Solving the Complex Problems of Today: Collectively and Intentionally

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When you think about trying to solve the problems of today, doesn’t it sometimes feel that we don’t have enough control over all the factors to really have an impact? Whether its increasing employment, reducing the dropout rate, ensuring the ethical treatment of animals, or improving the health of a target population, a single organization is often focused on only a small portion of factors that contribute to the challenge. A recent study conducted by economists at Harvard University and the University of California – Berkley has brought significant attention to this issue. Looking at economic mobility in the United States, the researchers found that – contrary to what we often may hear – economic mobility has not changed significantly over time and it is lower in the U.S. than in most developed countries. (To see how Austin compares, visit the Equality of Opportunity website). Recognizing this divide is the easy part. What about trying close it? That’s where it gets complex.The economists found that there are five factors which strongly correlate with greater mobility:

• Less segregation
• Less income inequality
• Better schools
• Greater social capital
• More stable families

In Austin, and elsewhere, there are plenty of nonprofit organizations that focus on any one of these factors independently. There are even partnerships and collaborations among these organizations through which people are working together to coordinate their service and advocacy efforts.  However, according to the research, Austin does not fair better than other communities. So what’s the answer?In a 2011 Stanford Social Innovation Review article, John Kania and Mark Kramer introduced the idea of Collective Impact initiatives: “a commitment of a group of important actors from different sectors to a common agenda for solving a specific social problem.” Collective impact takes working together beyond traditional collaborations and partnerships in several important ways.

• There must be a common vision. All partners must have a shared and specific vision for change/impact. This starts from a common understanding of the problem you are trying to impact.
• Success should be measurable. Success is not ultimately the work done, it is in measurable movement towards accomplishment of your vision.
• The power comes from a shared action plan. Success is often dependent on a diverse group of organizations from different sectors with different areas of expertise. These organizations bringing their expertise not just to the meeting, but to specific activities in a shared action plan is what will create the impact.
• Communication and trust are paramount, and take time. And, yes, this means meetings. Kania and Kramer found that partners needed several years of regular meetings to get to know and appreciate their common motivations and efforts.
• The importance of a separate, supporting infrastructure. Kania and Kramer called this the “backbone organization”. Because of the myriad of logistical, administrative and coordinating details that must be handled for a successful and smooth running initiative, Kania and Kramer suggest the backbone organization should have a dedicated staff, separate from the partner organizations. Their primary role is project manager, data manager, and facilitator: they plan, manage, and support the initiative.

As Matt mentioned in his blog Celebrating Success and Looking Ahead, we at Greenlights are thinking about how our community can collectively work to impact our big problems. We’re taking this Collective Impact strategy to heart. In April, I’ll be headed to a conference specifically focused on how to build successful collective impact initiatives and will let you know what I learn. So, stay tuned!Finally, in honor and memory of a great man who often called for us to work together to collectively impact our community, I’ll leave you with this: This Land is Your Land

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