CollaborateUpAccelerating Problem-Solving in the Commons

Copyright 2014 CollaborateUp

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3

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The Problem with Problems

Strengths over extended

Multi-factorial

Right vs. right

Slow burn

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

Discussion

Problems in the Commons

Adaptive Leadership & Empathy

Co-Creation with Corporate Partners

Exercise

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

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

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

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

Partner Model Canvas

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

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

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

Partner Model Canvas

ISSUE TO SOLVEProblem the

partnership is designed to tackle

VALUE PROPOSITIONUnique results the partnership

can produce

TARGETED POPULATIONSThose impacted

by the issue the partnership

is tackling

KEY PLAYERSOrganizations

directly involved in the

partnership

RELATIONSHIPS WITH TARGETED POPULATIONS

How the partnership

relates to those impacted by the

issue the partnership is

tackling

OUTREACH CHANNELSTouch points for delivering value to the targeted

populations

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)

KEY ACTIVITIESActions the

partnership will take to tackle its issues to resolve

KEY PARTNER RESOURCES

Delivery infrastructure & indispensable

assets for producing value

PARTNER RELATIONSHIPS

How the organizations in the partnership work together

COSTS STRUCTURESCosts the

partnership will incur

FUNDING STREAMSWays the

partnership might pay for its expenses

Scenarios

Case Exercise

Urban Food Deserts Blight & Homelessness Job Skills Gap

Access & Aging Cultural Awareness

Roles

Case Exercise

Facilitator Nonprofit Leader

BusinessLeader

Citizen

City Leader

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

Break

Lunchtime

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

Idea Sharing

What ideas did you generate?

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

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

CollaborateUpAccelerated Problem-Solving in the Commons Tools

Copyright 2014 CollaborateUp

e: richard@collaborateup.com

t: @rjcrespin

w: www.collaborateup.com