The document discusses social innovation as a transformative process that alters social systems and emphasizes the importance of institutional entrepreneurs who navigate complexities and dynamics of change. It distinguishes between complicated and complex systems, advocating for a nuanced understanding of how innovations can achieve broader impact through various marketing strategies and interaction with multiple agents. Ultimately, social innovation requires a complexity perspective, recognizing the roles of institutional entrepreneurs alongside social entrepreneurs to foster impactful changes in communities.

1. A Framework for Social Innovation Frances Westley [email_address] University of Waterloo November, 2008

2. What is social innovation? . Social innovation is an initiative, product or process which profoundly changes the basic routines , resource and authority flows or beliefs of any social system. Successful social innovations are therefore disruptive and have durability, impact and scale. The role of: Social Innovation Generation (SiG) [email_address]

3. Key messages Social innovation is complex: understanding the difference between complicated and complex is important in understanding the dynamics of social innovation Market/diffusion models of social innovation should be complimented by complex system models which see change as discontinuous and focus on cross scale dynamics. Agency and opportunity are both important. Agency is defined not only by social entrepreneurship but by institutional entrepreneurship Institutional entrepreneurs tailor strategies to particular opportunity contexts.

4. Santropol Roulant Eva’s Phoenix The Working Center Innovations abound….

5. How do innovations achieve a broader impact?A marketing strategy for “routine” change Hi control -innovation contained in the organization-spread by growth or clonign Lo control: Innovation spreads like weeds- advocacy, persuasion and a sense of mvt. Licensing and franchising - quality assurance and training Structured, open source methods - sometimes with payment, consultation or technical assistance Federations or control thru professional networks - helped by evaluation

7. Following a Recipe A Rocket to the Moon Raising a Child Complicated Complex Simple

8. Following a Recipe The recipe is essential Recipes are tested to assure replicability of later efforts No particular expertise; knowing how to cook increases success Recipe notes the quantity and nature of “parts” needed Recipes produce standard products Certainty of same results every time Simple

9. Following a Recipe A Rocket to the Moon Formulae are critical and necessary Sending one rocket increases assurance that next will be ok High level of expertise in many specialized fields + coordination Separate into parts and then coordinate Rockets similar in critical ways High degree of certainty of outcome Complicated The recipe is essential Recipes are tested to assure replicability of later efforts No particular expertise; knowing how to cook increases success Recipes produce standard products Certainty of same results every time Simple

10. Following a Recipe A Rocket to the Moon Raising a Child Formulae are critical and necessary Sending one rocket increases assurance that next will be ok High level of expertise in many specialized fields + coordination Rockets similar in critical ways High degree of certainty of outcome Formulae have only a limited application Raising one child gives no assurance of success with the next Expertise can help but is not sufficient; relationships are key Can’t separate parts from the whole Every child is unique Uncertainty of outcome remains Complicated Complex The recipe is essential Recipes are tested to assure replicability of later efforts No particular expertise; knowing how to cook increases success Recipes produce standard products Certainty of same results every time Simple

11. Following a Recipe A Rocket to the Moon Raising a Child Formulae are critical and necessary Sending one rocket increases assurance that next will be ok High level of expertise in many specialized fields + coordination Separate into parts and then coordinate Rockets similar in critical ways High degree of certainty of outcome Formulae have only a limited application Raising one child gives no assurance of success with the next Expertise can help but is not sufficient; relationships are key Can’t separate parts from the whole Every child is unique Uncertainty of outcome remains Complicated Complex The recipe is essential Recipes are tested to assure replicability of later efforts No particular expertise; knowing how to cook increases success Recipe notes the quantity and nature of “parts” needed Recipes produce standard products Certainty of same results every time Simple

12. Complicated – “ complicare ”- folded Verb - to fold Complex – “ complexus ” – woven Verb – to embrace or comprehend a pattern

14. Capital Stored Released Variety Sameness An idea is born The idea is developed The idea is launched as a product, process or organization An “established” innovation

15. A model for complex and discontinuous change: cross scale interactions

16. Social Innovation Political system Economic system Cultural system Legal system Social entrepreneur Institutional entrepreneurs + actor nets Interorganizational/ intersectoral system Local/organizational system

17. What is an institution “ A patterned set of behaviors and meanings which structure social behavior over time” Embedded in our language and our understandings Embedded in our rules for social behavior; including in our laws. Embedded in our economy, including resource distribution

18. What is the role of the institutional entrepreneur To change the ideas, discourse, knowledge, social interactions, resource expenditures, and policies/laws which support environmental destruction to a new pattern which supports a particular innovation. To work across scales and boundaries and with multiple agents (agent net) in the “institutional field”

19. Institutional entrepreneurs tune strategies of resource mobilization to different opportunity contexts of social innovation :

22. Designing strategies for cross scale impact when change opportunity is opaque : “ up-down strategies” Innovation occurs in the community in the context of organizations/coalitions addressing specific issues - where problems are solved in real time Social innovators/institutional entrepreneurs key role is to: question the strategic context/directions of decision makers in all sectors at the community level and beyond. frame (explain) the context for community identify key innovations at the community level (those most pertinent to the strategies) sell these to the key strategic decision makers (finding the right moment to introduce the key innovation)

23. National communications strategy -tell the story Political C1 C2 C3 social financing Senate commission: report and media attention Legal Identification of system pathologies and promising innovations “ First response” strategy Committees PR Seed innovations Institutional entrepreneurs+ actor net Example 1: A movement for Mental Health…. .

25. Example 2 :Saving Endangered Species

26. Interpersonal and knowledge management competencies required Interpersonal Convening Conflict management Facilitation Knowledge management Creating a common vision Enhancing sensemaking

28. Example 3. Plan Canada and the RDSP “ Every innovation has two parts: the first is the invention of the thing itself; the second is the preparation of expectations so that when the invention arrives it seems both surprising and familiar -something long awaited” Edwin Land The social innovators + The institutional entrepreneurs

29. Interpersonal and Knowledge skills required Building social capital and mobilizing it in support of novelty Building intellectual/cultural capital and mobilizing it in support Building financial capital and mobilizing it in support Recognizing and championing innovative idea Connecting the idea to “windows of opportunity” at multiple scales System understanding and emerging pattern recognition

31. Example 4: The Great Bear Rain Forest

32. Social-Ecological Significance 25% of world’s Coastal Temperate Rainforest Richest bio-mass on earth 100+ pristine valleys (none in US) 20%+ of the world’s wild salmon Spirit bears, wolves, grizzlies Cultural, economic and social significance: competing claims

33. Competing Claims Activists, logging companies, researchers, First Nations, Government….all laid claim1990s: widespread Land Use Plans From mid-1980s-mid-1990s -conflict and blockades in Clayoquot Sound: mass arrests raise the stakes

34. Final Agreements Permanent protection – 5 million acres New parks - 3.3 million acres Previous parks - 1 million acres New no-logging zones - 736,000 acres EBM – 21 million acres $35 million mitigation package for forest workers $120 Million for conservation economy First Nations approve all plans International Marketplace shift Model used in Chile, Boreal, USA

35. Facing the Shadow Forest workers: “capuccino-sucking urban enviros” First Nations: “eco-colonialists” Forest Companies: “they are trying to destroy us and the province we care about” and dueling scientists Government: “irresponsible” and “enemies of BC” Other environmentalists: “corporate sell-outs” Grains of truth= “breathe”

36. In sum….the process of transformation: International level - inside out strategy - using global market resources to reframe provincial “playing field” Fertile ground fo innovation Negotiation level =Change in stance: Owning the shadow of environmentalism – solutions space

37. The essence of an innovation A change in meaning - “branding” The Great Bear Rain Forest “ reframing” from the “war in the woods” to a generative collaboration New patterns of resource flows social financing and the conservation economy New relationships and practices An experience of integration Different logging technologies become viable; different networks for product distribution

38. Continues to stimulate Market demands for “Ancient Forest Friendly” papers Additional innovations: the “conservation economy” takes hold New forms of social financing - Coastal Opportunities funds, First Nations forestry companies

39. Interpersonal and knowledge skills needed Building coalitions Managing conflict Securing capital for a focused momentum Building vertical commitments Social Marketing Bridging perspectives and kinds of knowledge Owning the shadow

40. Summary To understand social innovation demands a complexity perspective To understand how social inventions have a broad impact, marketing models can only tell part of the story Cross-scale dynamics are key and institutional entrepreneurs + actor nets are as important for impact as are social entrepreneurs. Institutional entrepreneurs draw on a range of transactional and translational skills and competencies to manage different phases of social innovation for greater impact.

41. “ Farmers don’t grow crops. They create the conditions for crops to grow.” - Gareth Morgan