CollaborateUp Quick Guide

Accelerating Problem Solving in the Commons

Copyright 2014 Crespin Enterprises Inc

Key Points

▪  The Problem with Problems

▪  The CollaborateUp Formula

▪  The Partner Model Canvas

▪  Invitations & DataLabs

▪  PartnerLabs & Experiments

▪  Following-through & Funding

Commons-Problems Defined

Problems in the commons have no one cause, no one solution, and no one owner for the cause or the solution ▪  In a highly specialized society gaps open up and problems fall

into the cracks between specialists

▪  Really tough problems have multiple possible causes and lack consensus about those causes

▪  Solving them involves right vs. right (not right vs. wrong) choices

▪  On a slow-burn: no one loses or gains in the short-term but we all lose or gain in the long

▪  Need adaptive leadership

PROBLEMS IN THE COMMONS

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

Problems in the Commons Need Adaptive Leadership

▪  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

Source: The Practice of Adaptive Leadership, Heifetz et al, Copyright 2009, Harvard Business School Publishing

ADAPTIVE LEADERSHIP

Co-Creation & Empathy

ENGAGING PARTNERS

TRANSFORMATION

CHANGE MANAGEMENT

COMMUNICATIONS Telling & Selling

Giving Choice

Seeking Input

Co-Creating

Buy-

in/E

mot

iona

l Com

mitm

ent

Stakeholder Engagement

Real transformation takes co-creation. But co-creation can feel vulnerable and messy.

Framing a Problem

Source: The Clearing Inc.

People don't fear change. They fear loss. To get them to tip from staying put in the As-Is and move to the To-Be you need to show them that they have more to gain by moving than they have to lose by staying.

5

To Be:  •  Coordinated  field  •  Science-­‐based  search  for  causes  &  solu6ons  •  Solu6ons  that  work  in  a  market  economy;  innova6ve  &  benefi6ng  from  crea6ve  destruc6on    

The  Strategy:    • What  specific  steps  will  we  take  to  get  to  the  future  we  envision?  • What  are  we  doing  that's  different  than  others  have  done  in  the  past?

As  Is:      •  Fragmented  field;  good  ideas  geDng  lost  •  Hunt  for  boogeymen  &  silver  bullets  not  based  in  science  •  Lack  of  market-­‐sustainable  solu6ons

The  Environment:    •  PuDng  things  in  context:  what's  going  on  around  us  that  could  stand  in  the  way  of  success?  •  The  immediate  challenge  is  not  to  solve  the  problem  per  se,  rather  to  create  the  condi6ons  for  it  to  occur  •  Stay  focused  on  what  you  can  control/influence:  improving  coordina6on  across  the  field

What's  at  stake?    • The  risk  of  doing  something  is  outweighed  by  the  risk  of  doing    nothing  • The  partnership  and  its  key  players  have  a  unique  role  to  play  • Crea6ng  invita6ons  that  others  see  themselves  in,  willing  to  share  risks  and  rewards

Source: The Clearing Inc.

Building the case for change

CollaborateUp Formula

DATALAB PARTNERLAB LAUNCH INVITATION INSTITUTIONAL COMMITMENT

STORYTELLING

•  DataLab

•  Facts & Science

•  Same Page

•  Different Dialog

•  PartnerLab

•  Commitment

•  Recruit

•  Strange

Bedfellows

•  Same Page on

1-Page

•  Launch

•  Experiment

•  Market-based

•  Verifiable

Outcomes

•  Invitation

•  New People

•  New

Connections

•  Institutional

Commitment

• Resources

•  Funding

•  Support

•  Storytelling

• Accelerating

Adoption

• Recruiting

New Players

The Formula organizes the process of collaboration, making it less messy. Throughout the Formula stakeholders work together to create the case for change and define the outcomes that will create transformation.

Invitation & DataLab

The Problem: Commons-Problems lack understanding of causes •  Solutions require multiple stakeholders to cooperate and for them to

learn-while-solving •  People are beset by entrenched dogmas – there's a boogieman to

blame or a silver bullet to find

The Solution: Map influencers & invite them to a DataLab •  Figure out who has the standing, respect, and voice in the

communities that have the power, influence, and resources •  Enroll them in inviting the "right" people to the table •  Invite people that don't often work together and often blame each

other •  Break the cycle of blame by injecting data and science •  Get everyone on the same page about and focused on the causes •  Send them back to their organizations to secure commitments

focused on the agreed upon causes

DATALAB

INVITATION

Commitment & PartnerLab

The Problem: Organizations need time to work through commitment •  They also want to understand what's expected of them and what

they can expect in return •  People often stalled because they don't know where to start or want

to avoid to duplicating efforts •  Need clearly defined outcomes The Solution: Structure how we ask for commitment & bring collaborators back together within a set period of time to co-create in a PartnerLab •  Challenge collaborators to ask themselves: what outcome could we

create together that would be so different than anything done before such that you would commit your personal social capital to invite others to the table?

•  Create and refine one-page business plans using the Partner Model Canvas that clearly articulate the problem, the value proposition, the intended outcomes, how we'll test solutions, what's expected of partners, and what they can expect in return – and how much it will cost and how we'll pay for it all.

PARTNERLAB

INSTITUTIONAL COMMITMENT

Launch & Storytelling

The Problem: Commons-problems require diverse experiments with the opportunity to scale success based on tangible outcomes The Solution: Launch multiple MVP collaborations & spread success: •  Use the principle of the minimum viable partnership (MVP) – the

minimum needed to get out and start collaborating •  Test solutions based on agreed upon targets/outcomes •  Put in place defined decision "gates" for scale/shut-down •  Collect and spread proven practices •  Use good stories to recruit new players

STORYTELLING

LAUNCH

Partner Model Canvas

12 key questions to get everyone on the same page on one page.

ISSUE TO SOLVE

Problem the partnership is

designed to tackle

VALUE PROPOSITION

Unique results the partnership

can produce

TARGETED POPULATIONS

Those impacted

by the issue the partnership

is tackling

KEY PLAYERS

Organizations

directly involved in the

partnership

RELATIONSHIPS WITH TARGETED POPULATIONS

How the partnership

relates to those impacted by the issue the

partnership is tackling

OUTREACH CHANNELS

Touch points for delivering value to the targeted

populations

RELATIONSHIPS WITH SUPPORTERS

How the partnership works with

those outside the partnership but with some role

to play

KEY ACTIVITIES

Actions the

partnership will take to tackle its issues to resolve

KEY PARTNER RESOURCES

Delivery

infrastructure & indispensable

assets for producing value

PARTNER RELATIONSHIPS

On what terms

the organizations in the

partnership work together

COSTS STRUCTURES

Costs the

partnership will incur

FUNDING STREAMS

Ways the

partnership might pay for its expenses

INVITATION

Figuring out who to invite in the first place…and later on.

Considerations

Which kind of partnership and who to enroll depends on the over-arching objectives of the initiative and the underlying motivations of the parties. Reasons for entering into different types of partnerships include: ▪  Problem definition. Who loses/gains from this particular problem?

▪  Access to resources. Who has the assets, money, infrastructure, intellectual property, or other resources necessary to succeed?

▪  Risk management. Who can increase the probability of success or reduce the likelihood of failure?

▪  Scale. Who can expand your reach or impact?

▪  Voice. To whom will others listen?

▪  Standing. Who adds credibility or would be noticeable by their absence?

KEY PLAYERS

The Power of Invitation

KEY PLAYERS

Civil Sector

Public Sector

Private Sector

• Who has worked across sectors? • Who has earned trust across sectors? • Who is willing to extend their personal social capital?

Tips for picking the players to enroll

Who are your Key Partners? Who are your key suppliers? Which Key Resources will you acquire from partners? Which Key Activities do partners perform for the initiative?

§  Institutions. Often have the assets, money, infrastructure, intellectual property, or other resources necessary to succeed. At the same time, they often suffer from the Innovators Dilemma: they know how to plan in stable environments, not in dynamic startups.

§  Entrepreneurs & intrapreneurs. Whether inside an institution or on their own or somewhere in between, these dynamic risk-takers know how to get stuff done. They often chafe, though, under institutional rigor.

§  Volunteers. May come from institutional partners or on their own. They're not getting paid, so it's important to understand their motivations. Most nonprofits fail to adequately tap into their skills and expertise, treating them either as board members or brute labor.

Regardless of the type of player, it's vital to factor in their joy and wellbeing into the experience you're trying to create. They are your human resources; the people on whom you will rely to bring about a convergence of social and economic value.

KEY PLAYERS

Vetting Partners

Resources & Scale:

§  It’s about more than just money…

§  Outreach Channels: Brand, public perception, ability to increase adoption or participation

Risk Management:

§  Past performance, past collaboration

§  Existing methods and systems, e.g., USAID’s Partner Vetting System and State’s Risk Analysis & Management (RAM) System

Voice & Standing:

§  Don’t neglect the politics

KEY PLAYERS

DATALAB

Getting agreement on a common definition of the problem and which aspects of it this group wants to tackle.

Specific problem impacting a specific Target Population

The Issue is a specific problem "in the commons" impacting a specific Target Population and not adequately addressed by other efforts. A problem in the commons is not "owned" or easily addressed by a single sector or organization but one that nevertheless impacts a significant group of people or natural environment. It may be a long-standing issue, one that is emerging, or one that is predicted to occur even if the specific impacts are not fully known at this time.

ISSUE TO SOLVE

Tips for framing the issue

▪  Narrow the problem: For whom are you trying to solve this problem? How do they think about the impact on them?

▪  What needs to be different: What are the specific conditions that need to change? What need are you filling?

▪  Envision success: How will you know the problem is solved?

▪  What's already going on: Are there other similar efforts already underway? What can you learn from them? What can you do that they can't?

ISSUE TO SOLVE

Attributes

The issue should have quantifiable, qualitative, or other tangible elements and be grounded in a the specific experience of a given population. Narrow the issue from general problems like "climate change" to focus on the the distinct ways an Issue manifests, like "extreme weather events impacting coastal communities. Consider, along with your own understanding, the following elements when defining an issue:

▪  Data. Is the problem well-understood? What data exists that could help better define it?

▪  Consensus. Does the problem have multiple potential causes and would it be improved by coming to consensus on the causes?

▪  Ownership. Does the problem stretch across multiple sectors of society and does solving it require cooperation across those sectors? Who has the necessary authority or influence?

▪  Beliefs, mindsets, or behaviors. How do people need to change the way they think about the issue or how they behave in order to solve it?

ISSUE TO SOLVE

DataLab: Expected Outcomes

ü  Agreement on a

problem statement

ü  Commit to seek

commitment ü  Who’s missing?

SECURING COMMITMENT

Building and making the case for committing resources.

Securing Commitment – After DataLab

•  Institutions can’t commit on the spot

•  What information do you need to determine if this is the right problem for your organization to tackle?

•  How can you make sure the right data is in the room?

•  How can you spur action even in the face of imperfect data?

Securing Commitment – After PartnerLab

Building the Business Case

ü  Value Proposition: Why is this partnership unique?

ü  Key Partners: Who else is involved?

ü  Key Resources & Relationships: What are we expected to contribute an on what terms? What’s in it for us?

ü  Costs & Funding: is this an open-ended or closed commitment?

Securing Commitment – Hedging Bets

Experiments Build Buy-In

ü  Testable Propositions: Outcome orientation with real measures.

ü  Limited Commitment: Don’t have to go all-in.

ü  Ability to Scale: Double-down on things that work.

ü  Dark Side: What about institutional capacity building & longevity?

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

PARTNERLAB

“StartUp Weekends” for outcome-driven collaborations

VALUE PROPOSITION

Unique results the partnership

can produce

The bundle of outcomes that will materially improve things related to the Issue to Solve for a specific Target Population

The Value Proposition is the unique value your initiative will create that others haven't or can't. It solves a problem or need facing a specific Target Population. Each Value Proposition consists of a selected bundle of outcomes delivered by a set of products, services, policy changes, or other undertakings to meet the needs of a specific Target Population. A Value Proposition is an aggregation, or bundle, of benefits that your initiative will deliver to the Target Population. Some Value Propositions may be innovative and represent a new or disruptive initiatives. Others may be similar to existing initiatives, but with added features and attributes.

VALUE PROPOSITION

Tips for solidifying the value proposition

▪  Narrow the Target Population: Which Target Population needs are we satisfying? What unfulfilled need, opportunity, or threat are we helping them resolve?

▪  Value creation: What value do we deliver to the Target Population? Which one of their problems are we helping to solve?

▪  Value delivery: What bundles of outcomes, products, services, policy changes, or other new value are we offering to each Target Population? How will we deliver this value?

▪  Set Tripwires: How will we know if we've succeeded? How will we know if we're failing? Can we set a "trip wire" to prompt us to stop and reevaluate, shut-down, or scale-up?

VALUE PROPOSITION

LAUNCH

Testable propositions that demonstrate efficacy, expand commitment, & make material impact

Experimentation vs. Prediction

A bureaucrat says “how do I predict the future so that I can control it?” An

entrepreneur asks, “how can I test the future so I don’t have to control it?”

-- Eric Reiss, Lean StartUp

Experiment: A Definition

An act or operation for the purpose of discovering something unknown or of

testing a principle or idea.

Usually composed of a hypothesis and a set of parameters or process for trying or assessing the validity of the hypothesis.

Experiment Types

§  Simulations §  Laboratories §  Field Trials §  Pilots §  Prototypes §  Randomized §  Double-blind

Serving your Target Population

§  Target Population vs. Funders: o  Who will measure success? o  Do the payer and the target population agree on the

intended outcome?

§  Setting expectations: o  What does your target population expect from you? How is

it different than your funders’ expectations? o  What do you expect from your target population and/or

your funders? o  How will you work together? o  Who is responsible for what?

Objectives & Outcomes

Purpose: Why is this experiment being designed? §  Should begin with a verb §  Needs to be short and high level §  Must justify why there is a experiment

Outcomes: What are the intended results of this experiment? §  Explains what people (target pop, funders, partners) will get out of

conducting the experiment §  Sets the target for the experiment §  Defines your testable results

Outcomes vs. objectives §  (Think nouns) §  Soft outcomes vs. hard outcomes §  Describe what “victory” looks like §  Confirm that the best solution is the initiative being tested

Questions to help define outcomes: • At the end of the experiment what needs to

happen for you to feel it was worthwhile?

• What will be different after this experiment?

• What will people say about this experiment?

Outputs vs. Outcomes

Outputs

An activity intended to achieve an outcome. Ex: Inoculations

Outcomes

Demonstrable impact on a Target Population. Ex: Healthy kids

Structuring an Experiment

CASE: LAUNCH

Design Importance & Principles

Experiment Design is Critical §  Maintain a laser focus on the business drivers and desired

outcomes of the experiment

§  Promote participation and interaction

§  Take into account cultural & political dynamics of participants

§  Ensures a significant return on investment

Design Principles §  Intentionality

§  “In Service Of”

§  Symphony

Design Process Overview

Why

Who

What

How

Where

• Strategic Context • Purpose and Outcomes • Experiment Type

• Roles • Participants

• Detailed outcomes & measures

• Process • Conversations & Exercises • Information

• Area & Logistics

Building the Substance

Opening Closing Narrowing Take

action/make commitments

Make decisions/ recommendations

Expand information

Opening/ connection

Problem space Solution space Implementation space

What

Investing & Exiting

Project Life Cycle Value Creation

Impact

Cash flow

Source: CollaborateUp

Building the Substance

Opening Closing Narrowing Take

action/make commitments

Make decisions/ recommendations

Expand information

Opening/ connection

Problem space Solution space Implementation space

What

STORYTELLING

Scaling up the partnership, sharing lessons learned, & recruiting new players to the table

Sticky Stories

§ Simple

§ Unexpected

§ Concrete

§ Credentialed

§ Emotional

§ stories

The Inverse Law of Communications

As the level of detail increases, the size of the

audience decreases.

6

Communications Mechanics

What/Who/How of Communications

§  What information is important to share?

§  Who can most credibly share the information?

§  How will the information be used?

§  What is the most effective method for conveying the information, given different learning styles?

Communication Dynamics

§  THE CONTENT – concrete

o  It’s easy to see and hear

§  Agenda, purpose and outcomes, goals

o  It’s what people say the problem is

§  THE PROCESS – abstract

o  It’s hard to see and grasp

§  Tensions, power struggles, silent alliances, and other stuff “below the waterline”

o  It’s what people are not willing to talk about

Copyright 2014 Crespin Enterprises Inc

Contact info

www.collaborateup.com info@collaborateup.com @collaborateup