Collaboration in Complex, Rapid Change Jamie Gamble
Wicked Problems • Are unique and have no precedent • Do not have definitive criteria or indications for the right solutions • Are difficult to address and change with every attempt to address it • Involve many stakeholders with different values and priorities Adapted from Strategy as a Wicked Problem. John C. Camillus. Harvard Business Review, May 2008.
Poverty and Inequality
RENTAL HOUSING STOCK (per 1,000 people) Stock of Apartment Rental Units per 1,000 people 140 105 70 35 0 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Calgary Toronto Montreal www.policyschool.ca
Canada Federal Programs Federal Poverty Reduction Strategy Provincial Poverty Reduction Strategies $40B Housing Fund
Collective Impact - 13 Cities in 2010, Now over 80 - Edmonton and Calgary are leading examples - Biggest shift has been increased municipal leadership
The elements of Collective Impact
Where are we at in developing a platform? In-development Well-established
Where are we at in developing a platform? Is the immediate priority to develop Mutually Reinforcing Activities? In-development Well-established
Their Approach: - Focuses on equity. - Puts people who face barriers to economic opportunity at the centre, amplifies their voices, and develops them as leaders. - Recognizes strengths, not deficits. - Builds a diverse base of support for social and economic justice. - Make the connections between private troubles and public issues visible.
Employment Program: - Alternative education options - Mental health, housing, addictions, dependents - Rapid response financial supports and incentives at the discretion of a case manager
Diversity is essential Diplomat Warrior Engineer Mad Poet
Signal and Noise Our frames of reference are loaded with assumptions. We may interpret key ideas and words differently. We filter out what we think is unimportant or irrelevant - which may be highly important or relevant to others.
Snap-backs and what to do about them Plate Spinning Brick Laying
Anticipate Conflict and Have Processes to Work Through It
Navigating the Middle Regulatory & Policy Environment, Principles of effectiveness, Top down change At this intersection: At this intersection: • Facts are uncertain • Human agency • Complexity is the • Trust and reciprocity norm Adaptation • Going slow to go fast • Values are in dispute • Well-being, prosperity • S takes are high and equity as • Decisions are urgent organizing frameworks Local Knowledge, Grassroots Innovation, Bottom up change
Evaluation in Collective Strategy Jamie Gamble
Innovation Relationships Rules Market Adapted from Quinn and Cameron
• Engagement • Experimentation • Values alignment • Rapid feedback • Appreciative • Adaptation Empowerment Learning & Development • Fidelity to model • Target goals • Consistency with rules • Return on investment • Milestone achievement • Market Share Accountability Performance
Complicated Simple Complex Cause=Effect Cause....................Effect Cause Effect Best Practices Expert Analysis Emergent Practice Conduct experiments Monitor Validate practices and gather rapid implementation and options. Convert feedback. for high fidelity, expertise into a assurance and testable model. Track evolving quality . understanding. Develop principles. Source: B. Zimmerman; Snowden and Boone
Strategic framework • selection and adjustment Accountability for Efficacy towards purpose Purpose • in light of a complex environment Efficacy of adaptation • Program • reviews Accountability for Strategic plan • Impact review Financial audits • Performance • Accountability for management Management Due diligence • Processes Adapted from The Mountain of Accountability , Blandin Foundation
IF we do…. A B C D E THEN it will result in…. X Y Z WHICH will ACHIEVE… Our intended impact
Challenge our assumptions and validate our Prototype alternatives of hypothesis by C 1 Adapt B C Replace with F adapting as we learn… F B C 2 Do more of IF we do…. D A C 3 B E D D GROUNDED in these theories…. J K L THEN it will result in…. X Y Z W Our revised WHICH will ACHIEVE… Our intended intended impact impact
Three Phases of a Collective Impact Effort Early Years Middle Years Late Years Impact Process Intermediate Outcomes: Outcomes: Outcomes: Positive changes Design, develop Systems changes, and implement on initiative’s organizational changes, platform for ultimate goals network changes, collective impact behaviour changes
Policy Advocacy Framework Li>ga>on Lobbying Community Mobiliza>on Action Model Legisla>on 1 Regulatory Feedback Coali>on Building Community Organizing Champion Development Media Advocacy Public Will Campaigns Poli>cal Will Campaigns Communica>ons and Messaging Will Advocacy Capacity Building Public Forums Leadership Development Demonstra>on Programs Voter Outreach Public Awareness Campaigns Awareness Policy Analysis/Research Public Polling Public Educa>on Influencer Educa>on Policymaker Educa>on Public Influencers Decision Makers Source: Beer & Coffman
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