C-Change Collaborating to SUSTAIN SOCIAL INNOVATION: PRESERVING YOUR MODEL WHILE SPREADING IT November 2005 1 C-Change An exploration of effective methods and means to address intractable social problems in Canada. 2 C-Change Incorporates concepts of scale, durability, impact and continuous innovation “Social innovation is not just about finding ways to take innovations to scale. It’s also about innovation in the way we work on large-scale challenges.” 3 C-Change: Activities over the past year 4 Two ‘living labs’: SSI Learning Network and Developmental Evaluation (25 organizations involved in social innovation); Over 100 conversations and presentations with social innovators, researchers, funders (ex.: Ashoka, Boreal, CFC, NFB); Identification and documentation of patterns; Draft resources for funders and practitioners C-Change: Future Plans 5 Complete and distribute tools and resources for organizations interested in SSI Hold conference on strategies and lessons learned in Vancouver, spring 2006 Determine structures to continue this work (e.g., institute; virtual network; etc.) C-Change: THE BALANCING ACT Impact, durability and scale Fidelity, quality, revenue, control 6 SUSTAINABILITY AND SOCIAL INNOVATION/ENTERPRISE Definition: A profound alteration of relationships, attitudes, habits, policies, practices, systems, structures to transform deeply rooted social problems 7 SUSTAINABILITY AND SOCIAL INNOVATION/ENTERPRISE Components 8 Impact Durability Scalability SUSTAINABILITY AND SOCIAL INNOVATION/ENTERPRISE Is more than the viability and survival of an innovation, enterprise or organization 9 SUSTAINABILITY AND SOCIAL INNOVATION/ENTERPRISE Means being intentional about 10 Structural, institutional, systemic and legislative change Cultural and attitudinal shift WORKING ASSUMPTIONS OF C-CHANGE Change (massive) is possible Complexity lens (paradox, abundance, emergence, mystery) Context (time, place, resonance) Continuous innovation (there is no permanent solution) 11 EMERGING INSIGHTS Common patterns, insights and attributes among individuals, groups, coalitions and movements addressing deeply rooted social challenges 12 PERSONAL/LEADERSHIP ATTRIBUTES Persistent Collaborative Communicator Comfort with paradox/ambiguity Creative Entrepreneurial 13 PATTERNS A part is a manifestation of the whole, rather than just a component of it. Deeper levels of learning create increasing awareness of the larger whole that leads to actions that increasingly serve the whole. If we see larger patterns, the source and effectiveness of our actions can change dramatically. 14 PATTERNS 15 CREATING A MOVEMENT COMMUNICATION AND DISTRIBUTION CONVENING UTILIZING MARKET FORCES REMOVING STRUCTURAL BARRIERS REFLECTIONS ON THE EMERGING PATTERNS 16 Are they congruent with your experience? Are there other patterns or examples you have observed? Are there sources of experience and knowledge you can point us to?