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Mindset, Social Entrepreneurship, Culture and Sustainability

6th EMES International Research Conference on Social Enterprise 2017 the Université Catholique de Louvain (Louvain-la-Neuve, Belgium) Session: F06 Profiles and trajectories of social enterprise leaders

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Mindset, Social Entrepreneurship,
Culture and Sustainability
2017.7.6
Game Changer Institute
Yutaka Tanabe (Japan)
y.tanabe@gamechanger-inst.org
6th EMES International Research Conference on Social Enterprise 2017
the Université Catholique de Louvain (Louvain-la-Neuve, Belgium)
Session: F06 Profiles and trajectories of social enterprise leaders
1
Summary of this presentation
2
Present
(As-Is)
Future
(To-Be)
Theory of Change (ToC) designs the Trajectory
Sustainability
Mindset
Social
Entrepreneur-
ship
Culture
Index
● Introduction
● Research Question
● Literature Review
● Method
● Results
● Conclusion
● References
3
Introduction
● Can social enterprise help overcome the current crises?
● If it would be a possibility to make breakthrough by social entrepreneurship, how?
● What is the definition of the mindest of social entrepreneur?
● This article aims to examine the relationship between mindset, social
entrepreneurship, culture and sustainability.
● We hope this article to contribute practitioners and researchers to be inspired for
generalizing.
4
Research Question
● What is the relationship between mindset, social entrepreneurship, culture and
sustainability?
5
Literature Review
Mindset of Social Entrepreneur not defined yet
● Bill Drayton, Founder of Ashoka, argues “What is needed now is changing the
world’s mindset.”
● Beugré (2016) defines mindset as follows; "A mindset is a particular way of seeing
the world and things around us. In entrepreneurship, a mindset is a particular way of
looking at opportunities and how business should (or should not) be conducted."
However, Beugré also argues “this characterization of the entrepreneurial mindset
was discussed with respect to commercial entrepreneurship, it could easily apply to
social entrepreneurship.”
● To date, few studies exist that examine the definition of the mindset of social
entrepreneurship.
6
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Mindset, Social Entrepreneurship, Culture and Sustainability

  • 1. Mindset, Social Entrepreneurship, Culture and Sustainability 2017.7.6 Game Changer Institute Yutaka Tanabe (Japan) y.tanabe@gamechanger-inst.org 6th EMES International Research Conference on Social Enterprise 2017 the Université Catholique de Louvain (Louvain-la-Neuve, Belgium) Session: F06 Profiles and trajectories of social enterprise leaders 1
  • 2. Summary of this presentation 2 Present (As-Is) Future (To-Be) Theory of Change (ToC) designs the Trajectory Sustainability Mindset Social Entrepreneur- ship Culture
  • 3. Index ● Introduction ● Research Question ● Literature Review ● Method ● Results ● Conclusion ● References 3
  • 4. Introduction ● Can social enterprise help overcome the current crises? ● If it would be a possibility to make breakthrough by social entrepreneurship, how? ● What is the definition of the mindest of social entrepreneur? ● This article aims to examine the relationship between mindset, social entrepreneurship, culture and sustainability. ● We hope this article to contribute practitioners and researchers to be inspired for generalizing. 4
  • 5. Research Question ● What is the relationship between mindset, social entrepreneurship, culture and sustainability? 5
  • 6. Literature Review Mindset of Social Entrepreneur not defined yet ● Bill Drayton, Founder of Ashoka, argues “What is needed now is changing the world’s mindset.” ● Beugré (2016) defines mindset as follows; "A mindset is a particular way of seeing the world and things around us. In entrepreneurship, a mindset is a particular way of looking at opportunities and how business should (or should not) be conducted." However, Beugré also argues “this characterization of the entrepreneurial mindset was discussed with respect to commercial entrepreneurship, it could easily apply to social entrepreneurship.” ● To date, few studies exist that examine the definition of the mindset of social entrepreneurship. 6
  • 7. Literature Review Mindset of Entrepreneur defined McGrath & MacMillan (2000) states the mindset of habitual entrepreneurs as follows. 1. They seek new opportunities. 2. They pursue opportunities with enormous discipline. 3. They pursue only the very best opportunities and avoid exhausting themselves and their organizations by chasing after every option. 4. They focus on execution - specifically, adaptive execution. 5. They engage the energies of everyone in their domain. 7
  • 8. Literature Review The Five Stages of Social Entrepreneurship defined ● Tanabe (2016) suggested a framework of the five stages of social entrepreneruship. 8 Systemic Problem* Individualized Activity Organized Activity Socialized Activity Systemic Change *Systemic problem is a social problem derived from overall social system; the root cause of inequality, human insecurity, or crisis of global sustainability.
  • 9. Literature Review Culture ● If people whose mindset shifted by social enterprise perceive and act collectively, then it would be a new culture for well-being. ● Schein (2010) defines culture as follows. “The culture of a group can now be defined as a pattern of shared basic assumptions learned by a group as it solved its problems of external adaptation and internal integration, which has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” Shane also states that “Culture is a stabilizer, a conservative force, and a way of making things meaningful and predictable.” 9
  • 10. Literature Review Theory of Change (ToC) 10 Present Future R oadm ap ToC is “Backbone” of a Social Enterprise.
  • 11. Literature Review Theory of Change (ToC) 11 Vision, Long-term Outcome Ultimate Outcome Accountability Ceiling Preconditions / Outcome Preconditions / Outcome Preconditions / Outcome Impact Assupmtion A 21 43 Preconditions / Outcome Assumption B How do you achieve Ultimate Outcome? How do you achieve Vision, Long-term Outcome? How do you achieve Preconditions / Outcome? www.theoryofchange.org
  • 12. Method ● Firstly, we define the mindset for social entrepreneurship. ● Second, we propose a new framework to articulate the relationship between mindset, social entrepreneurship, culture, and sustainability. Most importantly, Theory of Change (ToC) is needed to support the framework. ToC connects mindset, social entrepreneurship, culture, and sustainability as a backbone and design the trajectory. ● Then, we conduct case study of three social enterprises of Teach For America (USA), Roots of Empathy (Canada), Kamonohashi Project (Japan, Cambodia and India). 12
  • 13. Method Definition of the Mindset of Social Entrepreneurship 1. Social Entrepreneurs have strong ethics and empathy for marginalized people or creatures to pursue sustainability. 2. They understand social problems are complex and chaos. 3. They have obsession to find the “missing piece” to solve systemic problem. 4. They apply systems thinking to tackle systemic problems. 5. They build relationship with multistakeholders to create collecitive impact. 6. They pursue the triple bottom line - social value, environmental value, and economic value. 7. They strive to achieve systemic change. 13
  • 14. Method ● We propose a framework for Mindset, Social Entreprneruship, Culture and Sustainability. 14 Mindset Social Entrepreneur- ship Culture Sustainability Theory of Change (ToC) Systemic Problem Individualiz ed Activity Organized Activity Socialized Activity Systemic Change
  • 15. Teach For America (TFA, the US) 15 - ToC: “First, children need exceptional teachers, high-quality schools, and a broader set of supports that give them access to the educational opportunities they deserve today. Second, education systems need massive, lasting change so that equitable educational opportunities are consistently offered to every student. ” - Mindset: TFA proposes “Transformational Change, Team, Leadership, Respect and Humility, and Diversity” - Social Entrepreneurship: TFA started from systemic problem and begins to achieve systemic change. - Culture: TFA created context for top talent to go and teach in low-income areas, and the alumni to be involved in education. - Sustainability: Some marginalized students whose role model are TFA teachers go to college; after graduation they return communities as new TFA teachers to pursue sustainability of communities. https://www.youtube.com/watch ?v=YOMqFObeCJ4&t=11m28s
  • 16. - ToC: “ROE develops social and emotional capacity in children, and this profoundly changes them for life.” - Mindset: “Empathy – the ability to understand how others feel – is at the core of our humanity.” - Social Entrepreneurship: ROE’s systemic problem is “The Empathy Deficit.” “The absence of empathy underlies war, genocide, neglect, racism, abuse and marginalization of all kinds.” ROE’s program in schools scaled up in 10 countries including Canada, the US, the UK Barack Obama in his term and Justin Trudeau now stress empathy to respect diversity. - Culture: “The net impact of building levels of empathy is a more caring, peaceful, and civil society.“ “A framework for peace requires an architecture of empathy.” - Sustainability: “The [SDGs] Campaign has had a partnership with Bridges of Understanding since June 2016 to promote empathy and understanding around the refugee crisis, co-develop educational and new media activities and to increase awareness and action around the SDGs.” Roots of Empathy (ROE, Canada) 16 https://www.youtube.com/w atch?v=e4cgG9Thxs8&t=1 4m23s
  • 17. Kamonohashi Project (Kamo, Japan) 17 - ToC: Kamo reduces demand of human trafficking by strengthening police and reduce supply of girls from rural areas by building community factory to create employment for girls and/or its parents in Cambodia and India. - Mindset: Kamo’s member have obsession with Kamo’s mission to realize a world where no child are sold. They share strong discipline with their mission. - Social Entrepreneurship: They started Kamo to see systemic problem of human trafficking in Cambodia. They created social businesses and membership system to support Kamo. Now their ToC worked out successfully in Cambodia, achieved systemic change of ending human trafficking in Cambodia. Kamo moved on to India. - Culture: ToC facilitates Kamo to organize collective impact in India to tackle human trafficking. Also, products from community factory in Cambodia are sold in Japan to use market force. - Sustainability: Kamo’s social enterprise contirbutes to SDGs. https://www.youtube.com/wa tch?v=eEcsSRhUMBQ
  • 18. Results 18 ● Three cases of Teach For America (TFA, the US), Roots of Empathy (ROE, Canada), Kamonohashi Project (Kamo, Japan) show the meaningful relationship between Mindset, Social Entrepreneurship, Culture and Sustainability. ● Social enterprises can create culture for systemic change. ● Theory of Change (ToC) works in their cases to design a trajectory to lead the social enterprises from the present to the future to achieve sustainability.
  • 19. Conclusion ● This article examines the relationship between mindset, social entrepreneurship, culture and sustainability. ● However, there are limitations. In this article we covered only three cases although they are leading social enterprises in the world. The framework here is qualitative analysis. Many new areas for future research exist. ● We hope this article will help practitioners to improve management issues of a social enterprise and to progress by the framework easily. Also, it would be our honor if this article will contribute researchers to consider sustainability through social entrepreneurship. 19
  • 20. References ● Ashoka (2016). Social Entrepreneurial Pathways to a Culture of wellbeing. ● Beugré, C. (2016). Social Entrepreneurship: Managing the Creation of Social Value. Routledge. ● Drayton, B. (2013). Growing Up - The New Paradigm and The Jujitsu of Introducing a New Mindset. ● Bornstein, D., & Davis, S. (2010). Social Entrepreneurship: What Everyone Needs to Know Teaching Notes. ● Dweck, C. (2006). Mindset: The new psychology of success. Random House. ● McGrath, R. G., & MacMillan, I. C. (2000). The entrepreneurial mindset: Strategies for continuously creating opportunity in an age of uncertainty (Vol. 284). Harvard Business Press. ● Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons. ● Schonert-Reichl, K. A., Smith, V., Zaidman-Zait, A., & Hertzman, C. (2012). Promoting children’s prosocial behaviors in school: Impact of the “Roots of Empathy” program on the social and emotional competence of school-aged children. School Mental Health, 4(1), 1-21. ● Sen, P. (2007). Ashoka's big idea: Transforming the world through social entrepreneurship. Futures, 39(5), 534-553. ● Social Innovation Generation http://www.sigeneration.ca/home/resources/roots-of-empathy/ ● Sustainable Development Goals Action Campaign https://sdgactioncampaign.org/category/sdgs/ ● Tanabe, Y. (2016). The five stages of social entrepreneurship. ● Taplin, D. H., Clark, H., Collins, E., & Colby, D. C. (2013). Theory of Change. 20