Module 3 builds on previous units to examine some of the ways in which one may pursue their impact agenda, some of the less discussed pathways to impact and some of the pitfalls that may encountered.

The remaining units provide an introduction to design methods that can bolster innovation work, support a course of action toward policy change, shake up the system through active political involvement – keeping in mind that that, even with the best intentions, social innovation has a shadow-side that is not without its risks.

Unit 9: Design Processes for Systems Change

It is not possible to foresee the totality of consequence of a social innovation, but we do our best to avoid missteps by “bringing the whole system into the room”, using what we know about human dynamics and social processes to create the conditions in which problem solving is best supported.

Eric Trist’s approach combines group psychology and complexity theory in the idea of whole system problem solving. This involves:

• Getting the whole system into the room
• Focusing on common ground – park differences
• Building a shared understanding of the past and present
• Imagining future possibilities
• Planning action collectively

Design thinking is a tool that can be used to map out a project, which involves the collection of data to define the problem (empathize), the creation of a design brief to describe the problem (define), and rapid prototyping, i.e. testing things out in simulation or in small settings to iterate towards a pilot for testing at scale (ideate, prototype, and test).

Social innovation, design and change labs are spaces (virtual or real) created to understand, hypothesize, and to experiment. They usually combine multiple approaches: broad-based research, a specialized physical environment, the co-creation of solutions from diverse inputs, methodologies for bricolage, action focused rapid prototyping and they rely on multi-disciplinary support staff with high expertise who are able to support continuous learning and evaluation.

Helpful Resources

1. “The Wisdom of Tupperware: On Field Building and Finding the Right Container,”, Geraldine Cahill and Satsuko VanAntwerp, Singapore Management University, 2013, Social Space: 24-29.

Unit 10: The Role of Advocacy and Activism in Systems Change

Understanding advocacy strategies and the role of activism in systems change work is crucial. It can serve, amplify, assist and introduce changemakers in government and other institutions to the work in which you are involved and result in new and useful opportunities.

Advocacy

Advocacy (for something) is the action for a person or organisation of formally providing public support to an idea, a course of action or a belief

Activism

Activism is the action of working to achieve political or social change, often on behalf of an organisation or an association with a specific purpose.

The Advocacy Strategy Framework is a visual tool for thinking about the strategies and tactics that underlie public policy advocacy strategies.

Figure 10.1. Advocacy Strategy Framework.

Audiences (x-axis) are the individuals and groups advocacy strategies target and attempt to influence or persuade. They represent the main actors in the policy process and include the public (or specific segments of it), policy influencers (e.g., media, community leaders, the business community, thought leaders, political advisors, other advocacy organizations, etc.), and decision makers (e.g., elected officials, administrators, judges, etc.). Strategies may focus on just one audience or target more than one simultaneously.

A person’s ability to make decision and initiate action – their ‘will’ – is represented on the y-axis of the Advocacy Strategy Framework, as a progression from awareness to action.

Successful advocacy, the ability to generate the will to act can be understood to involve five elements [link]:

1. Opinion. People need to take a position on an issue for will to be built.
2. Intensity. People need to hold their opinions strongly—either for or against an issue or a solution—before it rises to a level worthy of their time and attention.
3. Salience. People may hold a strong opinion about an issue, yet still not find that the issue is relevant enough to their lives to make political choices based on the issue.
4. Capacity to act. Innovation actors need the know-how, skills, and confidence to take the desired action when called upon.
5. Willingness to act. Innovation actors need to be in a position to want to take action, often despite the risks or trade-offs that associated with it.

Helpful Resources

1. “The Path to Marriage Equality in Ireland: A Case Study,”, Susan Parker, The Atlantic Philanthropies, 2017
2. “The Advocacy Strategy Framework,” Julia Coffman and Tanya Beer, The Evaluation Centre, 2015
3. “How I Became a Localist,” Deborah Frieze, TEDxJamaicaPlain, 2016

Unit 11: The Shadow Side of Social Innovation

The process of change does not end with the emergence of innovation and/or once a system as been successfully transformed. Innovation can often take on a life of their own: a new product, program or policy that is implemented with good intentions may ultimately have negative consequences. Examples include: the World Wide Web, single use medical and protective equipment and celebrity charity

Just like any other approach or theory, social innovation should be scrutinized and put to the test; and just like any other approach or theory it is likely to evolve. However, some critics of social innovation may also be misstating or misunderstanding what it involves. Examples of criticism that are misplaced include:

• Social innovation is a socially acceptable form of privatization of government services.
• Social innovation is a silver bullet (touted as the answer for everything).
• Social innovation is a sort of ‘Social Change Lite’ that emphasizes process over outcomes and bypasses serious, sustained work on social justice issues.
• Social entrepreneur are lonesome heroes (rather than team players in a collaborative community).
• Social innovation will fit into the current paradigm without challenging it.
• The social innovation processes make things more impersonal – we can walk away whenever we want.
• Social innovation is rooted in our obsession with novelty: it has to be new to be worthwhile.

To be in a better position to contribute, it is crucial to attend to the multifaceted aspects and use the methods and tools associated with social innovation while practicing reflection at every step of the way.

Practicing reflection requires the ability to assess one’s own actions, to take a critical stance or attitude toward one’s own practice and to be willing to engage in a continuous process of adaptation and learning.

Reflection is fundamental to building the self-awareness and internal strength needed to challenge personal assumptions, manage despair, maintain hope and seed creativity.

Reflective practice is also the first step in managing overwhelm to lessen the grip of anxieties.

Beware of unproductive assumptions like:

• Taking the time to reflect is a loss of time.
• The only thing that truly matters is action.
• Reflection is a pointless quest for answers and the persistence of questions.

Helpful Resources

1. The Shadow Side of Social Innovation (Chapter 9)