{"id":2250,"date":"2017-11-07T11:15:00","date_gmt":"2017-11-07T11:15:00","guid":{"rendered":"https:\/\/six.stimulatingminds.co.uk\/?p=2250"},"modified":"2022-04-27T13:48:52","modified_gmt":"2022-04-27T13:48:52","slug":"5-steps-to-help-build-movements-for-social-impact-and-system-innovation-lessons-from-istanbul","status":"publish","type":"post","link":"https:\/\/socialinnovationexchange.org\/legacy\/5-steps-to-help-build-movements-for-social-impact-and-system-innovation-lessons-from-istanbul\/","title":{"rendered":"5 steps to help build movements for social impact and system innovation – lessons from Istanbul"},"content":{"rendered":"\n

Last week 150 people from more than 50 countries gathered at the\u00a0Istanbul Innovation Days<\/a>\u00a0to share, learn and discuss how building movements for government and cross-sector innovation might enable social impact at a larger scale. The event was hosted by the\u00a0UNDP<\/a>\u00a0in collaboration with\u00a0Nesta<\/a>.

I returned from Istanbul with new insights and new case studies on public sector innovation and creating impact in the development sector. The gathering also reaffirmed my belief, \u00a0that network organisations, like SIX, hold the key value toward the collective efforts which movements require.

The social innovation ecosystem is not lacking in knowledge, but it is lacking investment in connections, networks and translation of the knowledge existing. As\u00a0Milica Begovic<\/a>\u00a0at UNDP quoted\u00a0Dave Snowden<\/a>: \u201cIf you have 1$ to invest in knowledge management, spend 0.1 on content and the rest on connecting people\u201d<\/em>.

If we connect we are more likely to enable change for good and social development, but more than just connecting is needed. It takes the right people, the right link, \u00a0and the right \u2018facilitator\u2019 of that connection – all of which prove that network management is a specialist practice. But it is not an elite action, we all need to \u00a0play our part. Here a five steps that can help:

1) Connecting is a capacity and is essential for the social innovation ecosystem to flourish<\/strong><\/p>\n\n\n\n


Providing these connections and enabling a network, and the transfer \u00a0of knowledge, solutions and strategies requires dedicated organisations and people invested in and equipped for this task. Actors who know\u00a0how to build a network<\/a>\u00a0are able to provide the \u00a0opportunity for people to connect and organise in a way which enables experimentation and new approaches. Connecting through networks allow us to be \u00a0creative about our collaborators. As\u00a0Beth Simone Noveck<\/a>\u00a0indicates in\u00a0\u2018A Democracy of Groups<\/a>\u2019: in networks\u00a0\u201c… we can do together what we cannot achieve alone…. ordinary people can now become a group even without the benefit of a corporation or organisation. They can make decisions, own and sell assets, accomplish tasks by exploiting the technology available. They no longer need to rely on a politician to make decisions. They can exercise meaningful power themselves about national, state and local\u2014indeed global\u2014issues.\u201d<\/em>\u00a0\u00a0

Frontline workers and social innovation (SI) actors need to be given the space to co-define the network and connections they need to overcome challenges or to develop SI in their practice. With intermediary and network focused organisations, this \u2018space\u2019 can be developed and designed for them to make these connections happen. Network organisations provide not only advice \u00a0and spaces for connections, they also outline \u00a0another way of collaboration. The umbrella approach of networks has the ability to connect and broker awareness, helping to avoid the development of bubbles and silos.<\/p>\n\n\n\n

2) Cross-sector\u00a0system awareness can avoid innovation silos<\/strong><\/h4>\n\n\n\n

Innovation actors often identify themselves within specific pockets of change and development agenda. We are either capacity builders or solution developers. We are either strategic oriented or focused on emerging issues. This pattern of siloing is \u00a0not necessarily useful. Work is often \u2018labelled\u2019 as e.g. policy innovation or public sector innovation or civic innovation. This ignore the key ties between these practices – and keeps innovation from becoming real movement of change. If we really want to disrupt the system and foster movements for real system change, we need cross-sector systems awareness and collaboration.\u00a0Nesta\u2019s skills team<\/a>\u00a0provided a useful image to captures this common labelling.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Whilst being aware of one\u2019s own mission and expertise is good, there is a tendency for some innovation and development practitioners to misunderstand how they might connect around the implementation of these missions.Peers are often identified as individuals, or organisations, either in the same sector or with similar levels of seniority.<\/p>\n\n\n\n

At SIX we have always worked to build  a cross-pollinating approach, and our view of peers is most often cross-sector. We believe that your peer is someone who shares a similar mind-set and not just job title. That your peer is defined based on the shared challenge and interest. Only by engaging for a wider systems awareness can we foster the right co-ownership, networks and peer-partnerships that can set the basis with  movements for sustainable impact.  <\/p>\n\n\n\n

In Istanbul, participants agreed that a first step to enable this cross-sector approach is to build a shared language within the system. Systemic change requires individuals in a network to act collectively with a combined agency, intelligence and awareness. \u00a0As\u00a0McCarthy,Miller, Skidmore\u00a0<\/a>put it: \u201cNetworks are the language of our times, but our institutions are not programmed to understand them\u201d.

<\/em>3) Separate the people and the change itself to allow for experimentation
<\/strong>Lankelly Chase<\/a>\u00a0funded the\u00a0Point People<\/a>\u00a0to create the\u00a0Systems Changers<\/a>\u00a0project. Cassie Robinson explains the key \u00a0recommendation from the project \u00a0is the need to separate people from the change (the problem and solution) itself. We too often fall quickly into a delivery mode and let own biases and preferences take charge. The Point People have outlined a helpful set of\u00a0Design Principles for System Changers<\/a>. We need to ensure that people not only hold the skills and expertise, but also that they are able to navigate conflicting tensions.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

4) Focus, don\u2019t get seduced \u2013 innovation is often about the boring stuff in the \u2018back-office\u2019<\/strong><\/h4>\n\n\n\n

We tend to focus our energy and attention on startups and  new ideas. We get seduced by the \u2018top of the iceberg\u2019 \u2013 the fresh idea or the exciting service. But the real innovation has to occur  in the back-office around the \u2018boring stuff\u2019 argued Indy Johar<\/a>. What are the blind spots? How do we unleash the human capital<\/a> throughout the system? We need change that is rooted deeper in the system\u2019s operations.<\/p>\n\n\n\n

According to Marco Steinberg<\/a> \u2018Governments are built for a reality that no longer exists.\u2019<\/em> We tend to keep trying to improve the efficiency of what was<\/em> or what is<\/em>. This is not solving our need for change, not leveraging innovation. We must redesign to focus on what could be<\/em> or maybe even embrace an anti-establishment mindset as a force of good?<\/p>\n\n\n\n

InWithForward<\/a>  use an approach for grounded change which identifies existing societal interventions and examines how these can be scaled to innovations. Using past examples from history to learn about the gaps between interventions and innovations, they draw knowledge from the tools that were introduced and used to help address these gaps enabling innovations.<\/p>\n\n\n\n

5) Make change visible – all the way through the change process!
<\/strong>A visible \u00a0change process makes an important difference in taking advantage \u00a0of the invested efforts. It makes it easier for affiliated change agents to stay engaged and it helps promote transparency and clarity of potential outcomes. It also increases the understanding of the different steps of the change process, which \u00a0helps prevent the mistake that innovation practitioners are trying to copy solutions based on the solution itself.<\/p>\n\n\n\n

Having more insights to the process, design and steps makes it easier to adapt and replicate. If a solution is simply copied it tends to fail, since important \u2018hidden\u2019 circumstances and context aren\u2019t  taken into account.<\/p>\n\n\n\n

Visibility should be highlighted throughout the change process. This also helps keep the momentum, energy and interest and  \u2018nudges\u2019 involved stakeholders  to learn from the process, and to adapt future processes ahead. This helps avoid the trend of \u2018starting up\u2019 again and again without learning from previous cases, or without being aware of what is already known.<\/p>\n\n\n\n

Knowledge systems need openness and interactions to leverage the knowledge it holds. As Dan Gillmor<\/a>, the first newspaper journalist to have a blog has said \u201cAny beat where the important knowledge is widely distributed should be imagined from the beginning as a network<\/em><\/a>\u201d and today\u2019s data innovation help making change visible.It points us to knowledge, facts, trends, problems that can help us learn from what we are doing – and about what we are not doing yet. It allow access to the history, usage and span of various innovation.<\/p>\n\n\n\n


<\/strong><\/strong>Want to know more about the conference?<\/strong><\/p>\n\n\n\n

If you didn\u2019t have the chance to participate I would recommend you to take a scroll through the twitter \u2018minutes\u2019 at #IID2017<\/a> and be inspired by the dialogue and insights shared.<\/p>\n\n\n\n

Want to know more about SIX?<\/strong><\/p>\n\n\n\n

Get in touch with me at Julie.Munk@socialinnovationexchange.org<\/a> or (twitter @julie_munk)<\/p>\n","protected":false},"excerpt":{"rendered":"

Last week 150 people from more than 50 countries gathered at the\u00a0Istanbul Innovation Days\u00a0to share, learn and discuss how building movements for government and cross-sector innovation might enable social impact at a larger scale. The event was hosted by the\u00a0UNDP\u00a0in collaboration with\u00a0Nesta. I returned from Istanbul with new insights and new case studies on public … 5 steps to help build movements for social impact and system innovation – lessons from Istanbul<\/span><\/a><\/p>\n","protected":false},"author":2,"featured_media":2251,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[119],"tags":[15,44,79,42,126],"class_list":["post-2250","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-other-articles","tag-asia","tag-collaboration","tag-networks","tag-turkey","tag-western-asia-middle-east-2"],"acf":[],"yoast_head":"\n5 steps to help build movements for social impact and system innovation - lessons from Istanbul - SIX | Social Innovation Exchange<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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