5. The Problem with Problems
Strengths over extended
Multi-factorial
Right vs. right
Slow burn
6. CollaborateUp Formula
DataLab
Facts & Science
Same Page
New People
New Conversation
PartnerLab
Commitment
Recruit
Strange Bedfellows
Launch
Experiment
Market-based
Verifiable Outcomes
Participants go back to their
organizations to marshal
resources & commitments
7. Discussion
Problems in the Commons
Adaptive Leadership & Empathy
Co-Creation with Corporate Partners
Exercise
8. Adaptive vs. Technical Challenges
Kind of
challenge
Problem
definition
Solution Locus of work
Technical Clear Clear Authority
Technical &
Adaptive
Clear
Requires
learning
Authority &
stakeholders
Adaptive
Requires
learning
Requires
learning
Stakeholders
ADAPTIVE LEADERSHIP
9. 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
11. 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
13. 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
14. 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
15. Principles of Partnership
Good partnerships… Partnerships struggle when they…
Ground themselves in data Lack data or consensus on the data/causes
Have institutional commitment
Have 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
31. 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
33. 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
35. 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
36. CollaborateUp Formula
DataLab
Facts & Science
Same Page
New People
New Conversation
PartnerLab
Commitment
Recruit
Strange Bedfellows
Launch
Experiment
Market-based
Verifiable Outcomes
Participants go back to their
organizations to marshal
resources & commitments