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Weekend in Boca VII - Richard Crespin - "CollaborateUP"
The document discusses the complexities of addressing problems in the commons, particularly highlighting the issue of declining honeybee populations. It emphasizes the need for adaptive leadership, collaboration between various sectors, and the establishment of partnerships to tackle multifaceted issues without clear ownership of solutions. Additionally, it outlines a partnership model that incorporates data, shared goals, and engagement with diverse stakeholders to improve outcomes related to common challenges.
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Weekend in Boca VII - Richard Crespin - "CollaborateUP"
- 1. CollaborateUp Accelerating Problem-Solving inthe Commons Copyright 2014 CollaborateUp
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- 5. The Problem withProblems Strengths over extended Multi-factorial Right vs. right Slow burn
- 6. CollaborateUp Formula DataLab Facts &Science Same Page New People New Conversation PartnerLab Commitment Recruit Strange Bedfellows Launch Experiment Market-based Verifiable Outcomes Participants go back to their organizations to marshal resources & commitments
- 7. Discussion Problems inthe Commons Adaptive Leadership & Empathy Co-Creation with Corporate Partners Exercise
- 8. Adaptive vs. TechnicalChallenges Kind of challenge Problem definition Solution Locus of work Technical Clear Clear Authority Technical & Adaptive Clear Requires learning Authority & stakeholders Adaptive Requires learning Requires learning Stakeholders ADAPTIVE LEADERSHIP
- 9. Problems in theCommons Need Adaptive Leadership & Empathy Defines changes in mindsets, beliefs, and behaviors to realize new paths to thriving Builds on the past -- conservative & progressive Requires experimentation Relies on diversity; not cloning Embraces failure Needs patience Starts with empathy Source: The Practice of Adaptive Leadership, Heifetz et al, Copyright 2009, Harvard Business School Publishing ADAPTIVE LEADERSHIP
- 10. Co-Creation & Empathy ENGAGINGCORPORATE PARTNERS TRANSFORMATI ON CHANGE MANAGEMENT COMMUNICATIO NS Telling & Selling Giving Choice Seeking Input Co-Creating Buy-in/Emotional Commitment Stakeholder Engagement
- 11. Partnering for SocialInnovation A social innovation partnership is a collaboration (the Key Activities) between two or more parties from the civil, private, and/or public sectors (the Key Players) to improve the condition (the Issue to Solve and the Value Proposition) of a target population using the assets and resources of all the parties (the Key Partner Resources) along with other contributions, (the Relationships with Supporters) under a set of specified terms and conditions (the Key Relationships). ENGAGING CORPORATE PARTNERS
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- 13. No one “owns”honeybee pollination American honeybees are dying at an alarming rate. Theories abound, but no one knows for sure why. Pollination = 70% of economic value of bees; 1 in 3 bites of food relies on bees. Beekeepers don’t own the land or the crops, flowers, plants, fruits, vegetables on the land where bees forage for food. He doesn’t own pollination. Farmers own the land, but not the upstream means of producing seeds, pesticides, manures, soil treatments, equipment, etc. Nor do they own downstream packaging, distribution, retailing, etc. She doesn't own pollination HONEYBEE EXAMPLE
- 14. A classic “Problemsin the Commons” Problems in the commons have no one cause, no one solution, and no owner for the cause or the solution. Strengths over-extended. Specialization unleashed tremendous food production but "orphaned" pollination Multiple causes. The media and human nature demand single causes and simple answers, but declining honeybee health has multiple causes and solving it requires a broad range of solutions Right vs. right. Improving honeybee health is in tension with a food system designed to maximize production Slow burn. Making necessary trade-offs means someone has to take short term pain for long term gain that will probably go to someone else in the supply chain Adaptive leadership. Even the perfect technical solution will require buy-in across specialists HONEYBEE EXAMPLE
- 15. Principles of Partnership Goodpartnerships… Partnerships struggle when they… Ground themselves in data Lack data or consensus on the data/causes Have institutional commitment Have shaky, short-term, or fuzzy institutional commitment Benefit from & build up personal social capital Are one-sided or don’t benefit the people involved Well understood documentation & governance Lack documentation or governance Have testable outcomes Rely on politics Have demonstrable results Have fuzzy objectives Have an exit strategy Rely purely on largesse
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- 17. ISSUE TO SOLVE Problemthe partnership is designed to tackle
- 18. VALUE PROPOSITION Unique results thepartnership can produce
- 19. TARGETED POPULATIONS Those impacted bythe issue the partnership is tackling
- 20. KEY PLAYERS Organizations directly involved inthe partnership
- 21. RELATIONSHIPS WITH TARGETED POPULATIONS Howthe partnership relates to those impacted by the issue the partnership is tackling
- 22. OUTREACH CHANNELS Touch pointsfor delivering value to the targeted populations
- 23. RELATIONSHIPS WITH SUPPORTERS How the partnership workswith those outside the partnership but with some role to play (e.g., members of the respective organizations)
- 24. KEY ACTIVITIES Actions the partnershipwill take to tackle its issues to resolve
- 25. KEY PARTNER RESOURCES Delivery infrastructure & indispensable assetsfor producing value
- 26. PARTNER RELATIONSHIPS How the organizations in thepartnership work together
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- 28. FUNDING STREAMS Ways the partnership mightpay for its expenses
- 29. Scenarios Case Exercise Urban FoodDeserts Blight & Homelessness Job Skills Gap Access & Aging Cultural Awareness
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- 31. Exercise #1: What'sat Stake Step 1: To yourself… What's at stake for your character if this problem goes unsolved? What's possible if it is solved? Step 2: Share & look for common cause Step 3: Report out common cause DataLab
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- 33. Exercise #2: What’sPossible Step 1: To yourself… Reflect on where your character has common cause with the others From your character’s perspective, jot down ideas or questions you have about each section of the Partner Model Canvas Step 2: As a group, try to fill in 1-2 sentences for each section of the Canvas PartnerLab
- 34. Idea Sharing What ideasdid you generate?
- 35. What was itlike to work on the Canvas? What was different about working alone vs. as a group? What was hard? What came easy? Feedback
- 36. CollaborateUp Formula DataLab Facts &Science Same Page New People New Conversation PartnerLab Commitment Recruit Strange Bedfellows Launch Experiment Market-based Verifiable Outcomes Participants go back to their organizations to marshal resources & commitments
- 37. CollaborateUp Accelerated Problem-Solving inthe Commons Tools Copyright 2014 CollaborateUp e: richard@collaborateup.com t: @rjcrespin w: www.collaborateup.com