This reimagining and connecting is needed because, as Al goes on to say, “what is new is the recognition that many of our toughest social and environmental challenges have had time to develop deep roots that are resistant to just about anything we throw at them…If we are to be innovative about anything in the future, it must be about how we work together…as wise travellers. Social innovation spreads through sharing, not selfishness. The heroic, “great man” model of social change makes for a great story, but it isn’t true in practice. It is only through generous, respectful interactions across sectors, expertise and roles that social innovation achieves lasting impact” (pp.24-25, bold type mine). He goes on to quote my favourite definition of social innovation from Tim Broadhead, “social innovation is both a destination – the resolution of complex social and environmental challenges – and a journey – devising new approaches that engage all stakeholders, leveraging their competencies and creativity to design novel solutions” (p. 25).
I can’t do justice to Impact in this short post, but I do want to share the six interconnected patterns that Al illuminates in the book and focus on several that resonate for us in 2020:
- Think and act like a movement: “A movement is composed of a million small acts. It is impossible to predict which one will ignite a spark or cause the next surge. And it doesn’t really matter” (p. 48).Al notes five characteristics of progressive social movements and illustrates them with examples from diverse sectors. He suggests that they: ignite our imagination; are multi-generational; comprise small acts; are self-organizing; and marry art and justice (pp. 50-53). In this way, they are ‘messy’ and don’t lend themselves to the project plans and predictability that many of our systems love, which creates a tension that we need to manage skillfully. He invites us to discern what movements we are already a part of and “make our contribution, no matter how small or insignificant we think it is”(p. 58).
- Create a container for your content: Make it easier “for people to do the right thing” by attending both to content and framing so that people can grasp what you see and feel. So often we turn people away from the discussion and the work by making our aims unclear or inaccessible. Al illuminates some more patterns of effective content containers. They: are playful and fun; are non-judgmental; ignite the imagination; personalize the abstract; and tell a story. How might we invite and share stories and ideas in a way that mobilizes and inspires people to act?
- Set the table for allies, adversaries and strangers: This one resonates most strongly with what we have tried to design into and convey in 2020, “changing the situation requires more than the usual suspects at the table. Dialogue and convening are more than means to an end. They give structure to our need to belong, to be part of something bigger than ourselves. They broaden understanding, puncture assumptions, change authority flows and allow us to cultivate new relationships. Solutions spread when we move beyond blame, competition, misunderstanding and mistrust” (p. 27). Al points out that working together on tough issues is no picnic at times – even when we work with friends. However, some of the qualities of effective convening that he notes do, in our experience, enhance the likelihood of connection. Civility, hospitality, and curiosity are key, as is personal agency: “Convenors strive to bring out the best in everyone. They convene around gifts… If convenors usually enter a room composed of leaders and followers, they hope to leave a room full of leaders, people who are emboldened and willing to take responsibility for what they say and do. Front-of-the-room leadership isn’t enough. Neither is leadership that suggests they will do it all for you” (p. 84). He notes that Paul Born (Tamarack) asks the following question in any gathering, “Why is it important that you are here?” as it invites people to be ‘doers’.
- Mobilize your economic power: This one is a harder pattern for me to get my head around and activate as I/we have grown up with a sector-wide scarcity mindset – scrambling for funds and support. There are 2 considerations here. The first is, what is the economic power of our constituencies that we might leverage? Certainly many of the people we serve have limited economic means, but when you consider the broader constituency of people working in the field, family members, social justice advocates, etc. we can have a stronger collective economic impact. The Registered Disability Savings Plan (RDSP), which Al was instrumental in establishing in Canada, is a case in point. The second idea is that social innovators are getting better at disrupting typical business models for their agencies or causes and are looking beyond government or grant funding and creating new partnerships with unlikely allies in order to spread innovation ideas.
- Advocate with empathy: I have been strongly criticized in the past for not being harsh enough as an advocate, and this pattern spoke to what I have felt in my heart: Most people are doing the best they can within the system that they are operating within and if I can’t have empathy for their situation they may not be able to have empathy for mine. “Strategic inquiry is the process of discovering the priorities, language and tools of the group you are trying to convince” and being solution-focused as advocates (p. 116). It doesn’t mean we can’t or shouldn’t “raise a little hell” as needed; lines in the sand are important; anger and outrage can fuel us. But if we accept the premise that we need to set the table for diverse perspectives, we can’t expect to be successful if we throw rocks and abdicate responsibility for finding solutions to government or others.
- Who is important as how: One of the great takeaways from this book is the concept that the question ‘How?’ is a “killer question. It can stop you dead in your tracks. One way to undermine a new initiative or stop someone from pursuing a big idea is to ask them how they are going to do it. How dampens the imagination and favours being practical far too early…More cruelly, how can imply that because you don’t have the answer, there must be something wrong with you…” (pp. 135-136). The more generative question is ‘who?’ and invites us to think about who we can learn from and work with and what qualities the issue will benefit from. “Social innovation is enlightened by who we are – by character, not technique. The conviction of today’s social innovators arises from their emotional and spiritual maturity. They pay attention to what nourishes and replenishes their spirits. And they have the humility to admit their limitations and fears” (p. 28).
Al will be joining us for the 2020 social impact gathering and copies of his book will be provided to all participants.