weekend in boca vii - richard crespin - "collaborateup"
DESCRIPTION
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.TRANSCRIPT
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CollaborateUpAccelerating Problem-Solving in the Commons
Copyright 2014 CollaborateUp
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The Problem with Problems
Strengths over extended
Multi-factorial
Right vs. right
Slow burn
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CollaborateUp Formula
DataLabFacts & Science
Same PageNew People
New Conversation
PartnerLabCommitment
RecruitStrange Bedfellows
LaunchExperiment
Market-basedVerifiable Outcomes
Participants go back to their organizations to marshal
resources & commitments
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Discussion
Problems in the Commons
Adaptive Leadership & Empathy
Co-Creation with Corporate Partners
Exercise
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Adaptive vs. Technical Challenges
Kind of challenge
Problem definition
SolutionLocus of
work
Technical Clear Clear Authority
Technical & Adaptive
ClearRequires learning
Authority & stakeholder
s
AdaptiveRequires learning
Requires learning
Stakeholders
ADAPTIVE LEADERSHIP
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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
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Co-Creation & Empathy
ENGAGING CORPORATE PARTNERS
TRANSFORMATION
CHANGE MANAGEMENT
COMMUNICATIONS
Telling & Selling
Giving Choice
Seeking Input
Co-Creating
Bu
y-i
n/E
moti
on
al
Com
mit
men
t
Stakeholder Engagement
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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
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Partner Model Canvas
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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
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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
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Principles of Partnership
Good partnerships…Partnerships struggle when
they…
Ground themselves in data Lack data or consensus on the data/causes
Have institutional commitmentHave 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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Partner Model Canvas
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ISSUE TO SOLVEProblem the
partnership is designed to tackle
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VALUE PROPOSITIONUnique results the partnership
can produce
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TARGETED POPULATIONSThose impacted
by the issue the partnership
is tackling
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KEY PLAYERSOrganizations
directly involved in the
partnership
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RELATIONSHIPS WITH TARGETED POPULATIONS
How the partnership
relates to those impacted by the
issue the partnership is
tackling
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OUTREACH CHANNELSTouch points for delivering value to the targeted
populations
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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)
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KEY ACTIVITIESActions the
partnership will take to tackle its issues to resolve
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KEY PARTNER RESOURCES
Delivery infrastructure & indispensable
assets for producing value
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PARTNER RELATIONSHIPS
How the organizations in the partnership work together
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COSTS STRUCTURESCosts the
partnership will incur
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FUNDING STREAMSWays the
partnership might pay for its expenses
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Scenarios
Case Exercise
Urban Food Deserts Blight & Homelessness Job Skills Gap
Access & Aging Cultural Awareness
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Roles
Case Exercise
Facilitator Nonprofit Leader
BusinessLeader
Citizen
City Leader
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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
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Break
Lunchtime
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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
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Idea Sharing
What ideas did you generate?
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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
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CollaborateUp Formula
DataLabFacts & Science
Same PageNew People
New Conversation
PartnerLabCommitment
RecruitStrange Bedfellows
LaunchExperiment
Market-basedVerifiable Outcomes
Participants go back to their organizations to marshal
resources & commitments
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CollaborateUpAccelerated Problem-Solving in the Commons Tools
Copyright 2014 CollaborateUp
t: @rjcrespin
w: www.collaborateup.com