This document outlines the framework for teaching social innovation at higher education institutions. It discusses the creation of a Social Innovation Zone to share practices and encourage social innovation across disciplines and 40 modules. It also notes that 4,833 students engaged in changemaker activities and 487 received certificates. The document then reviews the development of social enterprise and social innovation-focused degree programs and modules dating back to 2008 and how they have evolved over time to have a stronger focus on social innovation rather than just enterprise. It also discusses the theoretical models and techniques used to teach social innovation, including theories of change, motivational interviewing, and organizational change.

1. SIZe Matters 1: Theory & practice of
teaching social innovation in higher
education
Tim Curtis, SL in Social Innovation Foundation
Study Framework
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2. The purpose of SIZe
• Social Innovation Zone
– A community of practice
– A place to share practice and thinking
– Multi-disciplinary
– Focussed on teaching and encouraging social
innovation in Higher Ed institutions
– 40 modules across the Uni
– 4,833 students engaged with Changemaker activities
(35.8% of the student body) and 487 received a
Changemaker Certificate (compared with 369 in
2014/15).
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3. 2008 University of Northampton
• BA Social Enterprise Development
• MKT1019 Introduction to Social Enterprise
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an ad hoc “pursuit of opportunity” (Stevenson & Jarillo, 1990) rather than deliberate act

4. SE Intentional model
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5. Enterprise in Society
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• Social Innovation (not enterprise)
– Music styles
• Punk
• Reggae
• Indie
– Artist/Label contract
• non-binding 50/50
– Cartel regional distribution
• Network rather than ownership
– Community fanzines
– Encouraging home-made music
• Ethos
– Equal pay/equal say
– Communist/anarchist roots
– Eventually an employee trust

6. 2010 Developing Enterprising
Communities
• BA Social & Community Development
• Response to the ‘No1 for Social Enterprise’ in
name, but content was ‘social innovation’
• No expectation of creating a social enterprise
• Understanding a ‘problem’
• Developing any viable and reasonable
‘solution’
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7. Different philosophical roots-
community organising
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Changemaker Handbook hosted as an on-line book for all
partners to use for free (with over 22,650 views)

8. Ethos of DevEntComms
• Designed with students, based on Balloon
Kenya experience
• Content written by students, out of class
workshops
• Refined and developed by lecturers
• Formed the basis of Changemaker Certificate,
SWK1051 and now Foundation Study
Framework Stage 1b.
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9. 9
Standard scientific enquiries
Social Innovation

10. 10
Motivational Interviewing techniques
(preparing for change)
Expressing Empathy
Developing Discrepancy
Amplifying Ambivalence
Rolling with Resistance
Supporting Self Efficacy
Surprising Ingredients

11. Psychology of Change
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Miller, W. R., & Rose, G. S. (2009)

12. 12

13. Organisational Aspects of Change
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14. References
• Stevenson, H. H., & Jarillo, J. C. (1990) “A Paradigm of
Entrepreneurship: Entrepreneurial Management.” Strategic
Management Journal, 11: 17–27.
• Mair, J. and Noboa, E. (2006), “Social entrepreneurship: how
intentions to create a social venture are formed”, in Mair, J.,
Robinson, J. and Hockerts, K. (Eds), Social Entrepreneurship,
Palgrave MacMillan, New York, NY, pp. 121-136.
• Miller, W. R., & Rose, G. S. (2009). Toward a Theory of Motivational
Interviewing. The American Psychologist, 64(6), 527–537.
http://doi.org/10.1037/a0016830
• Checkland, P.B. and J. Scholes (2001) Soft Systems Methodology in
Action, in J. Rosenhead and J. Mingers (eds), Rational Analysis for a
Problematic World Revisited. Chichester: Wiley
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