Weekend in Boca VII - Richard Crespin - "CollaborateUP"
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Presentation by Richard J. Crespin at the 2014 Office Depot Foundation Weekend in Boca Civil Society Leadership Symposium The objective of this interactive learning experience is to empower participants with easy-to-use tools that will help them quickly define their value, tell their story, and enroll partners, funders, and volunteers in accomplishing their respective missions. Outcomes will include the ability to bring leaders together for a different conversation than they've ever had before - one that recruits the right people capable of and motivated to take action - and ultimately leads to accelerated collaboration and innovation.
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Weekend in Boca VII - Richard Crespin - "CollaborateUP"
- 1. CollaborateUp Accelerating Problem-Solving in the Commons Copyright 2014 CollaborateUp
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- 5. The Problem with Problems 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 in the Commons Adaptive Leadership & Empathy Co-Creation with Corporate Partners Exercise
- 8. Adaptive vs. Technical Challenges 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 the Commons 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 ENGAGING CORPORATE PARTNERS TRANSFORMATI ON CHANGE MANAGEMENT COMMUNICATIO NS Telling & Selling Giving Choice Seeking Input Co-Creating Buy-in/Emotional Commitment Stakeholder Engagement
- 11. Partnering for Social Innovation 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
- 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 “Problems in 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 Good partnerships… 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
- 17. ISSUE TO SOLVE Problem the partnership is designed to tackle
- 18. VALUE PROPOSITION Unique results the partnership can produce
- 19. TARGETED POPULATIONS Those impacted by the issue the partnership is tackling
- 20. KEY PLAYERS Organizations directly involved in the partnership
- 21. RELATIONSHIPS WITH TARGETED POPULATIONS How the partnership relates to those impacted by the issue the partnership is tackling
- 22. OUTREACH CHANNELS Touch points for delivering value to the targeted populations
- 23. RELATIONSHIPS WITH SUPPORTERS How the partnership works with those outside the partnership but with some role to play (e.g., members of the respective organizations)
- 24. KEY ACTIVITIES Actions the partnership will take to tackle its issues to resolve
- 25. KEY PARTNER RESOURCES Delivery infrastructure & indispensable assets for producing value
- 26. PARTNER RELATIONSHIPS How the organizations in the partnership work together
- 28. FUNDING STREAMS Ways the partnership might pay for its expenses
- 29. Scenarios Case Exercise Urban Food Deserts Blight & Homelessness Job Skills Gap Access & Aging Cultural Awareness
- 31. Exercise #1: What's at 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
- 32. Break Lunchtime
- 33. Exercise #2: What’s Possible 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 ideas did you generate?
- 35. What was it like 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 in the Commons Tools Copyright 2014 CollaborateUp e: richard@collaborateup.com t: @rjcrespin w: www.collaborateup.com