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If you want to go fast go alone. If you want to go far go together. African proverb
We live in an increasingly complex world
Too many organisations are working in isolation from each other…
Traditional methods for solving social problems are not working…
‘wicked / complex problems require a VERY different response…
A wicked problem is a social or cultural problem, difficult… or impossible to solve
1. There is no definitive statement of the problem; in fact, there is broad disagreement on what ‘the problem’ is
2. There is incomplete or contradictory knowledge and many people and opinions involved;
3. Problems are interconnected with each other
4. There is a large economic burden; political ramifications and other resource constraints
Horst Rittel and Melvin Webber 1973
Education and Training
Complexprobe – sense – respond
Emergent Practice
Complicatedsense – analyse – respond
Good Practice
Coordination
Collaboration Cooperation
Simplesense – categorise – respond
Best Practice
Chaotic act – sense – respond
Novel Practice
Cynefin (Kin-ev-in)
Cynefin Framework by Snowden & Kurtx
Rules for intervention. Technical expertise valued.
Flexible interventions
around emergent
properties. Technical expertise
insufficient.
Standard operating
procedures
http://www.youtube.com/watch?v=N7oz366X0-8
Disorder
Mapping the service pathways - not child's play
Source: Blue Sky Research Project: Shifting Children’s Developmental Trajectories in: Place-based reform: shaping change, Centre for Community Child Health, The Royal Children’s Hospital Melbourne.
Untangling the web - Moving from silos to a system
Source: Place-based reform: shaping change, Centre for Community Child Health, The Royal Children’s Hospital Melbourne.
What is Collective Impact?
1. Common agenda2. Shared measurement3. Mutually reinforcing activities4. Continuous communication5. Backbone Organisation
Collective Impact Framework
Mark Kramer & John Kania SSIR 2011
FSG.ORG
11
© 2012 FSG
The Collective Impact approach has made measurable progress against many complex social issues
Education Healthcare
Economic DevelopmentYouth Development
Homelessness
Community Development
*
*
*
*
* Indicates FSG Client
Shepparton Lighthouse Children’s Project Vic **
Logan Qld Children & the community consortium **
TL3 + Sustainable Living + Communities 4 Children Tas
Blue Mountains Stronger Family Alliance
Children’s Ground & Desert Knowledge
Education Benalla Vic (Tomorrow Today Foundation)
Blue Sky Early Childhood (research project) Melton Vic
90 homes – 90 lives Sydney
Australian CI initiatives are emerging – only a few documented case studies so far
Increased reading levels up from 60%
to 91% achieving
Level 5
Library usage up
by 7%
Parents talking to
and reading more to children
72% Decrease in unexplaine
d school absences
Years 5 & 6
6% decrease in developme
ntal vulnerabilit
y of Prep children
Some of Go Goldfields Achievements to date:
Three Prerequisites1. Urgency for change2. Adequate resources3. Influential Champion
This is cross-sector work so we need all parts of the system present in co-design – i.e. all
sectors and people with a lived
experience
Business
Govt & Philanth
ropy
Non-Profits
Citizens
What makes the difference between a good movie and a
bad movie?“Getting everyone involved to
make the same movie!”Francis Ford Coppola
Building Common Agenda & Shared Measures
5 Goals 53 Indicators 300+ partners
1. Every Child prepared for school2. Every Child supported in and out of school3. Every Student succeeds academically4. Every Student enrolls in College or career
training5. Every student graduates and enters a career
Shared Measurement
Shared Measurement
53%
44% 44% 45% 48%
100%
80%
60%
40%
20%
0%
Year
2005-06 2006-07 2007-08 2010-112009-10
53%
2008-09n=2810 n=2778 n=2769 n=2883 n=2814 n=2865
56%
2011-12
Percent of Children Assessed as Ready for SchoolKRA-L Assessment, Cincinnati, All Entering Kindergartens
Target >85% by 2020
20
Mindsets needed to do this work…From TO
Believing that isolated impact alone can solve ‘wicked’ problems
Accepting that we must work collectively to achieve impact
Having difficulty grappling with complex issues – wanting simple + quick solutions
Can weigh things up, hold lots of different views simultaneously and take a longer view
Having views shaped by narrow concerns and short term gains
Having an ability to consider all perspectives and long term outcomes
Take a self interested perspective – always have a personal (or organisation centric) agenda
Are committed to a broader community wide gain even if others get the credit
Risk intolerance Taking smart risks – managing risk
Resistant to change – have difficulty being objective
Capacity for change – always trying to understand the ‘other’ position
Need to ‘own’, and control attribution to self or organisation
Willing to give up autonomy and share attribution
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It’s about going slow to go fast
.
Transactions
Relationships & trust building
Listening & Discovery
Be clear about the dilemma to be resolved -
getting data, discovery and listening IS the work!
Trans-formation
A new wave… and a step change in how we work...… Questions?
For more information: www.collaborationforimpact.com.auDawn & Kerry’s blogs:www.collectiveimpactaustralia.com.au;FSGwww.fsg.orgTamarack Institute www.tamarackcommunity.ca/Collective Impact Forum (US practice network) www.collectiveimpactforum.com
Dawn O’Neil AMDawn O’Neil & AssociatesAssociate Centre for Social [email protected]