CECAN Webinar: Co-creation of innovation: Group Concept Mapping to - - PowerPoint PPT Presentation

CECAN Webinar: Co-creation of innovation: Group Concept Mapping to value and engage More Knowledgeable Others in authoring and valuing complex systems

Tuesday 24th September 2019, 14:00 - 15:00 BST / 09:00 - 10:00 EDT Presenter: Mary Kane, Concept Systems, Inc. (US) Welcome to our CECAN Webinar. All participants are muted. Only the Presenter, Mary Kane and CECAN Chairs, Brian Castellani and Lisa Fletcher, can speak. The webinar will start at 2pm BST / 9am EDT. Mary will speak for around 45 minutes and will answer questions at the end. Please submit your questions at any point during the webinar via the question box in the Zoom webinar control panel. Today’s webinar will be recorded and made available on the CECAN website.

E Mail: cecan@surrey.ac.uk Web: www.cecan.ac.uk www.facebook.com/CECANEXUS Twitter: @cecanexus

Thank you for welcoming me

Building group complexity without complicating Consider the linkages between individual knowledge and group wisdom Look at ways that evaluation can be anchored in systems that value the More Knowledgeable Other Spend a few minutes with groupwisdom.tech

Learning Outcomes: We hope that you are intrigued by

Valuing voice and the relevance of MKO (More Knowledgeable Other) in complexity and evaluation The foundations and applications of Group Concept Mapping Experiences and initiatives that are relevant to the mission of CECAN relative to policy innovation Groupwisdom™, the web-based application for data collection and results analysis

Valuing Voice and the More Knowledgeable Other

How do we make decisions as a group? A community? A society? Who decides how group decisions are made?

How do we make decisions? The Organizational Pyramid

Rational model Informed, objective selection of optimal choice from appropriate alternatives Administrative model Selection from realistic options Reconciling values Political model Negotiating among a set of non-ideal solutions Elephant by committee

Leader/Senior Manager Multiple Leaders, Managers

What’s missing?

The assets of any organization or community include its members

Leader/Senior Manager Multiple Leaders, Managers

Members

The More Knowledgeable Other (MKO)

From cognitive development and learning theory Vygotsky, 1934 (1962) Anyone who has a better understanding or a higher ability level than the learner, with respect to a particular task, process, or concept. The MKO is normally thought of as being a teacher, coach, or older adult, but the MKO could also be peers, a younger person, or even computers.

MKO

Social interaction’s conceptual linkage, knowledge holder Learning is a reciprocal experience between knowledge holder and knowledge receiver Changes dynamic of insight development and idea networking to achieve a higher order perspective

David L, "Social Development Theory (Vygotsky)," in Learning Theories, July 23, 2014, https://www.learning-theories.com/vygotskys-social- learning-theory.html.

Introduced more widely in the early 60’s Innovation: applying MKO to inform thinking about social interaction, learning, progress and impact in social or

• rganizational settings

MKO has fundamental role: social interaction in the development of (group) cognition “…community plays a central role in the process of "making meaning.“

MKO

McLeod, S. A. (2018, Aug 05). Lev Vygotsky. Retrieved from https://www.simplypsychology.org/vygotsky.html Vygotsky, L. S. (1978). Mind in society: The development of higher psychological processes. Cambridge, MA: Harvard University Press.

What do we need to know before we can identify MKOs? It depends; are you an MKO in any

• f these situations?

Who is a More Knowledgeable Other?

? What problem are we trying to solve? ? What opportunity do we want to take advantage

• f?

? What situation calls for change, innovation?

ü Attending a symphony concert ü Planning a meal for a 3-year-old ü Assessing the safety of a building ü Planning an impact evaluation ü Celebrating a community milestone

Group Concept Mapping, Voice, and Complexity

1

Complexity in systems is still difficult to visualise graphically

2

Complexity in

• rganizations is an

asset, if we take advantage of it

3

Voice is a means to take advantage

• f and visualise

the complexity of a group or

• rganisation

4

GCM is the tool that we use to capture this complexity

5

And build a new system of thinking about the issue at hand

Group Concept Mapping and Valuing Voices of MKOs

GCM seeks, engages and captures the voices of those affected by, contributing to, or expert in a topic

• f interest or

need Equalizing knowledge, producing a commonly authored construction on an issue Social policy formation, program innovation, strategy development, evaluation.

Group Concept Mapping

A way to collect thoughts on a specific question and use this knowledge to construct a meaningful two-dimensional map, showing the relationships between all the elements of the system that these ideas describe.

Leads to insights and interconnections among elements in an existing system that can produce clarity, support for change, and implementation planning.

Who are the MKOs and what do we ask of them?

• National Cancer Institute (US)
• Researchers, practitioners, funders
• PROMISE (State of New York)
• Caregivers, family members, program leads, state agencies
• Behavioral Health Consortium (State of Delaware)
• Those with substance use disorders and their families, corrections and justice,

schools, state agencies, advocates, policy MKOs can be Leaders Committee Representatives All who have a stake in the issue

What do we ask them? Three things:

• What do you know, think, perceive, believe?
• How do you think all of the contributed thoughts, believes, perceptions

are related in meaning, independent of others’ organizing models?

• What do you value, observe or attribute priority to, of all the

contributed ideas?

Notice: the person is the unit

• f interest in GCM. Ideas

generated from all relevant members of a community, however defined, are the product of identifying and engaging the person as the unit

• f interest, the MKO.

The three things we ask

q What do you know, think,

perceive, believe?

q How do you think all of the

contributed thoughts, believes, perceptions are related in meaning, independent of others’

• rganizing models?

q What do you value, observe or

attribute priority to, of all the contributed ideas?

ü Brainstorming, any means ü Individual open sorting by all

participants

ü Analysis in groupwisdom ü Rating on importance, need level,

feasibility, evidence; any rate-able question

GCM produces maps that organize and visualise complexity, using simple processes

1 9 30 48 65 70 79 99 106 110 114 85 12 64 96 31 36 40 41 53 56 57 83 84 2 5 6 13 20 46 55 58 69 75 102 8 10 16 21 3463 71 72 74 76 51 14 24 29 33 42 43 59 60 7392 94 100 101 109 115 25 49 66 91 104 105 108 113 116 3 4 7 17 22 32 39 45 52 78 82 86 87 90 93 95 103 107 112 11 19 23 28 35 38 47 50 5468 77 97 111 15 18 26 37 61 80 98 117 27 44 62 67 81 88 89

117 ideas the building blocks for action

What is a specific thing we can do to deal with the issues we are facing in our state’s behavioral health, including mental health related issues and addiction?

arrayed in 11 conceptual areas

GCM produces maps that organize and visualise complexity

What is a specific thing we can do to deal with the issues we are facing in our state’s behavioral health, including mental health related issues and addiction?

• 2. Family Safety

Network

• 3. Work

Readiness

• 4. Legislation to Support

Re-engagement

• 1. Our Children

and Schools

• 9. Changing Perceptions

and Definitions

• 10. Education for Everyone
• 11. Readiness in

Every Community

• 8. Treatment System
• 6. Resources
• 5. Regulations to

Support Access

• 7. Treatment Access

and Accountability

Data from each participant, each sorting decision Cluster labels participant-authored

An Evaluation Sys ystem Qu

Ques estion

1 3 15 25 30 34 41 54 58 76 77 81 84 91 92 97 2 18 21 22 23 36 39 47 52 61 69 86 87 98 99 100 101 5 31 32 40 43 45 60 63 64 71 72 85 94 4 13 14 20 28 29 46 49 51 55 59 74 75 83 88 6 7 26 53 67 70 78 96 90 2442 48 65 89 95 12 8 10 16 33 35 38 56 62 27 9 11 17 19 37 44 50 57 66 68 73 79 80 82 93

Focu cus prompt: What should we co consider or incl clude to further define, develop and apply impact ct ev evaluation in the e ILO ILO? ?

ILO Impact Evaluation Development Roadmap

Definition and Communication Context and Utilization Integration and Harmonization Knowledge and Asset Mapping Capacity Building Resources Rationale Foundation and Support

Context and Strategy Knowledge and Capacity

Focu cus prompt: What should we co consider or incl clude to further define, develop and apply impact ct ev evaluation in the e ILO ILO? ?

What data produces this map? Each person contributes to the structure

This is a five-item set. Nancy is to sort these ideas.

Same ideas, different sorters

Jon is to sort these ideas. Ben is to sort these ideas.

Complexity in action

120 possible solutions per person Dimensionality is key to GCM Opportunity to create innovation Harnessing knowledge in context from multiple viewpoints Quantitatively, our analysis tools need to be ready for all permutations and all people

Each item has different meaning relationship to every other item

All contribute to group meaning making in a complex setting

groupwisdom

Data collection, communication, analysis and results production tool Capturing MKO input Organizing relationships among ideas based on person-based feedback Valuing content

groupwisdom

A complexity definer and manager Producing a truly group-authored conceptual framework for innovation Analysis performed on all sorting arrays from all participants Content derived from MKOs

Groupwisdom analysis engine

Similarity matrix

For each sort Aggregated across all sorts (can include thousands)

Multidimensional scaling

Produces n dimensional solution of relationships of items based on individual sorts

Hierarchical cluster analysis

Produces non overlapping visual displays of items in higher order groups or clusters, emergent from data

Anchoring analysis

Indicates degree of centrality of items in relation to their positions

• n the map

Spanning analysis

Visualises each item’s relationship in meaning to any other item on the map

Square Similarity Matrix

28

Bi Binary, square similarity ma matri rix: one part rtici cipant’s sor sorting d data So Sort for one par artic icip ipan ant To Total square similarity ma matri rix: data from m five pa participa pants

In Input: : A A square e matrix of re relat ations nshi hips am amon

• ng a

a set of

• f

en entities es Ou Outp tput: t: An n-di dimens nsiona nal ma mapping of

• f the

en entities es based ed on rel elationship

1 6 8 7 5 9 10 10 2 4 3 29

Multidimensional Scaling

Analysis in groupwisdom

Producing the co-authored conceptual map

Correlations P G A P - 0.84 0.77 G 0.84 - 0.82 A 0.77 0.82 -

Illustrating values

HR Business Partner n=7 HR Generalist n=10 HR Assistant n=7 Job Descriptions and Posting Post-Interview and Offer Post-Offer Screening and Interviews Definitions and Measures Onboarding Search Planning Interview Preparation Talent Opportunities for CU Cornell and Career 2.81 3.59 Job Descriptions and Posting Screening and Interviews Post-Interview and Offer Search Planning Post-Offer Interview Preparation Definitions and Measures Onboarding Talent Opportunities for CU Cornell and Career 2.81 2.81 3.59 3.59

Pattern Matching Example Importance by subgroup Go Zone Example: Importance by subgroup Screening and Interviews r= .85

What does this mean to co-creation of innovation?

Results are co- constructed by all participants The act of participation produces conscious contribution to innovation Combination of clear qualitative data development and rigorous quantitative approaches to recognizing and harmonizing diverse perceptions of meaning Approach is responsive and adaptable to context

How does this approach align with systematic evaluation of complexity?

Complex, not complicated Describes emergent systems for planning and evaluation across the nexus or within a subsystem Supports agile research on the ground or in the academy Integrates perceptions of experts and those with lived experience within a system

Your turn!

?

Thank you! mkane@conceptsystems.com www.conceptsystems.com www.groupwisdom.com