Posts Tagged ‘social innovations’

Emerging Indigo Practices

May 28, 2009

From previous blogs, I tried to show that major world problems stem from our lack of knowledge in the indigo quadrant (lower left quadrant in the diagram below):


When two long-term societal megatrends are combined, we discover (see “Q27- Combining Megatrends #1 and #2: the next societal innovations”) that the next significant societal innovations are expected in the indigo quadrant. In my contribution to the book “The Future of Innovation” (to be published by Gower in the autumn of 2009), entitled “The Future of Innovation Must Be Sought in Non-Technological Spheres” I wrote, in part:

    “Mankind has demonstrated that its ability to technologically innovate is far greater than its ability to anticipate, learn and solve the negative social consequences of those innovations…

    Innovation in the future will be driven by common threats confronting mankind. Ironically, most of those threats are man-made. Innovation will proceed in the general direction of preventing and resolving conflicts, governance at all levels, advancing human rights and human security, cross-border agreements in preventing and fighting crime and terrorism, eliminating social exclusions and other social ills that lead to poverty, generating consensus on environmental problems and solutions, and value creation.”

In the specific area of KM, this means that tools, technologies and practices for effectively managing relationship capital would be important. Below is a list of such KM tools (reproduced from a previous blog post: “Practical Hint #17: Tools for Managing Relationship Capital”):

  • Social Network Analysis (SNA), sociogram or stakeholder analysis: Maps and analyzes frequencies of communication, teammate preferences, perceived closeness of interpersonal relationships, degree of agreement/disagreement, etc. between people in a group, organization or network
  • Team building and team learning exercises
  • Setting up a cross-functional KM Team
  • Customer relations management, business development, account management, or business partnership management: Management of relationships with customers, suppliers, partners, etc.
  • Customer clubs and e-communities: strengthens a company’s communication and relationship with customers, allows customers to participate in product improvement or R&D, makes some customers feel special by receiving advanced news or product prototypes, etc.
  • “Customer ba”: Part of the task of some Japanese customer relations managers is to create an affirmative, trusting and creative “relationship space” between himself and the customer.
  • MBTI, Belvin types and other psychological profiling tests: Assessing potential for complementarity and good mix of thinking and working styles among prospective team members
  • Various tools in brand management and marketing which enhance reputation and credibility of the company
  • Various HR/OD tools to enhance employee loyalty and morale: recognitions, honors and awards; policies that allow appropriate decision-making to employees; CEOs that listen e.g. allow direct emails from employees; facilities that show the company cares e.g. day-care facilities within company premises for young children of mother-employees, etc.
  • Group exercise in mind mapping: Allows members to see and better understand the assumptions of other fellow members
  • Professional and personal profiles of staff, Expertise Directory, company White Pages: Facilitates staff in getting to know each other and each other’s skills, expertise and talents
  • Face-to-face meetings and SN functionalities among e-community or e-CoP members: Mutual trust in a virtual CoP or e-community is best nurtured through face-to-face meetings, and through appropriate social network functionalities in the website of the CoP
  • Visioning exercise: Co-creating and contributing to an organization’s vision tend to enhance buy-in and engagement of members in programs, projects and activities aimed at the vision of the organization.
  • Negotiation: collaborative/integrative negotiation training, skills development (thanks to Peter Spence), and related tools in conflict management
  • Leadership (thanks to Peter Spence): one that knows and appreciates many of the above.

Accordingly, I have decided that the next blog series will be on “Indigo Learning Practices.” We will call it the L Series.


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Value-Creating and Value-Destroying Social Innovations

April 27, 2009

The term “social invention” was first proposed by Stuart Conger in his 1974 book “Saskatchewan Newstart”. It covers new organizations, laws and procedures that satisfy personal, social or market demand. His examples are:

  1. Organizational social inventions: schools, law courts, House of Commons, labour union, jails, YMCA, Children’s Aid Society, Red Cross, he Boy Scouts, etc.
  2. Social inventions in the form of laws: Poor Law of 1388 in UK, Indenture of Children Act of 1601 in UK, English Bill of Rights (1689), Compulsory School Attendance Act in Russia in 1717, Swiss Unemployment Insurance Act of 1789, and an 1875 US law against child abuse.
  3. Procedural social inventions: language, writing, charity, democracy, labor strikes, professional licensing, training, courtroom oath, probation, testing, psychoanalysis, etc.

I have a reservation with Conger’s use of the word “invention.” According to WIPO (World Intellectual Property Organization), an “invention” has only the element of novelty while “innovation” has both elements of novelty and utility. Evidence of utility is market demand or social acceptance (see my blog on D14- Innovation versus Invention). Conger’s examples fit the term “innovation” and therefore I will use the term “social innovation” instead.

Let us apply the Value Creation Scale from the previous blog post to various social innovations. Below are examples of largely value-destroying or simply resource transferring social innovations:


Boxing as a spectator sport is a strange way to create value. When two people fight to hurt each other and no one is watching, this is just 3 in our Value Creation Scale. However, there are many people who will pay to watch people hurt each other — the value proposition of the boxing industry which is 3 and 6 in the Scale. Gladiatorial “fight to the death” in old Rome, Japanese sumo wrestling (an institutionalized, stylized, protocol-bound and milder form of fighting), fee-based hunting/fishing and cockfighting belong to the same category.

Cartels such as OPEC do three things: (a) extract non-renewable natural resources making them no longer available to countless future generations, (b) appropriate proceeds solely to its elite members, and (c) collect rentier profits through oligopolistic supply-fixing or price-fixing. From the perspective of the Scale, burglary, robbery and thievery are better than OPEC! Why? They do not irreversibly deplete natural resources. We tolerate OPEC more than we do burglars, robbers and thieves. Why? Don’t forget “free riders” of OPEC such as the big oil multinationals who earned billions of dollars during the last oil price spike. We grudgingly shell out more of our money for a pricey tankful of gasoline but do we feel the same with bag-snatchers? Why is institutionalized global robbery more acceptable than personalized local robbery? Strange.

Next, examine below various examples of value-creating social innovations. I inserted motherhood for illustrative purposes only although it is not a social innovation:


The corporation is indeed a successful and widely adopted social innovation (creating value for the few or 6 in the Value Creation Scale). It has several variants. Oligarchic capitalism is where a national economy is dominated by a few business elites. “Regulatory capture” is where powerful businessmen (or “crony capitalists”) tilt the rules of the game in their favor through bribery, collusion (“cronyism”) or outright control of government regulatory agencies. An enclave corporation is one that is isolated and has zero interaction with the local communities in or around which it operates.

I sense new social innovations emerging towards 7 and 8 in the Scale. I wrote earlier about corporate social responsibility and new variants towards the “socially-embedded corporation.” I also wrote on the growing practice of “Triple Bottom Line” — introduced by John Elkington in 1994 — which is 6, 7 and 8 in our Value Creation Scale. A Working Group of the Organisation Internationale de Normalisation (ISO) is currently developing a new voluntary standard on Social Responsibility for corporations; it will be released next year as ISO 26000. The Cartagena Agreement and Costa Rica’s Biodiversity Law combine biodiversity conservation with local rights and community development — harbingers of social innovations combining 7 and 8.

Perhaps we are not hopeless; we are still learning and evolving. There are institutions facilitating innovations towards 7 and 8. Peter Spence from Australia alerted me to Mary Parker Follett Foundation whose program areas are: learning democracy, participatory design of social systems and dialogue as community reflection. Thanks Peter!

(PS to my loyal readers: if my recent blogs seem too “Cloud 9” for you, I promise to write something “Ground 0” or very practical for KM in my next two blogs before going to “Cloud 11” in Q26 and Q27 according to my set schedule. Cheers!)

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