathering in Toronto), designers, social scientists, researchers, and public servants to explore in-depth how lab approaches play out in reality, critically reflect on practice, and discuss next steps. Christian talks about some of MindLab’s projects and about what is at the ‘edge of thinking’ for this emerging field. Also see this post by Sarah Schulman about her reflections from the event.

2. Blog post overview of a 3-day innovation jam workshop in Jakarta that spawned 9 new innovation lab projects focused on areas of women’s empowerment. The workshop was led by Aditya Dev Sood and used a compressed version of the Bihar Innovation Lab model. Each of the nine pre-selected groups (out of 81 applicants) were also awarded grants and teamed up with a design student. The post is an inspiring account of the specifics of running innovation workshops that empower and enable non-specialists to create and innovate. The result of this workshop was the start of a lab network in Indonesia!

3. Blog post of an interview with MindLab’s Kit Lykketoft while she was in Montenegro to give the keynote address at SHIFT| UNDP Week on Innovation Action. Questions explored included:

  • How would you describe what it is you and your team do?
  • We always hear about user-led innovation and design thinking. What does that actually mean, and how does it – or can it – impact our lives as we live them?
  • Why do you think that governments should adopt the innovation agenda?
  • Can you tell us a bit more about what collaborative policy-making is?
  • Do you have any reflections on what you’ve seen here so far, or perhaps more broadly in your work in Europe and Central Asia?

4. Blog post – “How Social Innovation Labs Contribute to Transformative Change” – is part of a blog series on the Rockefeller Foundation’s innovation labs program. This post reflects on a gathering in September with 20 leading lab practitioners from around the world (including Toronto’s own Joeri van den Steenhoven of the MaRS Solutions Lab). While the group was diverse, three themes emerged as being common lab features, which are described further in the post:

(1) Drawing on diverse perspectives from across and within the system
(2) An innovation mindset of learning fast, trial and error, and co-creating solutions
(3) Unique process, approach, and tools for problem solving

5. Two slide decks: (1) Andrea Siodmok of UK’s Policy Lab shares an introduction to their lab and (2) Philip Colligan of Nesta’s Innovation Lab shares his presentation from the “Social iCon” global lab gathering that took place in October in Singapore.

6. Co-working-like space: “Innovation Lab” for City of Philadelphia city employees. The “lab”— which used to be two meeting rooms—features an open floor plan, five mounted screens, whiteboards, and wifi (the city wired the entire 16th floor of the Municipal Services Building). The initiative is part of the city’s overall innovation plan, which also includes sending its employees to “Innovation Academy” and a $100,000 fund to back public-private projects.

7. Blog post by Christian Bason –  “Less analysis, more design” – discusses how we have become obsessed with analysing situations when we really need to start doing/designing – moving from research to practice.

8. Guide book on creating an innovation unit in government, created by the IBM Center for the Business of Government, based on research about “the recent trend toward the creation of innovation offices across the nation at all levels of government.”

9. Reflection blog – “Towards Co-Producing Public Innovation in Chile” – by Christian Bason following his visit to Chile, on the back of an announcement by President Bachelet of a new innovation lab to help drive more and better innovation in the country.

“I believe a co-production approach could be what is needed for the multitude of actors around the public innovation agenda in Chile to enable them to collaborate effectively for a common purpose” – Christian offers three ways to do this: First, rethink the challenge. Second, invest in capabilities. Third, act as a platform (the post is also translated into Spanish and the website is awesome overall…worth a look!).

10.  Profile of Civic Systems Lab on the Nesta site: “Civic Systems Lab is a laboratory that designs and tests methods, strategies and systems to grow the civic economy at regional, city and local levels.”

11.  Also on the Nesta site, the announcement of a new Lab – the Innovative Growth Lab (IGL) – aimed at improving understanding of what works when it comes to innovation and growth policy. The purpose of the IGL is to run and support randomised controlled trials (RCT) of policies intended to promote innovation and economic growth through grants. The first grants look at interventions including business incubators, entrepreneurial mentoring and university tech transfer.

12. And, one more Nesta-related shout out, an article in Social Scape Magazine – “Are we really making a difference? Lessons from Nesta’s Innovation Lab” – by Philip Colligan, an Executive Director of Nesta’s Innovation Lab. The article explores activities of the Innovation Lab, offers Nesta’s framework for understanding impact, and questions whether labs are indeed making a difference to societies.

13. Blog post about a brilliant idea for a climate change mitigation lab – “The Case For The Gigatonne Lab” – by Zaid Hassan and Jeff Stottlemyer. To avoid dangerous climate change, global emissions need to peak between 2015-2020. A realistic risk management perspective suggests that a net reduction of approximately 44-34 gigatonnes of carbon dioxide (or equivalent amounts of greenhouse gases, as measured by radiative forcing effects) must be removed from the atmosphere as quickly as practicable.

The Gigatonne Lab is a possible strategy for helping achieve such a goal. This programme will set a target of achieving a one gigatonne reduction of CO2 within 2 years from the beginning of operations. The aim of the lab would be to engender momentum by demonstrating that it is possible to achieve a significant and measurable reduction of emissions within a time-frame commensurate with the urgency of the decarbonization challenge. Pretty awesome. Read more about the idea here.

 OF INTEREST TO THE PRACTICE

14. Report from the SIX Vancouver Summer School (part of the SIX Summer School Annual Conference Series). The event was hosted in partnership with Social Innovation Exchange (SIX), Social Innovation Generation (SiG) and BC Partners for Social Impact (#BCPSI), representing the global, Canadian, and British Columbian social innovation communities respectively. The report is an overview of the new ideas, critical insights, practical solutions, common experiences and stories that were shared at the three-day event.

15. Good article from Harvard Business Review – “Create a Strategy That Anticipates and Learns” – on utilising big data to develop strategy and adapt it on an ongoing basis (H/T The Moment).

16.  Interesting article arguing against empathy, instead of for it. That’s right, this is a critique of empathy, describing how empathy can create biases and blind spots and advocating for us to check our biases about empathy. Definitely worth a read!

17. Essay “Beyond Policy,” by Mathew Taylor, is about a movement or theory that argues for a departure from traditional ways of creating social change and making policy that remain “rooted in assumptions necessary half a century ago.”

Beyond Policy has three strands: One strand focuses on the problem traditional policy and decision-making has with the complexity and pace of change in the modern world. A second strand – most often applied to public service reform – argues that the relational nature of services means that change cannot be done to people, but must be continually negotiated with them, leaving as much room as possible for local discretion at the interface between public commissioner/provider and citizen/service user. A final strand is where “beyonders” (those part of the Beyond Policy movement) pursue a model of change in which the public has the right and the responsibility to be the subject, not the object.

18. Excellent think piece – “Service Design Principles For Working With The Public Sector” – by Design Managers Australia & Snook (Scotland). The piece is based on practical experience building design capability within the public sector (from the inside as public servants and from the outside as consultants) and highlights challenges, opportunities and barriers faced when embedding service design practice in the public sector.

Speaking of service design, the “service design toolkit” offers an introductory step-by-step plan and do-it-yourself guide for those wanting to give service design a go. And, if you’re in Toronto this Thursday (Nov 13), IxDA Toronto and Service Design Toronto will co-host a panel discussion on the value of service design, from both a client and practitioner perspective.

19. Great article in the Washington Post – “Teacher spends two days as a student and is shocked by what she learns” – describing the power of ethnography via a teacher’s experience and reflections. The teacher shadows a 10th grader for one day and a 12th grader for another day, doing all the things students are expected to do: take notes and listen to lectures, do tests, do chemistry lab experiments, etc. “It was so eye-opening that I wish I could go back to every class of students I ever had right now and change a minimum of ten things – the layout, the lesson plan, the checks for understanding. Most of it!”

20. Fun blog post and useful metaphor: “5 Prototyping lessons from a BMX backflip” uses a BMX backflip to talk through the different stages and important lessons for prototyping. These key lessons are:

1. Deconstruct the challenge
2. Minimize risk
3. Use ignored resources
4. Remove as much as possible
5. Maximize cycles of learning
(BONUS!) And when you are done, take the learning forward, not the thing…

21. Booklist from Brain Pickings: Reading lots of different things helps us see new and unusual connections. Here is some inspiration for choosing your next book, across art, science, psychology and more.

Microtainer: social innovation & lab links we’re following (Sept 2014)

C/O Ashley Goldberg

C/O Ashley Goldberg

This mini blog, or bloggette, is part of our ongoing effort to spread information that we think will be interesting, insightful and useful to lab practitioners and the lab-curious. Below is a collection of resources that crossed our desks over the month of September 2014. In no particular order:

1. Innovation in aged care and wellbeing: “Circle,” created by Participle, is an innovative membership-based service open to anyone over the age of 50 that supports individuals and communities to lead the lives they want to lead. Members are supported across four areas of their lives: social activity, life’s practical tasks, tailored learning, and appropriate health and wellbeing services. At the heart of Circle is a fundamental belief that everyone has the right to a flourishing, independent later life.

2. Blog post: “Crickets Going Quiet: Questions of Evolution and Scale” by Giulio Quaggiotto (UN Global Pulse Lab) & Milica Begovic Radojevic (UNDP Europe & Central Asia). The post explores the insights and thinking that emerged from a gathering in NYC with a diverse array of development professionals (ecologists, psychologists, cognitive scientists…) and prompted Giulio and Milica to ask the very tough question: How do we create the space for constant adaptation in bureaucracies that are predicated upon predictability, risk aversion, and stability?

3. New online quarterly magazine launched by Nesta, “the Long and Short“, with stories being published over month-long ‘seasons’ rather than all at once. The aim is to offer a journalistic and storytelling approach to innovation to audiences that, while interested in new ideas and the way the world is changing, don’t typically identify with Nesta or the innovation community in general — while also providing entertaining, interesting stories for people that do.

4. Excellent practical guide written for local authorities (in the UK): “Commissioning for outcomes and co-production” written by nef’s Julia Slay and Joe Penny. The guide provides a framework, a set of principles, and practical guidance to re-assess how services are currently procured and provided.  It can help to re-focus services on the outcomes that really matter to those who are intended to benefit from them. The practical guide sets out the core ideas and how to put them into practice. This rigorously researched and tested guide is the result of eight years of collaboration between nef and local authorities (wow!).

5. We are talking a lot about social innovation ecosystems lately (stay tuned for a new two-pager by SiG on the topic to be launched soon). This Q&A style article, “What Are the Components of the Canadian Innovation Ecosystem and How Well Is It Performing?” by David Watter in the TIM review, is timely and useful in thinking about innovation ecosystems in Canada. The article explores and lays out the components for effective innovation ecosystems — that is, the supports and the collaborations that underpin a thriving innovation pipeline and activities.

6. Mindmup: Stoked about this great (and free!) mind mapping and systems mapping online software — we used this for a SiG strategy session! (hat tip: Kelsey Spitz)

7. GC Design, sponsored by the Treasury Board of Canada Secretariat (TBS), is Canada’s newest government innovation unit. The studio is taking on four assignments to work with a policy/project team and departmental representatives on an internal red tape reduction initiative, as announced in the Clerk of the Privy Council’s Destination 2020 report. Be sure to follow @GovCanDesign and GC Design’s first two employees: Blaise Hébert and Sage Cram. (also, while you’re at it, you’ll want to follow #StudioY fellow Meghan Hellstern for insider #GCDesign scoop!)

8. Great video of a talk by Noah Raford from back in 2009, “Explaining The Cycle of Adaptive Change,” where he compares forest cycles (a biological system) and the US car industry (a social system) using the adaptive cycle (a Frances Westley favourite!). The video is super helpful in wrapping one’s head around systems change!

9. In June, the Organization for Economic Co-operation and Development (OECD) unveiled a new portal for innovation in the public sector: the Observatory of Public Sector Innovation. The portal aims to collect, share and analyse examples of public sector innovation and to provide practical advice to countries on how to make innovations work. The portal will be demonstrated at the OECD Conference on Innovating the Public Sector: From Ideas to Impact, which takes place in Paris, France, on Nov 12-13 2014.

10. An interview with Parsons DESIS Lab’s Eduardo Staszowski and Lara Penin, by Creative States. Check it out for Eduardo and Lara’s answers to questions:

  • In your view, how has the field of design evolved over the last 10 years?
  • How is DESIS Lab preparing the design field for these emerging trends?
  • Would you say your work shifted from documentation to application?
  • What sorts of research questions do you explore in “Public and Collaborative”?
  • How does “Public and Collaborative” work?
  • What types of projects are you working on now?
  • What are the benefits and challenges of working as a ‘lab’ within a university setting?
  • How would you define success with “Public and Collaborative”?
  • Where do you hope to see “Public and Collaborative” ten years from now?

11. Blog post by Nesta’s Stian Westlake, where he offers “Eight options for a Radical Innovation Policy.” These include:

  1. Go large // Innovation policy as usual, but much more. For example, increase the science budget, the TSB budget and R&D tax credits.
  2. Go downstream // A massive reorientation of public resources from research to development.
  3. Get in on the upside // Make sure government gets a share in successful innovations that it funds. Use this to invest more in innovation.
  4. The Teutonic pivot // Reform Anglo-Saxon capitalism to make it more long-termist.
  5. The Austrian pivot // Conclude that the 17-year alliance with industrial policy was a mistake and scrap everything that doesn’t correct simple market failures in as straightforward a way as possible.
  6. Citizen innovation // End technocratic innovation policy and empower ordinary people to both innovate and decide the direction of innovation funding.
  7. Get creative // Innovation is nothing without creativity – and it’s often cheaper to fund than science. Back creatives to make innovation flourish.
  8. Go green // Focus innovation policy on one mission – decarbonizing the economy and mitigating the effects of climate change.

12. InWithForward share the next iteration of their discussion paper, “Grounded Change,” and explore three different critiques they received (including a name change to the document).  For a deeper dive into the Grounded Change model, don’t miss InWithForward’s new online seminar series: “How do we get to change?” – where the team will share (and invite you to debate and critique!) their approach of starting from the ground-up to develop impactful new programs and policies. Session dates:

  • Oct 24, 12pm-1pm ET (free) — Making Solutions for Impact (Taster & Info Session). What kinds of solutions prompt change for people most on the margins? An intro to ‘Grounded Change’ and a preview of the next seminar: Making Solutions for Impact.
  • Oct 31 & Nov 14, 12pm-1.30pm ET ($149) — Making Solutions for Impact (Two-part Seminar). What are the missing mechanisms between policy, services, and outcomes (that aren’t in your theory of change)? Explore how these 7+ mechanisms can apply to your programs and policies.
  • Nov 7, 12pm-1.30pm ET ($29) — Collaboration for whom? Collaboration is one of the change processes of choice among social service and policy makers. But…does collaboration actually change outcomes for people?
  • Nov 21, 12pm-1.30pm ET ($29) — Building capacity to innovate in services & systems. How do we get out of the trap of meetings, workshops, and planning sessions? And actually think and do differently? What does it take to organize work from the bottom-up, rather than the top-down?

13. I was fortunate to be invited to participate in this year’s Albright Challenge, hosted by MIT Collaborative Initiatives and facilitated by Marco Steinburg and Justin W. Cook (formerly of Helsinki Design Lab). The Challenge uses the HDL inStudio model (a major influence for my interest in labs) and aims to “stimulate inventive, collaborative solutions to today’s major societal issues […] and to reinforce the critical need for and value of prevention in all areas of societal concern.” My group of 9 worked to redesign Education and Learning systems to enable 21 Century US citizens to thrive. I was delighted by the focus on wellbeing — the literature on ‘5 ways to wellbeing‘ came in handy!

14. The Tamarack Institute put out a Call for Abstracts (deadline Nov 10, 2014) for papers on the topic of “Using Collective Impact on Community Development Issues,”. The chosen papers will be published in a special issue of Community Development in late 2015. The intent of this issue is to provide a collection of high quality articles on various aspects of using the Collective Impact approach. The idea is that, given that Collective Impact is still in its developmental phases, both scholars and practitioners can make significant contributions to the literature by sharing research and practices from organization, conceptual, and implementation phases. Agreed!

 15. Launched: The Global Innovation Fund. £30,000 to £10 million in project grants to invest in thoughtful social innovations initiatives that aim to improve the lives and opportunities of millions of people in the developing world.

16. As of November 1, Christian Bason (head of MindLab) will become the new CEO of the Danish Design Center. Kit Lykketoft (currently Mindlab’s deputy director) will step into the leadership role at MindLab. In other staff news, the executive summary of Jesper Christiansen’s PhD thesis, “The Irrealities of Public Innovation,” is available for our reading pleasure.

17. Article by InWithForward’s Janey Roh and Sabrina Dominguez explores and explains the prototyping process, using their insights and lessons learned from their Burnaby Project.

18. Blog post by Tessy Britton, “Citizens who have changed big systems – by building new examples.” Tessy shares insights from her work at the Civic Systems Lab (and beyond) around what needs to happen to make possible the type of experimentation and scaling required to tip systems. Theses insights are:

  1. The models you develop have to be open
  2. The models have to be flexible and adaptable – while remaining effective
  3. People need a learning mindset
  4. It’s more practical than political
  5. The economics have to work well
  6. Government needs to share the risk taking with citizens

19. Must read article: “Time to go beyond the climate change and social innovation debate,” co-authored by dynamic duo Indy Johar and Filippo Addarii, is a rallying call to “reinvent and transition a generation of institutions,” rather than continuing to patch externalities and symptoms of our complex social and environmental challenges. You may feel the urge to throw your fist up in the air and exclaim “YES!” after reading it 🙂

What have we missed? What lab-related links have you been following this past month?