What we’ve learnt about  social innovation  over the last  3 years  Christian-Paul StentaWednesday, 5 December 12
TACSI: A new kind of organisationWednesday, 5 December 12
We’re not a government agencyWednesday, 5 December 12We work closely with government - but we’re not a government agency
We’re not an academic institutionWednesday, 5 December 12We work closely with research - but we’re not an academic institu...
We’re not a service delivery organisationWednesday, 5 December 12We incubate new solutions - but we’re not a service deliv...
Social                                   Community           services                             Social                  ...
Interdisciplinary team        DESIGN             SOCIAL SCIENCE   COMMUNITY    PRACTITIONER        BUSINESSWednesday, 5 De...
Wednesday, 5 December 12We’ve spent the last three years working on the ground in South Australia exploring ways tocreate ...
XWednesday, 5 December 12Taking pressure off an overburdened child protection system through the co-creation ofFamily by F...
Wednesday, 5 December 12Creating a cultural revolution to change our attitudes towards binge drinking by investing inHello...
Wednesday, 5 December 12Taking a new model of urban regeneration which started in Newcastle, replicating the modelin Towns...
Care                     Weavers                       ReflectWednesday, 5 December 12Exploring the implications of an age...
TjunguWednesday, 5 December 12And finally exploring Indigenous entrepreneurship in remote communities by investing in andme...
Bold Ideas Better Lives Challenge winners                  facing our communities.                  Aged Care             ...
Wednesday, 5 December 12Online crowdsourcing platforms to promote and share local solutions & methods that work
Wednesday, 5 December 12By bringing social innovators from around the world to Australia to share their work andmethods wi...
Wednesday, 5 December 12and a new kind of social problem solving by turning on its head the way we approach socialproblems...
Wednesday, 5 December 12Over these three years, we’ve learnt a lot about social innovation, the social economy,different w...
Wednesday, 5 December 12Learning from and reflecting on the experiences of organisations like TACSI is critical if weare to...
1. What social innovation means to us 2. The kind of innovation we’re trying to create 3. How we go about doing this 4. Pr...
What is social innovation?Wednesday, 5 December 12
Wednesday, 5 December 12Put up your hand if you spoke about...Outcomes. People. Outputs. Research. Technology. Impact. Mea...
“The development and        implementation of new ideas        (products, services and        models) to meet social needs...
“A true social innovation is        systems-changing – it        permanently alters the        perceptions, behaviours and...
Social investment:        generates social &        environmental benefits, and        that may or may not generate        ...
Wednesday, 5 December 12Different people will have different definitions for, and understandings of, what they mean bysocia...
Wednesday, 5 December 12At TACSI, we define social innovation, and in turn what we do, in two ways. One is concernedwith th...
What are we trying to innovate?                                                                Source: Charles LeadbeaterW...
Services/                                         Practices                           What are we trying to innovate?     ...
Services/                                         Practices                                                               ...
Services/                                         Practices                                                               ...
Services/                                         Practices                                                               ...
Services/                                         Practices                                                               ...
Services/                                               Practices                           Ideologies                    ...
BOLD IDEAS,       BETTER LIVES       CHALLENGE        Got a bold idea for creating better                  WANT TO        ...
in system          out-of system                                          Inside Inside         Outside                   ...
in system           out-of system                           incremental                                               How ...
in system             out-of system                           incremental                                           How Ho...
in system             out-of system                           incremental                                           How Ho...
in system             out-of system                           incremental                                           How Ho...
Family by family video                           https://vimeo.com/50653317Wednesday, 5 December 12Family by Family is dis...
SOCIAL IMPACT                           PROBLEM                                        Top-down policymaking oſten         ...
SOCIAL IMPACT                           PROBLEM                                        Bottom-up design oſten fails        ...
SOCIAL IMPACT                       SOCIAL IMPACT                         SOCIAL IMPACT                           PROBLEM ...
business case                                                      ethnography                               Grow         ...
We believe in  5 principlesWednesday, 5 December 12Doing this kind of work and using this kind of approach over the last f...
1 Thriving      We believe inWednesday, 5 December 12Our first principle is that we believe in thrivingWe aspire to enable ...
“Life satisfaction in the US has been flat for fiſty        years even through GDP has tripled”        Martin Seligman, Flour...
Wednesday, 5 December 12If we truly want more people to thrive, we need social solutions that can broaden ourpreferences a...
2 Outcomes       We believe inWednesday, 5 December 12Our second principle is that we believe in outcomesVIDEO SLIDEOur so...
Family by family video                           https://vimeo.com/50653317Wednesday, 5 December 12
Grow                                                                                Look &  3 Co-design      We believe in...
Care Reflect video                           https://vimeo.com/53371455Wednesday, 5 December 12
4 Peer-to-peer   We believe inWednesday, 5 December 12Our fourth principle is that we believe in peer-to-peerOur work on t...
Weavers video                           http://vimeo.com/53379675Wednesday, 5 December 12
5 Scale          We believe inWednesday, 5 December 12And our fifth and final principle is that we believe in scaleWe design...
Photo of building a business caseWednesday, 5 December 12Firstly, we are tapping into business thinking to create business...
Photo of building capabilityWednesday, 5 December 12Our second hunch is that scale requires us to build capability - both ...
Photo of creating partnershipsWednesday, 5 December 12Our final hunch is that partnerships and coalitions play an essential...
The significant problems we face        cannot be solved at the same level        of thinking that created them.        Alb...
More                      tacsi.org.au Papers                    tacsi.org.au/publications Video                     vimeo...
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What we've learnt about social innovation over the last three years...

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Key note from the WA Social Innovation Conference in Perth, Western Australia (December 2012)

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What we've learnt about social innovation over the last three years...

  1. 1. What we’ve learnt about social innovation over the last 3 years Christian-Paul StentaWednesday, 5 December 12
  2. 2. TACSI: A new kind of organisationWednesday, 5 December 12
  3. 3. We’re not a government agencyWednesday, 5 December 12We work closely with government - but we’re not a government agency
  4. 4. We’re not an academic institutionWednesday, 5 December 12We work closely with research - but we’re not an academic institution
  5. 5. We’re not a service delivery organisationWednesday, 5 December 12We incubate new solutions - but we’re not a service delivery organisation
  6. 6. Social Community services Social Social innovation change laboratory Policy BusinessWednesday, 5 December 12Laboratory which works across traditional boundaries between policy makers, social services,business and the community to develop solutions that lead to measurable social change.
  7. 7. Interdisciplinary team DESIGN SOCIAL SCIENCE COMMUNITY PRACTITIONER BUSINESSWednesday, 5 December 12We do this by creating teams with skills, knowledge and experiences that draw from a rangeof differing disciplines. We work with social scientists, public servants, designers, businessanalysts, community developers, management specialists and educators.
  8. 8. Wednesday, 5 December 12We’ve spent the last three years working on the ground in South Australia exploring ways tocreate positive social change. We’ve explored many different issues. Some of these issuesinclude:
  9. 9. XWednesday, 5 December 12Taking pressure off an overburdened child protection system through the co-creation ofFamily by Family as a new model of family support
  10. 10. Wednesday, 5 December 12Creating a cultural revolution to change our attitudes towards binge drinking by investing inHello Sunday Morning.
  11. 11. Wednesday, 5 December 12Taking a new model of urban regeneration which started in Newcastle, replicating the modelin Townsville and Adelaide, and now scaling the model through the development of a nationalorganisation which is building the capacity of cities to transform their neighbourhoods togenerate both social and economic outcomes
  12. 12. Care Weavers ReflectWednesday, 5 December 12Exploring the implications of an ageing population and ways we can enable Great Living inlate adulthood, with a specific focus on improving outcomes for carers
  13. 13. TjunguWednesday, 5 December 12And finally exploring Indigenous entrepreneurship in remote communities by investing in andmentoring the development of sustainable cultural tourism in central Australia.We’ve also explored different methods to generate and incubate innovation:
  14. 14. Bold Ideas Better Lives Challenge winners facing our communities. Aged Care Employment Pathways Renew Australia Tjungu: Tjungu: Digital Lifestyles for Deaf Students Placing creative, social Learning Country Learning Country Engaging older people Creating access to and cultural initiatives Building community capacity Building community capacit with technology to employment for the in empty or disused and social entrepreneurship with and social entrepreneurship improve their quality hearing impaired buildings to re-engage indigenous communities across the indigenous communities acr of life in aged care through development people with underutilised Anangu Pitjantjatjara Yankunyjatjara Anangu Pitjantjatjara Yankun facilities. of workplace tools, urban areas. lands in central Australia. lands in central Australia. technology and training. AroundYou Hello Sunday Morning Sharing Universal Who Gives A Crap?™ Who Gives A Crap?™ Connecting people with Addressing Australia’s Stories of Depression Turning consumers intoconsumers into phila Turning philanthropists their local neighbourhood binge drinking culture Raising awareness – a social enterprise selling – a social enterprise selling and building community and encouraging of depression among environmentally sustainable t environmentally sustainable toilet through events, activities individuals to take culturally and paper that will donatethatprofits to its profi paper its will donate and services online and in responsibility and change linguistically diverse support environmental conse support environmental conservation mobile devices. their drinking behaviour. communities. and reforestation in Australia and reforestation in Australia and water sanitation in the developing w sanitation in the developing world.Wednesday, 5 December 12Social innovation challenges to develop and test out new ways of creating change andbuilding the capacity of social entrepreneurs
  15. 15. Wednesday, 5 December 12Online crowdsourcing platforms to promote and share local solutions & methods that work
  16. 16. Wednesday, 5 December 12By bringing social innovators from around the world to Australia to share their work andmethods with us in order to build the capacity of the Australian social economy
  17. 17. Wednesday, 5 December 12and a new kind of social problem solving by turning on its head the way we approach socialproblems and resetting the role of people and community in developing local solutions andinfluencing policy development
  18. 18. Wednesday, 5 December 12Over these three years, we’ve learnt a lot about social innovation, the social economy,different ways of doing things and what it means to be an incubator within the Australiancontext.
  19. 19. Wednesday, 5 December 12Learning from and reflecting on the experiences of organisations like TACSI is critical if weare to grow, mature, sustain and scale not just our practices, methods and solutions, but thesocial and economic impact that we’re generating.Today I’d like to share some of the initial insights born from our work over the last threeyears, and our current thinking around how we can scale innovation to create systemicchange. I do so not to say that we have or know the all answers - but in the hope that itinspires discussion and debate amongst you today, and to give some insight into how we cancreate the conditions that are required to promote and value experimentation in the socialsector.
  20. 20. 1. What social innovation means to us 2. The kind of innovation we’re trying to create 3. How we go about doing this 4. PrinciplesWednesday, 5 December 12So in the interests of keeping it as simple as possible, we’re going to stick to four key things:1. What social innovation means to us2. The kind of innovation we’re trying to create3. How we go about doing this4. Principles
  21. 21. What is social innovation?Wednesday, 5 December 12
  22. 22. Wednesday, 5 December 12Put up your hand if you spoke about...Outcomes. People. Outputs. Research. Technology. Impact. Measurement. Systems.Social innovation is an extraordinarily broad concept. It means many many things to manymany people.
  23. 23. “The development and implementation of new ideas (products, services and models) to meet social needs” Geoff Mulgan et al, In and Out of SyncWednesday, 5 December 12If you’re an social entrepreneur, perhaps its about throwing out the rule book and testing outa radical new idea you’ve had. However, innovation isn’t always a new idea. It could be thefurther development of an existing idea or set of ideas and replicating them in a new context.
  24. 24. “A true social innovation is systems-changing – it permanently alters the perceptions, behaviours and structures that previously gave rise to these challenges” Centre for Social Innovation, CanadaWednesday, 5 December 12If you’re a social scientist or social policy maker, perhaps its more about rethinking theinstitutions which underpin how our society works, or reshaping what we do and how we actby rewarding particular behaviours as has been done with other movements such as financialincentives to promote recycling.
  25. 25. Social investment: generates social & environmental benefits, and that may or may not generate a financial return. Centre for Social ImpactWednesday, 5 December 12If you’re a funder of innovation, perhaps its about new ways to get the best bang for buck,improving access to social finance, bringing together new players to develop partnershipsand models which enable investment in early stage innovation and experimentation, orrethinking the existing relationships between government, philanthropic, community andprivate sectors in order to improve the way we currently fund and deliver social services.
  26. 26. Wednesday, 5 December 12Different people will have different definitions for, and understandings of, what they mean bysocial innovation. They will also have different motivations and value sets which drive andinfluence what they do, how they do it and why they do it. Whilst there is always a danger andrisk that we’ll spend far too much of our time fussing over and deliberating over a definitionthat can encompass the diversity that exists within this ecosystem, it is important that firstly,we do have a sense of what social innovation means to each of us, and secondly, that weconsider how this influences the way we communicate what social innovation means forsociety at large.For me personally, social innovation is ultimately about connecting our hearts and our minds.Our knowledge only has power when its driven by well understood values, and leveraged bycollaborating with people and communities.
  27. 27. Wednesday, 5 December 12At TACSI, we define social innovation, and in turn what we do, in two ways. One is concernedwith the sandpit we play in - the kind of systemic change we try to create by developingmethods and incubating solutions (the knowledge). On the other hand, the other aspect tohow we define our work is centred around a set of core characteristics which define not justwhat we do, but how and why we do it. In one sentence, for us social innovation is aboutbeing intentional and doing meaningful things which are useful on the ground, in peopleslives.
  28. 28. What are we trying to innovate? Source: Charles LeadbeaterWednesday, 5 December 12Creating things which are useful can only be done when we are clear about what it is that weare trying to innovate. Charles Leadbetter, leading thought leader and provocateur, describesa hierarchy within social innovation whereby we start with individual services/practices. Wethen build organisations and systems, this is followed by creating platforms, leveragingmovements/networks and finally transforming ideologies.
  29. 29. Services/ Practices What are we trying to innovate? Source: Charles LeadbeaterWednesday, 5 December 12Creating things which are useful can only be done when we are clear about what it is that weare trying to innovate. Charles Leadbetter, leading thought leader and provocateur, describesa hierarchy within social innovation whereby we start with individual services/practices. Wethen build organisations and systems, this is followed by creating platforms, leveragingmovements/networks and finally transforming ideologies.
  30. 30. Services/ Practices Organisations What are we trying to innovate? Source: Charles LeadbeaterWednesday, 5 December 12Creating things which are useful can only be done when we are clear about what it is that weare trying to innovate. Charles Leadbetter, leading thought leader and provocateur, describesa hierarchy within social innovation whereby we start with individual services/practices. Wethen build organisations and systems, this is followed by creating platforms, leveragingmovements/networks and finally transforming ideologies.
  31. 31. Services/ Practices Organisations What are we trying to innovate? Systems Source: Charles LeadbeaterWednesday, 5 December 12Creating things which are useful can only be done when we are clear about what it is that weare trying to innovate. Charles Leadbetter, leading thought leader and provocateur, describesa hierarchy within social innovation whereby we start with individual services/practices. Wethen build organisations and systems, this is followed by creating platforms, leveragingmovements/networks and finally transforming ideologies.
  32. 32. Services/ Practices Organisations What are we trying to innovate? Systems Platforms Source: Charles LeadbeaterWednesday, 5 December 12Creating things which are useful can only be done when we are clear about what it is that weare trying to innovate. Charles Leadbetter, leading thought leader and provocateur, describesa hierarchy within social innovation whereby we start with individual services/practices. Wethen build organisations and systems, this is followed by creating platforms, leveragingmovements/networks and finally transforming ideologies.
  33. 33. Services/ Practices Organisations What are we trying to innovate? Movements/ Systems Networks Platforms Source: Charles LeadbeaterWednesday, 5 December 12Creating things which are useful can only be done when we are clear about what it is that weare trying to innovate. Charles Leadbetter, leading thought leader and provocateur, describesa hierarchy within social innovation whereby we start with individual services/practices. Wethen build organisations and systems, this is followed by creating platforms, leveragingmovements/networks and finally transforming ideologies.
  34. 34. Services/ Practices Ideologies Organisations What are we trying to innovate? Movements/ Systems Networks Platforms Source: Charles LeadbeaterWednesday, 5 December 12Creating things which are useful can only be done when we are clear about what it is that weare trying to innovate. Charles Leadbetter, leading thought leader and provocateur, describesa hierarchy within social innovation whereby we start with individual services/practices. Wethen build organisations and systems, this is followed by creating platforms, leveragingmovements/networks and finally transforming ideologies.
  35. 35. BOLD IDEAS, BETTER LIVES CHALLENGE Got a bold idea for creating better WANT TO lives for people in Australia? Want KNOW MORE? access to amazing mentors and a Applications are bucket of cash (up to $1million) to now open online get your idea off the ground? at tacsi.org.au The Australian Centre for Social Innovation is (applications close April 23rd). For Services/ giving you the chance to turn your big idea into big impact. We’re committed to supporting up Platforms more info check out the website or Orgs to 10 projects that deliver the best and brightest ideas in social innovation across Australia. Your idea could deal with anything from healthcare email challenge@ tacsi.org.au Practices to climate change, unemployment to housing as long as it addresses a social need faced by communities in Australia.Wednesday, 5 December 12Our work over the last three years has been mainly focussed around three of these areas: weare developing new services & practices by radically redesigning the way social services work;we’ve developed new platforms such as the $1M Bold Ideas Better Lives Social InnovationChallenge; and lastly, we’re building organisations - by developing curriculum around ourapproach to social problem solving, and also by building incubators such as TACSI as well asthematic incubators such as The Great Living Co which seeks to generate innovation inageing.
  36. 36. in system out-of system Inside Inside Outside Outside sustaining How can we Sustaining Sustaining improve Inside Outside Inside Outside customer experience? Sustaining Sustaining Disruptive Disruptive disruptive Disruptive Disruptive Source: Charles LeadbeaterWednesday, 5 December 12As well as understanding what we are trying to do, how we do it - how we build knowledgeand leverage experience - has played a key role in our approach to innovation. Reflectingagain on Charlie’s segmentation of the innovation process, he describes two mainapproaches - sustaining and disruptive innovation."Sustaining" focuses on innovation that can be incorporated into the existing practices oforganizations. “Disruptive” innovation on the other hand, seeks to disrupt existing models ofsuccess. It requires different models to succeed. Both sustaining and disruptive innovationcan occur within and outside of existing systems.Sustaining innovation inside of a system is about improvement. The goals are the same, butinnovation is driven by improving existing means.Sustaining innovation outside of the system is about combination. Again, the goals are thesame, but we use a different mix of means to arrive at those goals.Disruptive innovation inside of systems is about reinvention. We have revised goals, anddifferent but still institutional means.And finally, disruptive innovation outside of the system is about transformation. Differentgoals arrived at by very different means.But this isn’t to say that they don’t sometimes conflict - improvement can at times be theenemy of transformation. However, no one approach is better than another. All four need toco-exist within an ecosystem if we are to create systemic change.
  37. 37. in system out-of system incremental How can we improve customer experience? radical Source: Charles LeadbeaterWednesday, 5 December 12If we think about how to translate this framework into our day to day experience lets’consider public service innovation. This is an in system response that traditionally sits inthe sustaining space. Here we seek to answer the question: “How can we improve userexperience of our current services?”TACSI’s approach to social problem solving, Radical Redesign, sits in the disruptive out ofsystem quadrant, where we try to answer the question: “How can we mobilise communityresources to improve outcomes?”We’ve also started exploring opportunities to work within systems more recently, with theprototyping of a new solution called Care Reflect that seeks to enable Great Living in LateAdulthood by developing new developmental and reflective practice models for professionalsupport workers.Family by Family, the first social solution to come out of TACSI, is to date our most developedexample of disruptive innovation that sits outside of traditional systems.
  38. 38. in system out-of system incremental How How can we can we improve user improve experience of our PUBLIC customer current services? SERVICES experience? radical Source: Charles LeadbeaterWednesday, 5 December 12If we think about how to translate this framework into our day to day experience lets’consider public service innovation. This is an in system response that traditionally sits inthe sustaining space. Here we seek to answer the question: “How can we improve userexperience of our current services?”TACSI’s approach to social problem solving, Radical Redesign, sits in the disruptive out ofsystem quadrant, where we try to answer the question: “How can we mobilise communityresources to improve outcomes?”We’ve also started exploring opportunities to work within systems more recently, with theprototyping of a new solution called Care Reflect that seeks to enable Great Living in LateAdulthood by developing new developmental and reflective practice models for professionalsupport workers.Family by Family, the first social solution to come out of TACSI, is to date our most developedexample of disruptive innovation that sits outside of traditional systems.
  39. 39. in system out-of system incremental How How can we can we improve user improve experience of our PUBLIC customer current services? SERVICES experience? radical How can we mobilise community RADICAL resources to REDESIGN improve outcomes? Source: Charles LeadbeaterWednesday, 5 December 12If we think about how to translate this framework into our day to day experience lets’consider public service innovation. This is an in system response that traditionally sits inthe sustaining space. Here we seek to answer the question: “How can we improve userexperience of our current services?”TACSI’s approach to social problem solving, Radical Redesign, sits in the disruptive out ofsystem quadrant, where we try to answer the question: “How can we mobilise communityresources to improve outcomes?”We’ve also started exploring opportunities to work within systems more recently, with theprototyping of a new solution called Care Reflect that seeks to enable Great Living in LateAdulthood by developing new developmental and reflective practice models for professionalsupport workers.Family by Family, the first social solution to come out of TACSI, is to date our most developedexample of disruptive innovation that sits outside of traditional systems.
  40. 40. in system out-of system incremental How How can we can we improve user improve experience of our PUBLIC customer current services? SERVICES experience? radical How can we create How can we services that mobilise contribute to community RADICAL improving resources to REDESIGN outcomes? improve outcomes? Source: Charles LeadbeaterWednesday, 5 December 12If we think about how to translate this framework into our day to day experience lets’consider public service innovation. This is an in system response that traditionally sits inthe sustaining space. Here we seek to answer the question: “How can we improve userexperience of our current services?”TACSI’s approach to social problem solving, Radical Redesign, sits in the disruptive out ofsystem quadrant, where we try to answer the question: “How can we mobilise communityresources to improve outcomes?”We’ve also started exploring opportunities to work within systems more recently, with theprototyping of a new solution called Care Reflect that seeks to enable Great Living in LateAdulthood by developing new developmental and reflective practice models for professionalsupport workers.Family by Family, the first social solution to come out of TACSI, is to date our most developedexample of disruptive innovation that sits outside of traditional systems.
  41. 41. Family by family video https://vimeo.com/50653317Wednesday, 5 December 12Family by Family is disruptive in nature because we not only recast the roles of professionalsand community, but we turn the whole process of problem solving in child protection on itshead. Families themselves become the resource.
  42. 42. SOCIAL IMPACT PROBLEM Top-down policymaking oſten POLICY OUTCOMES fails to reach a personal level PRACTICE policy makingWednesday, 5 December 12Traditional policy making is a vertical process: decisions at the top flow down the chain ofcommand. People are often the last to be reached.
  43. 43. SOCIAL IMPACT PROBLEM Bottom-up design oſten fails POLICY OUTCOMES to reach practice and policy PRACTICE design thinkingWednesday, 5 December 12Bottom up approaches such as design thinking is practice focussed but often unable toinfluence or shift policy and decision making.
  44. 44. SOCIAL IMPACT SOCIAL IMPACT SOCIAL IMPACT PROBLEM PROBLEM PROBLEM POLICY OUTCOMES POLICY OUTCOMES POLICY OUTCOMES PRACTICE PRACTICE PRACTICE policy design working making thinking backwardsWednesday, 5 December 12Our problem solving approach effectively works backwards because we start with people.First, we work with people to identify what people want and can do before co-designing andprototyping new kinds of solutions and ways of spreading those solutions (e.g. principles,platforms, organisations, and services). Each phase of our approach starts with a question. Toanswer the question we draw on skills and tools from design, social science, business andpolicy development.
  45. 45. business case ethnography Grow Look & Listen Our approach Prototype Create prototyping practice prototyping metrics co-designWednesday, 5 December 12The first phase, LOOK & LISTEN, asks the question: What are good outcomes? and usesethnographic methods to better understand what life is like for people.The second phase, CREATE, asks the question: What ideas could improve outcomes? andworks with people to develop new ideas and interactions.The third phase, PROTOTYPE, asks the question: What interactions shift outcomes? andprototypes those new practices. We then test out their effectiveness by asking, What value didthose solutions create?The final phase, GROW, asks the question: How can we spread the solution?
  46. 46. We believe in 5 principlesWednesday, 5 December 12Doing this kind of work and using this kind of approach over the last few years, has taught usthat social innovation isn’t just defined by the methods and practices we use, but that inorder for solutions to be truly transformative, to tap into our potential as human beings andto leverage every day experience as a resource, our practice must be grounded by somethingelse. The principles and values which underpin what we do, how we do it, and why we do it.These principles communicate the motivations for our work, what we see as its role andpurpose and place, and the qualities which define and drive our methods and practices.These principles have come out of our experience, from things that have worked really well,but also from things which haven’t worked at all. These 5 principles come from our learning:the successes and the failures.
  47. 47. 1 Thriving We believe inWednesday, 5 December 12Our first principle is that we believe in thrivingWe aspire to enable people to live great lives. We believe people need more than to bounceback from crisis; they need to move beyond getting by toward thriving.
  48. 48. “Life satisfaction in the US has been flat for fiſty years even through GDP has tripled” Martin Seligman, Flourish. 2011, p233Wednesday, 5 December 12Today, the core challenge for most of us living in the West isn’t how long we live, but how welive - how we age, how we work, how we connect to others. We don’t just want to get by - tobe insured from risk or protected from social circumstance - we want to be able to thrive. Wewant to have fulfilling relationships, to find and use our talents, to feel good and in-control,to have a purpose, to enjoy how we spend our time, and probably most of all, to know wematter as people and not just as workers and consumers.Of course not everyone in the West has experienced the gains from the last century. 22% ofhouseholds in the UK are designated low income, 15% of people in the USA live below thepoverty line, and life expectancy amongst Indigenous Australians is at pre-industrial eranumbers.
  49. 49. Wednesday, 5 December 12If we truly want more people to thrive, we need social solutions that can broaden ourpreferences and motivations, teach us new skills, provide us with feedback, cultivate supportnetworks, help us feel competent & in-control, and remove barriers to change.Thriving Lives are lives where we actively develop our aspirations, capabilities, relationshipsand achievements. Lives where we feel good and in-control.
  50. 50. 2 Outcomes We believe inWednesday, 5 December 12Our second principle is that we believe in outcomesVIDEO SLIDEOur solutions create and measure change in what people do, say, think and feel. We believesuccess is about creating the kind of change thats valued by people rather than simplymeeting targets set by systems.Our experience with the Bold Ideas Better Lives Challenge showed us the importance offocusing not just on the idea itself, but on the theories underpinning how change happens.Replicating and scaling impact with high fidelity is impossible if you can’t pin point thespecific steps to arrive at those outcomes.
  51. 51. Family by family video https://vimeo.com/50653317Wednesday, 5 December 12
  52. 52. Grow Look & 3 Co-design We believe in Listen Prototype CreateWednesday, 5 December 12Our third principle is that we believe in co-designThe best way we know to create solutions that work for people in context is to developsolutions with those people in that context, and to keep working with them to adapt thosesolutions over time and for new contexts.
  53. 53. Care Reflect video https://vimeo.com/53371455Wednesday, 5 December 12
  54. 54. 4 Peer-to-peer We believe inWednesday, 5 December 12Our fourth principle is that we believe in peer-to-peerOur work on the ground frequently reveals the untapped human resources in ourcommunities. Weve seen how these can be harnessed and shaped to create positiveoutcomes for all involved.
  55. 55. Weavers video http://vimeo.com/53379675Wednesday, 5 December 12
  56. 56. 5 Scale We believe inWednesday, 5 December 12And our fifth and final principle is that we believe in scaleWe design our solutions so they can grow and scale. We believe things that work should bespread. Whilst we’re still developing our approach to scale, our hunch is that we require threekey ingredients:
  57. 57. Photo of building a business caseWednesday, 5 December 12Firstly, we are tapping into business thinking to create business models and systems whichunderpin and support the growth of our solutions. Business modelling enables us toapproach replication, spread and scale sustainably and with rigour and intentionality.
  58. 58. Photo of building capabilityWednesday, 5 December 12Our second hunch is that scale requires us to build capability - both internally and externally.This is about skills within solutions, skills within incubators like TACSI, and buildingcapability more broadly amongst practitioners and policy makers, and across the socialeconomy. At TACSI, we recognise that this is something we haven’t done a great deal of inthe past, and that it this is an area in which we need to dedicate more resources, which iswhy we have created a new role within our organisation that focuses on ways to build ourcollective capability around co-design and social problem solving.
  59. 59. Photo of creating partnershipsWednesday, 5 December 12Our final hunch is that partnerships and coalitions play an essential role in scale. Partnershipsand coalitions are formed by champions who believe in the value of innovation and doingthings differently. Partners might be a mix of practitioners, organisations, foundations,government agencies, and other interested parties.Coalitions are not just informed by specific tasks that need to get done, but rather are builtwith collaborative relationships in mind, recognising the individual contributions andexperiences that people and organisations bring to the table, and bound together by acommon set of goals, principles and values.We’re currently actively seeking champions to partner with us to grow our approach toproblem solving, to further develop our solutions for families and older Australians, toradically redesign more solutions to other social challenges, and to build co-design capabilityacross Australia.
  60. 60. The significant problems we face cannot be solved at the same level of thinking that created them. Albert EinsteinWednesday, 5 December 12Australia is in a strong position to be demonstrating global leadership in social innovation.We have a strong economy, characterised by low levels of public debt and an abundance ofnatural resources. What can be achieved through cross sectoral leadership is evident righthere in Western Australia.Leadership from government has led to dedicated funding for social innovation and socialenterprise.Leadership in giving is demonstrated through the continued growth of organisations likeGiving West.Leadership amongst corporates is evident through partnerships between business and localincubators such as SiiWA and Pollinators.Leadership in social financing continues to be demonstrated by organisations like LotteryWest.The conditions for transformative, disruptive social innovation exist here in WA. Thechallenge moving forward is how we can harness these resources in a way which activatesand grows a culture of valuing experimentation - in particular, innovation which disrupts thestatus quo, transforms systems, and in doing so, creates new goals and aspirations in, withand for people.
  61. 61. More tacsi.org.au Papers tacsi.org.au/publications Video vimeo.com/tacsi Tweets @ozinnovation + @cstenta Email christian.stenta@tacsi.org.auWednesday, 5 December 12

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