Jamie Gamble Wicked Problems Are unique and have no precedent Do - - PowerPoint PPT Presentation

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

www.policyschool.ca

RENTAL HOUSING STOCK (per 1,000 people)

Stock of Apartment Rental Units per 1,000 people

35 70 105 140 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

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? Well-established

In-development

Where are we at in developing a platform? Well-established

In-development

Is the immediate priority to develop Mutually Reinforcing Activities?

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

Mad Poet Warrior Engineer Diplomat

Signal and Noise

Our frames of reference are loaded with

• assumptions. We may

interpret key ideas and words differently. We filter

• ut what we think is

unimportant or irrelevant - which may be highly important or relevant to

• thers.

Snap-backs and what to do about them

Plate Spinning Brick Laying

Anticipate Conflict and Have Processes to Work Through It

Regulatory & Policy Environment, Principles of effectiveness, Top down change Local Knowledge, Grassroots Innovation, Bottom up change

Navigating the Middle

Adaptation

At this intersection:

• Facts are uncertain
• Complexity is the

norm

• Values are in dispute
• S

takes are high

• Decisions are urgent

At this intersection:

• Human agency
• Trust and reciprocity
• Going slow to go fast
• Well-being, prosperity

and equity as

• rganizing frameworks

Evaluation in Collective Strategy

Jamie Gamble

Rules Relationships Innovation Market

Adapted from Quinn and Cameron

Learning & Development Performance Accountability Empowerment

• Engagement
• Values alignment
• Appreciative
• Experimentation
• Rapid feedback
• Adaptation
• Fidelity to model
• Consistency with rules
• Milestone achievement
• Target goals
• Return on investment
• Market Share

Simple Complicated Complex Cause=Effect Cause....................Effect Cause Effect Best Practices Expert Analysis Emergent Practice

Source: B. Zimmerman; Snowden and Boone

Conduct experiments and gather rapid feedback. Track evolving understanding. Develop principles. Validate practices and options. Convert expertise into a testable model. Monitor implementation for high fidelity, assurance and quality.

Adapted from The Mountain

• f Accountability, Blandin

Foundation

Accountability for Purpose Accountability for Impact Accountability for Management Processes

• Strategic framework

selection and adjustment

• Efficacy towards purpose

in light of a complex environment

• Efficacy of adaptation
• Program

reviews

• Strategic plan

review

• Financial audits
• Performance

management

• Due diligence

A B C D

IF we do….

E

THEN it will result in….

X Y Z

WHICH will ACHIEVE…

Our intended impact

A B C3 D

Challenge our assumptions and validate our hypothesis by adapting as we learn…

IF we do…. E THEN it will result in…. X Y Z WHICH will ACHIEVE… Our intended impact

Replace with F

F

Do more of D Adapt B

B W D C2 C1

Prototype alternatives of C

Our revised intended impact GROUNDED in these theories…. J K L

Three Phases of a Collective Impact Effort

Early Years Middle Years Late Years

Process Outcomes: Design, develop and implement platform for collective impact Intermediate Outcomes: Systems changes,

• rganizational changes,

network changes, behaviour changes

Impact Outcomes: Positive changes

• n initiative’s

ultimate goals

Awareness Public Influencers Decision Makers Will Action Voter Outreach Public Educa>on Policymaker Educa>on Influencer Educa>on Poli>cal Will Campaigns Li>ga>on Media Advocacy Regulatory Feedback Public Forums Champion Development Model Legisla>on1 Policy Analysis/Research Demonstra>on Programs Community Mobiliza>on Coali>on Building Community Organizing Public Will Campaigns Communica>ons and Messaging Advocacy Capacity Building Public Awareness Campaigns Public Polling Leadership Development Lobbying

Policy Advocacy Framework

Source: Beer & Coffman