doing social enterprise at the university of northampton
TRANSCRIPT
![Page 1: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/1.jpg)
Doing Social Entrepreneurship at the University of Northampton
![Page 2: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/2.jpg)
2
Thinking about SE
• Think about – your resources– the marketplace– peoples’ needs, and how they are linked
• Consider – your motivations for doing this– the complexity of social problems– the model of social change
![Page 3: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/3.jpg)
3
Planning SE
• Legal forms and composite forms• How social is the planned social enterprise?
![Page 4: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/4.jpg)
4
Discover orConstruct
Marketplace
RES
OU
RCES
SOM
EON
ES N
EED
S
Customers
Clients
SkillsExperienceMoneyTime
Yours
Others
© Tim Curtis 2007
Starting Out
![Page 5: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/5.jpg)
Complex Social Problems
Social Enterprise is not just about the enterprise bit- we need to
understand the social problem first
"Every problem interacts with other problems and is therefore part of a set of interrelated problems, a system of problems…. I choose to call such a system
a mess”. Ackhoff (1974)
“Some problems are so complex that you have to be highly intelligent and well informed just to be
undecided about them.” Laurence J. Peter
![Page 6: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/6.jpg)
6
Theory of Change
Problems: linear, causal, ignores the complexity of the problem
![Page 7: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/7.jpg)
7
More complex
![Page 8: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/8.jpg)
8
Wicked Issues
• The problem is not understood until after the formulation of a solution.
• Wicked problems have no stopping rule.• Solutions to wicked problems are not right or wrong.• Every wicked problem is essentially novel and unique.• Every solution to a wicked problem is a 'one shot operation'• Wicked problems have no given alternative solutions.
• Horst & Webber (1984)• Conklin (2005)
![Page 9: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/9.jpg)
9
Rich pictures to express complexity
http://systems.open.ac.uk/materials/T552/
![Page 10: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/10.jpg)
10
What’s your motivation?
© Tim Curtis 2007
![Page 11: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/11.jpg)
11
What’s your motivation?
![Page 12: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/12.jpg)
12
![Page 13: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/13.jpg)
13
Essential Ingredients
© Tim Curtis 2007
![Page 14: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/14.jpg)
14
Competition
![Page 15: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/15.jpg)
15
Legal toolkit
![Page 16: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/16.jpg)
16
How social is this plan?
![Page 17: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/17.jpg)
17
People
• Prof Simon Denny, NBS Director of Social Enterprise
• Tim Curtis, SoH, Ambassador for Social Entrepreneurship
• Wray Irwin, Director of Social Enterprise Development
• Chris Durkin, Social Sciences, Northampton Institute for Urban Affairs
![Page 18: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/18.jpg)
18
Reading material
• Ridley-Duff, R & Bull, M (2011) Understanding Social Enterprise: Theory and Practice. Sage. London
• Gunn, R & Durkin, C (2010) Social Entrepreneurship: a Skills Approach. Policy Press. Bristol
• http://unltdworld.com/hefce
![Page 19: Doing social enterprise at the University of Northampton](https://reader035.vdocuments.mx/reader035/viewer/2022062704/555d6857d8b42a0b778b4aa8/html5/thumbnails/19.jpg)
19
References
• Rittel, Horst, and Melvin Webber; "Dilemmas in a General Theory of Planning," pp. 155–169, Policy Sciences, Vol. 4, Elsevier Scientific Publishing Company, Inc., Amsterdam, 1973. [Reprinted in N. Cross (ed.), Developments in Design Methodology, J. Wiley & Sons, Chichester, 1984, pp. 135–144.],
• Conklin, Jeff; "Dialogue Mapping: Building Shared Understanding of Wicked Problems," Wiley; 1st edition, 18 November 2005
• Ackoff, Russell, "Systems, Messes, and Interactive Planning" Portions of Chapters I and 2 of Redesigning the Future. New York/London: Wiley, 1974
• Checkland, Peter B. and Scholes, J. Soft Systems Methodology in Action, John Wiley & Sons Ltd. 1990