jockey club make a difference school 2013 source book 03

1公民社會與社會創新

Civil Society and Social Innovation

2013 Source Book 3

社會創新Social Innovation 在Source Book 2，我們簡單介紹了公民社會、公民參與的概念和實例，亦鼓勵大家藉著了解自己的崗位、

能力和興趣，構思改變社會的行動，成為活躍公民。

要有效、持續地改善社會，除了抱持熱誠，還須採用適當方法，有系統地逐步實現目標。在這一冊，我

們將專注探討改變社會的其中一個方法──社會創新，並介紹多個本港和海外的社會創新項目，希望本

書能為各位有意試行社會項目的朋友，提供簡單清晰的參考，助你一步一步作出改變。

In Source Book 2, we have introduced concepts and examples about civil society as well as civic participation, encouraging everyone to formulate actions for social change as active citizens through identifying our roles, capabilities and interests.

Effective and sustainable social progress takes more than just passion. We have to work towards our goals step-by-step and systematically with the right approach. In this book, we will highlight one of the ways to improve society – social innovation – and introduce local and international projects. We hope this Book gives a clear and concise idea about social innovation for anyone ready to embark on social initiatives.

適用於新高中課程：

Suitable for NSS curriculum:通識教育

Liberal Studies其他學習經歷：與工作有關的經驗

Other Learning Experiences (OLE): Career-related Experiences

目錄 CONTENTS

公民社會與社會創新　越界思考，跨界合作

Civil Society and Social Innovation – Innovative thinking and cross-sector collaboration

各地創新實例　活用在地資源，解決社區問題

Social Innovation Around the World – Solving community problems with local resources

社會創新工具　一步一步，建立你的夢想計劃

Social Innovation Tools – Build your dream step by step

創新習作簿 Workbook

關鍵字Key Words

13

16

50

8

2

2

公民社會與社會創新Civil Society and Social Innovation

社會狀況變化多端，有很多問題往往不能單靠現行機制解決。與此同時，民間其實有很多閒置資源，未有在

現有機制下好好發揮作用。從二十世紀末到現在，社會企業、企業責任、三重底線、三界合作等概念的冒起，

顯示各界人士都在提倡一種更有社會意識、需要跨界合作和可持續的創新發展模式。提倡以小額貸款助窮

人自力脫貧的尤努斯教授在2006年獲諾貝爾和平獎，令全球更多人認識社會創新。

Society is ever-changing. Existing mechanisms alone fall short of solving most problems, while abundant community resources are still untapped. Coupled with the rise of notions like social enterprises, corporate social responsibility, triple bottom line and tri-sector collaboration in the mid-20th century, the world is embracing an innovative development model that is more socially conscious, collaborative and sustainable. When Professor Mohammed YUNUS won the Nobel Peace Prize for his work in promoting microcredit to lift the poor out of poverty, the term "social innovation" became more widely known around the world.

在2012年，臺北市政府與“都市酵母”設計事務所合作，舉辦“臺北市政府設計思考系列課程”。政府人員學習設計思考，從使用者的角度思考城市的問題。不同界別的人各有慣常的思考和處事方式，這樣的跨界交流有助消除思考盲點，擴展創新能力。圖片出處：都市酵母

In 2012, the Taipei government worked with City Yeast design house to organize the “Taipei Design Thinking Workshop”. Government officials learnt to think like designers and deliberated on urban problems from users’ points of view. While people from different sectors are accustomed to thinking and acting in particular ways, this kind of cross-sector exchange can help tackle blind spots in their thinking and expand innovative ability. Image source: City Yeast



在Source Book 2，我們看到不同界別的公民，如何結合自己的專長和

興趣，開展改變社會的行動。解決社會問題，並不只是政府的責任，

公民社會如果能創新地運用民間智慧和本身的資源，將會成為改善社

會的強大動力。

提到創新，你會否馬上聯想到智能手機、平板電腦等發明？其實創新的

領域很廣，不只科技上的突破。創新也不一定是全新發明，有時將既有

概念轉化，或者把不同元素結合，就可以做到很大的轉變。同樣地，解決

社會問題都可以採用創新的辦法。社會創新是指透過有別於主流的想像，

結合不同界別的力量，產生可持續而又能夠解決社會需要的辦法。

In Source Book 2, we have seen how citizens from all walks of life pool their strengths and interests to develop social action. Solving social problems is not just the government’s responsibility. If the civil society is able to make good use of local knowledge and existing resources, it will motivate significant social improvement.

Speaking of innovation, do you immediately think of inventions like smart phones or tablets? The scope of innovation in fact is very broad, including not only technological breakthroughs. Innovations are not necessarily novel inventions either. Transforming current ideas or integrating different elements already qualifies for a significant change. The same way goes for dealing with social problems. Social innovation refers to a sustainable approach to social problems driven by alternative imagination and concerted efforts from all sectors.

為甚麼要社會創新？

社會創新是用新思維解決社會問題、令社區變得更好，但這種創新實際上是怎樣進行？

如果我們想改善社會，可能馬上想到做義工、捐贈物資到非牟利機構，或者建議政府修訂法例、改善

福利和公共服務。有時候，某些改善社會的方法，停留於救濟形式，施與受的關係比較單向，運作模式

亦可能較欠缺彈性。

社會創新的重要元素，正是角色和界別的互換和模糊化。創新過程往往包含對弱勢角色的肯定和

信任，“強”與“弱”、“施”與“受”、“上”與“下”的既定觀念慢慢受到衝擊和逆轉1。例如本港有些社

企餐廳聘請長者或新移民婦女，讓他們發揮所長，肯定他們的能力。

社會問題有很多種，解決方式可能是推出一種新的服務模式、產品、合作方式、概念、製作過程等，因

情況而異。由於涉獵範疇廣，不同崗位的公民都可發揮專長和興趣。社會創新強調各界持份者的參與，

有些項目並得到商界協助、政府支持。社會創新促進政府、商界、公民社會的三方合作，共建社會資

本，改變人與社區的關係。

“社會創新是一些能夠比現有替代品更有效地

回應社會需要的新意念(產品、服務或模式)，

而這些創新意念能夠同時建立新的社會關係或

協作關係。換句話說，社會創新對社會有益，

並能提高社會的行動能力。”

“Social innovations are new ideas (products, service and models) that simultaneously meet social needs (more effectively than alternatives) and create new social relationships or collaborations. In other words they are innovations that are both good for society and enhance society’s capacity to act.”

來源 Source: Robin MURRAY, Julie CAULIER-GRICE, Geoff MULGAN. The Open Book of Social Innovation, 2010, 3.

1 黃英琦：〈讓年輕人帶動社會創新〉，《信報》，2010年10月27日，頁29。

4

WHY SOCIAL INNOVATION?

Social innovation solves social problems with new modes of thinking and makes communities better places. But how does it actually work?

When we think about ways to improve society, we may think of voluntary services, donation to non-profit organizations, or advising the government to amend the law, enhance social welfare and public services. Some of these approaches to social improvement, however, come in the form of relief aid, defining a unilateral give-and-take relationship. Their operations are also less adaptive to change.

What characterizes social innovation is the interchange and intermingling of roles and sectors. The creative process involves the acknowledgement and trust in the weaker side, destabilizing and subverting the preconceived binaries of “strong” and “weak”, “give” and “take”, as well as “top” and “bottom”1. For example, some social enterprises in Hong Kong specifically recruit elderly people or new immigrant women as workers. Such employment is a way to ensure that their talents be recognised, and enable them to contribute to the society.

Social problems take on various forms. Solving them may require new modes of services, products, collaborative models, concepts or production processes etc., to be fine-tuned circumstantially. The broad scope of social problems also invites citizens from all walks of life to exercise their strengths by their interests. Social innovation highlights the participation of stakeholders from multiple sectors, so some of its projects solicit support from businesses and the government. Tri-sector collaboration among the government, the business sector and the civil society generates social capital and improves relationships between individuals and their communities.

“所有創新都牽涉新意念的應用，或者以新形式應用舊意念，兩

者都可更好地回應社會需要。創新必定是一個累積、協作的過程，

在過程當中，我們會分享、測試、修訂、發展、應用各種意念。社會

創新採用同樣的思考模式，介入教育、醫療、平等、共融等各種社

會議題。”

“All innovation involves the application of new ideas – or the reapplication of old ideas in new ways – to devise better solutions to our needs. Innovation is invariably a cumula-tive, collaborative activity in which ideas are shared, tested, refined, developed and applied. Social innovation applies this thinking to social issues: education and health, issues of inequality and inclusion.”

來源 Source: Charles LEADBEATER. Social Enterprise and Social Innovation: Strategies for the Next Ten Years, Office of the Third Sector, Cabinet Office, 2007.

1 Ada WONG, “Let’s Have Young People Spearhead Social Innovation” Hong Kong Economic Journal, October 27, 2010, 29.



收集剩食，讓婦女發揮所長，創造可持續社區

在Source Book 2，我們介紹過香港婦女中心協會從2011年開始發起的《好「惜」食》食物捐贈及分享計劃。

深水埗區內有不少低收入、就業不足的婦女，亦有很多無力購買足夠食物的長者及低收入家庭。協會獲

食物分享基金支持，發起《好「惜」食》計劃，召集深水埗埗婦女加入義工行列，收集社區剩食轉贈有需要人

士。過程之中，婦女充份發揮主婦專長、巧用社區網絡，打破主婦的弱者定型。

Bringing out the best in women for a sustainable community

In Source Book 2, we have introduced the food donation and sharing programme, “Cherish Food”, started by the Hong Kong Federation of Women's Centres in 2011. In Sham Shui Po, there are many low-income,

underemployed women, and also senior citizens and low-income families who cannot afford adequate food. With the support from Food Share Fund, the organization initiated the Cherish Food programme, calling for women in Sham Shui Po to volunteer in collecting food waste in the community and distributing it to people in need. In this initiative, housewives find a niche and develop constructive social networks, breaking the stereotype of them as weak and domestic.

義工在處理剩菜（圖片來源：香港婦女中心協會）

Volunteers handling leftover vegetables (photo credit: Hong Kong Federation of Women's Centres)

討論 DISCUSSION 1. 這個計劃是為了回應甚麼社會議題？

2. 這個議題牽涉哪些持份者？他們的角色和關係是甚麼？

1. What social issues does this programme address?2. What stakeholders are involved in the issue? What are their roles and how do

they relate to one another?

好的社會創新

社會創新的範疇很廣，怎樣才算是好的社會創新呢？怎樣才可確保一個良好意念能夠發展成同樣出

色的項目？

GOOD SOCIAL INNOVATIONS

There can be a million forms of social innovation. How do we determine which model is good? How can we ensure a brilliant idea can be turned into an equally brilliant project in operation?

6

“好”的社會創新意念有以下元素2：

A “good” social innovation usually demonstrates the following2:

討論 DISCUSSION 1. 你能夠舉出本地或海外的社會創新例子嗎？這些項目的目標是甚麼？怎樣運作？

2. 社會創新之中，“三界合作”是其中一種方式（可參考書末“關鍵字”）。為甚麼政府、

商界、公民社會需要合作？這三個界別各有甚麼優勢和限制？

1. Can you give examples of social innovation in Hong Kong and other countries? What are the objectives of these projects? How are they run?

2. “Tri-sector collaboration” is one of the forms of social innovation (see “Glossary” at the end of this Book). Why is it necessary for the government, the business sector and the civil society to collaborate? What are their respective strengths and limitations?

2 Louise PULFORD, Changemakers’ Starter Kit, Hong Kong Institute of Contemporary Culture, 2013, 27.

能夠改善某種產品或服務的可持續性

It reshapes how a product or service can be sustainable

可持續發展 SUSTAINABILITY

比其他既有做法都更有效

It achieves radically better results than anything before

影響力 IMPACT

改變人們合作的慣性，讓他們一起用創意解難

It changes how people work together for creative problem solving

合作夥伴 PARTNERSHIP

由一個細小的念頭開始倍大

It takes a small idea and super-sizes it

規模 SCALE



陸人龍，李正儀主編，《社會創新:香港社企發展研究》，商務印書館，2010

陸人龍，李正儀，謝家駒主編，《我們可以改變世界續集:香港社企領袖及創業家文集》，雲起文化出版公司，2013

鄒崇銘，黃英琦，阮耀啟主編，《共享城市:從社會企業、公平貿易、良心消費到共享經濟》，印象文字，2014

James A. PHILLS, Kriss DEIGLMEIER, and Dale T. MILLER. "Rediscovering Social Innovation". Standford Social Innovation Review. Accessed September 18, 2014. http://www.ssireview.org/articles/entry/rediscovering_social_innovation

Social Innovation Exchange. “Social Innovation Exchange”. Accessed September 18, 2014. http://www.socialinnovationexchange.org.

延伸閱讀

FURTHER READINGS

城市K每天都交通擠塞，空氣質素越來越差。如果你是一個社會創新者，你會怎樣連繫

不同界別，解決問題？

沒有標準答案，請自由發揮創意！

City K is plagued by traffic congestion and deteriorating air quality. If you were a social innovator, how would you connect different sectors to solve the problems?There is no standard answer. Be creative!

練習

Exercise

道路容車量有限

LIMITED ROAD CAPACITY

交通擠塞

TRAFFIC CONGESTION

設計師 Designers

資訊科技人員 IT Professionals

運輸部門 Transport

Department

駕駛者

Drivers規劃師

Planners

8

社會創新實例Cases of Social Innovation

環保單車速遞ENVIRONMENTALLY-FRIENDLY BIKE MESSENGER SERVICE

關鍵詞 / 社企、減碳、環保、資源再分配、貧窮Key words / social enterprise, carbon reduction, environment, resource redistribution, poverty

2009年，一班熱愛踏單車的泰國青年人在曼谷開始了一盤別開生面的環保單車速遞生意。創辦人之一Nonlany UNGWIWATKUL本身從事業務發展工作，數年前她開始在泰國單車協會修理市民捐贈的單車，再送給貧窮兒童。不過，她發現需求遠遠大於捐贈量。怎辦呢？她看了一齣有關都市單車速遞員的日本電影《Messengers》，於是就開始思考開展綠色可持續企業的可能性。她與環保顧問Poom SIRAPRAPASIRI組成團隊，逐步構思詳盡的計劃。

BikeXenger就是這樣開始。公司名字由三個部分組成：Bike（單車）與Messenger（信差），X則代表Express（速遞），不論書籍、文件、單車配件或食物，只要是輕便的東西，他們都會速遞，顧客只要在Facebook專頁落訂，BikeXenger就會派出最近的速遞員在繁忙的曼谷鬧市穿梭送貨。BikeXenger讓喜歡騎單車的年輕人做喜愛的事，速遞服務的收入又可用來為窮苦兒童買單車，令更多人都可享受踏單車的樂趣。其實，電單車速遞既便宜又快捷，但很多人都因為BikeXenger對減碳和基層的貢獻而樂於採用他們的服務。一些公司更以採用BikeXenger送貨建立品牌形象。

In 2009, a group of young bike lovers in Bangkok, Thailand started a creative business to offer messenger services by bikes. The co-founder Nonlany UNGWIWATKUL used to work in business development. Years ago, she worked for the Thai Cycling Association to repair bikes donated by citizens and give them to impoverished children, but she later found donations lagged far behind demands. Inspired by a Japanese film Messenger about urban bike couriers, she began to explore setting up an eco-friendly, sustainable enterprise. She teamed up with green consultant Poom SIRAPRAPASIRI to lay out detailed proposals.

This was how BikeXenger started. The company name is made up of Bike and Messenger, while X represents Express. Anything light and easy to carry can be delivered, ranging from books, documents, bike accessories to food. Users can simply place an order on the company’s Facebook page, then BikeXenger will assign the nearest courier to do the job by crisscrossing “sois”, i.e. the small side streets of Bangkok as shortcuts. BikeXenger encourages young bike lovers to do what they like. Income from messenger services is also re-invested in buying bikes for underprivileged children, so that more people are able to share the fun of biking. Express delivery by motorbikes is as such cost-effective and efficient, but it is the contribution to low-carbon living and poverty that draws most people to BikeXenger. Some corporations even hire BikeXenger to build their brand images.

BikeXenge. "BikeXenger Facebook Page". Accessed September 18, 2015. http://www.facebook.com/BikeXenger

延伸閱讀

FURTHER READINGS

案例一 CASE 1

BikeXenger泰國 THAILAND

9社會創新案例

Cases of Social Innovation

以剩食連繫社區CONNECTING COMMUNITIES WITH FOOD WASTE

關鍵詞 / 剩食、貧窮、不平等、資源再分配、分享、社區營造Key words / food waste, poverty, inequality, resource redistribution, sharing, community building

張凌翰Kelvin曾在倫敦生活和工作，發現這個城市有很多人每日捱餓。同時，超級市場卻每天丟棄驚人份量的食材。怎樣可以挽救這些資源，幫助社區？在2009年，Kelvin創立慈善組織FoodCycle，義工團隊向超級市場收集丟棄的食物，借用社區廚房烹煮，讓街坊以低價甚至免費享用食物。在計劃開展初期，跟超級市場合作很困難，但義工很努力讓超市看到項目的價值。超級市場把剩食留過夜，讓義工在第二天早上來收集。項目吸引到英國各地的義工，服務至今已擴展到英國多個城市。

Kelvin發現，很多人都不是因為飢餓而來取餐的，不少獨居老人其實主要想有人陪伴。有些人一星期中甚至有六天都不曾離家，中心為他們提供了一個交流的機會。FoodCycle不只將資源重新調配，更是一個營造社區的體驗─新舊義工一同煮飯用餐，無家者、獨居老人、貧窮人士除可得到有營養的食物，更可認識新朋友，建立人與人之間的聯繫。

Kelvin Cheung lived and worked in London. He was aware that many people were starving every day, yet astonishing amounts of food were dumped by supermarkets. How could these resources be utilized more efficiently to help communities? In 2009, Kelvin established a charitable organization FoodCycle, whereby volunteers collect surplus food from supermarkets and send it to spare cooking spaces in communities to be given second lives. Neighbours are invited to feast afterwards at a low price or for free. At first soliciting support from supermarkets was difficult, but with unwavering effort volunteers finally persuaded them of the project’s social value. Supermarkets keep food waste overnight for volunteers to collect the next morning. FoodCycle has gained wide support and by far expanded to other cities in the UK beyond London.

Kelvin remarks that a lot of people don’t come for food. Among them are senior citizens who live alone and yearn for company, some even never leave their homes for six days a week, so the centre provides room for them to mingle. Not only does FoodCycle redistribute resources, but it also facilitates community building, in which new and veteran volunteers cook together, and marginalized groups like the homeless, the lone elderly and the poor enjoy nutritious food. Enabled by this project are new friendships and solid interpersonal relationships as well.

FoodCycle. “FoodCycle Homepage”. Accessed September 18, 2015. http://foodcycle.org.uk延伸閱讀

FURTHER READINGS

案例二 CASE 2

FoodCycle英國 UNITED KINGDOM

圖片來源Photo credit: FoodCycle

10

社交餐飲平台SOCIAL DINING PLATFORM

關鍵詞 / 社交媒體、分享、社區營造Key words / social media, sharing, community building

南韓政府和民間近年推動社會創新和合作消費運動（請見“關鍵字”章節），Zipbob這個社交餐飲平台應運而生。一班朋友聚餐聊天並不是甚麼新鮮事，但你可有想過，可以與志同道合但不相識的人一齊進餐交流？南韓青年Lynn

PARK不愛獨自用餐，於是創立單身者聚餐平台─Zipbob網站，廣受歡迎。Zipbob的韓文意思是“家常便飯”，這個平台不單鼓勵大家分享食物，同時希望更多人通過食物認識朋友和建立社區網絡。任何人都可成為聚會的發起人，在網站發帖，如果至少有七人報名，這次聚會就能成事。會員可以提議一起在家做飯，或者到餐廳聚餐。會員發文後，Zipbob會協助聯繫餐廳，藉由與餐廳簽約抽佣獲利。在友善的氣氛和良好的進餐環境下，參加者可自由交換對不同議題的意見和資訊。社交餐飲也流行於美國和歐洲，但Lynn發現不同地區的人有不同的習慣，例如美國人喜歡以此作業務上的交際、歐洲人喜歡討論旅遊、韓國人則偏好議論時事和進行約會。可見構思社會創新項目時，必須考慮文化因素！

As the government and civil society in South Korea are propelling a movement towards social innovation and collaborative consumption (please refer to the “Key Words” chapter) in recent years, Zipbob, a culinary social platform emerged. We often gather with friends over meals, but have you imagined dining out with foodies out there whom you don’t know? Korean youth Lynn PARK doesn’t like to eat alone, so she founded the solo foodies’ platform Zipbob which immediately won wide appeal. Zipbob in Korean means “homey food”. The platform encourages people to share food, and more importantly, make friends and develop social networks through food. Anyone can post on the website to initiate a meet-up. If seven or more people are interested to join, the gathering is preliminarily settled. Members can then suggest cooking together in one’s home or dining out in a restaurant. After a decision is posted online, Zipbob coordinates and signs a contract with the restaurant to earn a commission. In the gathering, participants can engage in exchanges on a range of issues over the table. Social dining is getting popular in the United States as well as Europe, but Lynn is conscious of regional customs. Americans usually arrange business meetings through social dining, whereas Europeans love to share travel experiences, and Koreans like to discuss current affairs over meals. When designing a social innovation project, the cultural factor also matters!

Zipbob. “Zipbob Homepage”. Accessed September 18, 2015. http://www.zipbob.net

YouTube. “ONE TOUR - Lynn PARK, Founder of Zipbob (South Korea)”. Accessed September 18, 2015. https://www.YouTube.com/watch?v=gg6rcWeYoEg

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案例三 CASE 3

Zipbob南韓 SOUTH KOREA

圖片來源Photo credit: Zipbob

11社會創新案例

Cases of Social Innovation

社區藝術工場COMMUNITY ART STUDIO

關鍵詞 / 藝術、分享、社區營造、教育、充權Key words / art, sharing, community building, education, empowerment

阮美寶和翁志健分別是藝術工作者和設計師，他們認為創作不只是閉門造車，而是與社會交流的過程。怎樣可以運用自己的創作專長，讓社會上更多朋友都可以體驗美感教育，開啟生活的可能性？美寶住在屯門，想到在租金便宜的屯門工廈設立“創藝同行”社區藝術工場。任何人只要對藝術有興趣，都可以到工場學習藝術。美寶和阿健不只教授藝術技巧，更著重怎樣按照不同人的本性，鼓勵人自主學習。他們在旁給予意見，做藝術創作上的“同行者”，讓學員自行發現自己的能力。

除了收費的藝術課，他們也提供免費的課程予街坊，包括以父親為對象的模型班、主婦為對象的繪畫班等，讓人在專注創作的過程中，發現自己。在屯門以外，創藝同行也曾與公眾一起共同創作寄語西九文化區發展的舞龍、為天水圍天秀墟檔主提供免費維修服務等，未來更計劃教導住在“蝸居”的青少年自行設計居室，改善生活環境。

Meipo YUEN is an art practitioner and YUNG Chi-kin is a designer. They believe that artistic creations should not only be solitary practices in studios, but an interaction with society. What can they do with their expertise to promote aesthetic education in society and help people unlock new possibilities of living? Meipo lives in Tuen Mun, and came up with the idea of starting artwalker’s community art workshop in a low-rent industrial building in Tuen Mun. Anyone interested in art can learn to create in the workshop, where Meipo and Kin teach artistic techniques. The founders advocate autonomous learning, adjusting their approaches for different students. By offering feedback as students’ “companions” in artistic creation, Meipo and Kin enable students to discover and appreciate their own strengths.

Apart from paid art classes, the duo also provides courses for neighbours free of charge, such as model-making classes targeted at fathers and painting classes for housewives. These courses train participants’ concentration in artistic creation and enhance their self-understanding. artwalker has stepped out of Tuen Mun in a number of projects, for instance co-creating with the public a dragon dance artwork, which carried aspirations for the West Kowloon Cultural District, and providing free repair services for tenants at Tin Sau Bazaar in Tin Shui Wai. artwalker also plans to guide youths confined in small flats to design their own homes and improve their living environments.

artwalker. “artwalker Facebook Page”. Accessed September 18, 2015. https://www.facebook.com/artwalker.hongkong

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案例四 CASE 4

創藝同行 artwalker香港 HONG KONG

圖片來源：創藝同行Photo credit: artwalker

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在社區散播綠色種子SOWING SEEDS OF FARMING IN THE COMMUNITY

關鍵詞 / 種植、農耕、食物、環境、分享、社區營造、教育、貧窮Key words / planting, farming, food, environment, sharing, community building, education, poverty

有機耕種是可持續生活的重要一環，但是有機蔬菜是否一定很昂貴，低收入家庭永遠無法享用？另外，在高樓林立的香港，一般人有機會自行種植蔬菜嗎？

三位熱愛種植和分享的都市農夫──永起、Rowena和Kevin，一起成立了家庭菜園。菜園以售賣自製農產品來維持日常營運；在營運以外，他們推出社區分享計劃，到不同社區教學生和市民用舊卡板、舊橫額、紅酒箱等廢棄物料設立農圃，甚至用膠樽、報紙等物料做成種植器，在校園和家中進行有機耕作。種成的蔬菜，會由基層街坊和學生合力烹調，一起分享健康食物、一起認識生命與自然的關係。

Organic farming is an indispensable part of sustainable living, but are organic vegetables always pricey and unaffordable to low-income families? Can average citizens practise organic farming in a city full of skyscrapers like Hong Kong?

Three passionate urban farmers, Wing-hei, Rowena and Kevin, founded Good Family Farm to promote organic farming especially to low-income communities. The Farm sells self-grown farm produce to raise funds for daily operation, and launches community programmes to educate students and neighbours to try organic farming at schools and at homes. Among others, the Farm shares experiences of setting up gardens with waste materials like old pallets, banners and wine cartons, as well as making planters with plastic bottles and newspaper. After the harvest, grassroot neighbours and students prepare healthy dishes with the organic vegetables, and learn to appreciate the connection between life and nature.

Good Family Farm. “Good Family Farm Facebook Page”. Accessed September 18, 2015. https://www.facebook.com/GoodFamilyFarm

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案例五 CASE 5

好家庭菜園 Good Family Farm香港 HONG KONG

以上的創新案例，各有不同目標、對象和運作方式，但同樣源自對社會的關懷，並且有效結合創新思維和社會資源（例如剩食、閒置的社區廚房、網絡，甚至人的閒暇和知識）。

Although each of the above social innovation cases has different aims, target users and modes of operation, they all stem from an unwavering compassion for society, and effectively tie innovative thinking to social resources (such as food waste, idle community kitchens, the internet and even people’s pastimes and knowledge).

圖片來源：好家庭菜園Photo credit: Good Family Farm

13社會創新工具

Social Innovation Tools

社會創新工具Social Innovation Tools

創新可以由天馬行空開始，但要將精彩的意念化成可行的社會項目（social project），就要定下清晰的目標

和計劃。構思社會項目時，我們可借助社會創新工具，有系統地釐定目標，並將計劃付諸實行。

國際創新組織The Young Foundation開發了一個螺旋形社會創新框架，以七個階段理解社會創新過程。

從如何形成一個想法開始，逐步推演至系統性的變化（systemic change）：

“這些階段未必是連續的（有某些創新項目中，一開始便跳到“實踐”甚至“擴充”的階段），而每個階段之間不停有反饋、回應。這些階段也可能會重疊，而每一階段都有不同的性質，牽涉不同的技巧。這個框架讓創新者知道自己需要怎樣的支持，亦為創新項目提供方向。”－Robin MURRAY, Julie CAULIER-GRICE, Geoff MULGAN. The Open Book of Social Innovation, 2010

You can let your innovative ideas run wild and free, but it takes clear goals and planning to develop brilliant ideas into feasible social projects. We can turn to social innovation tools to help us formulate objectives and implement the project systematically.

The Young Foundation, an international innovation organization, developed a spiral model for social innovation. It proposes that social innovation can be understood in seven stages, evolving from an idea to systemic change:

“These stages are not always sequential (some innovations jump straight into “practice” or even “scaling”), and there are feedback loops between them. They can also be thought of as overlapping spaces, with distinct cultures and skills. They provide a useful framework for thinking about the different kinds of support that innovators and innovations need in order to grow.”— Robin MURRAY, Julie CAULIER-GRICE, Geoff MULGAN. The Open Book of Social Innovation, 2010

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定立／設立問題、了解問題並找出根源。同時留意機會，例如潛在的合

作可能、資源

Ask the right questions. Research on, understand and define the problem. Identify the causes of the problem and look for opportunities, such as potential partners and resources

就著對問題的理解，拋出創新點子，但不必太執著於馬上想到完美構思

Based on the understanding of the problem, generate numerous ideas. There is no need to get the perfect idea at this stage

快速製作雛型，與用家一同設計，探討不同雛型的可行性。進行測試、

改進和完善想法

Rapid prototyping and co-design with potential users. Explore viability of different prototypes, test, improve and refine the idea

尋找機會、了解問題

OPPORTUNITIES & CHALLENGES

構思點子 GENERATING IDEAS

發展及試驗

DEVELOPING & TESTING

系統性變革

Changing Systems

擴充Growing & Scaling

尋找機遇、了解問題Opportunities & Challenges

12

3

45

6

7構思點子Generating Ideas

發展及試驗Developing & Testing

提出充分理據Making the Case

付諸實行Delivering &

Implementing

螺旋形社會創新框架──社會創新的7個步驟THE SPIRAL MODEL – THE 7 STAGES OF SOCIAL INNOVATION

1

2

3



提出充分理據

MAKING THE CASE

付諸實行

DELIVERING & IMPLEMENTING

本書的第二部份(p.16-48) 是一本創新習作簿，帶你經歷螺旋形社會創新框架的第1至第3階段，

從定義問題到製作雛型，逐步嘗試社會創新的創意歷程。你亦可參考英國創新機構Nesta的DIY toolkit，了解其他創新工具和真實應用案例。

The second part of this Source Book is a workbook (P. 16-48) that takes you step by step through the stages 1 to 3 of the social innovation sprial from problem definition to prototyping. You may also refer to the DIY toolkit developed by Nesta, an innovation charity from the UK, for more innovation tools and real cases of their applications.

亞歷山大．奧斯瓦爾德，《獲利世代：自己動手，畫出你的商業模式》，早安財經，2012

The Young Foundation. “The Young Foundation”. Accessed September 18, 2014. http://youngfoundation.org

Nesta. “Development Impact and You toolkit”. Accessed October 1 2015. http://diytoolkit.org

Robin MURRAY, Julie Caulier-GRICE and Geoff MULGAN. The Open Book of Social Innovation. London: The Young Foundation, 2010. Accessed September 18,2014.http://www.nesta.org.uk/sites/default/files/the_open_book_of_social_innovation.pdf

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評估項目效果，收集用家意見，分析項目比起類似項目有何優勝之處

Collect user feedback. Evaluate the project and measure its impact. Analyze how the project will work better than existing solutions

尋找適當的人手、技術、資源或其他方面的支持，發展實際營運模式，

落實項目的運作

Gather people, skills, resources or other forms of support the project needs. Plan and manage the implementation of the project

擴大項目的影響，例如擴充項目團隊、與其他團體合作、把握環境趨勢

以及推廣項目等等

Spread the innovation through strategies such as organization growth, collaboration with other organizations and mobilizing market demand

系統性變革是社會創新的最終目標。要達成這個目標，需要社會多項條

件配合，例如社會運動、商業模式、法例、基建、新的思考和處事模式

等，往往有賴官、民、商三方一起持續推動。

Systemic Change is the ultimate goal of social innovation. It involves the interaction of many elements, such as social movements, business models, infrastructures, new ways of thinking and doing. It also requires the public sector, private sector and the civil society to collaborate over a long period of time.

系統性變革 CHANGING SYSTEMS

擴充

GROWING & SCALING

5

4

6

7

16Workbook引言Introduction看過世界各地的社會創新例子後，有沒有想過你也可以策劃自己的社會創新項目？

出色的社會創新項目能夠挑戰常規、改變既有想法和行為習慣，但創新項目不論

有多宏大，往往源自一些簡單的觀察。舉個例，社區內有任何事物你希望改變嗎？

有沒有未被充分利用的資源？

找到要著手處理的問題後，就可以開始構思方案。社會創新講求「三大基本原則」，

要平衡社會(People)、環境(Planet)、盈利(Profit) 三方面的效益，好的方案能夠改

善大眾生活，同時照顧到經濟及環境需要。

After having read so many interesting cases from around the world, let’s get hands on with social innovation. While good examples of social innovation often challenge conventions, alter perceptions and change behaviours, social innovation is not as difficult as you might think because it all starts with a small observation -– Is there anything in your community that you would like to see changed? Have you observed any vacant resources that can be put into better use?

After identifying an issue, it is about coming up with an idea that works for the public good without comprising on profits or putting environment at risk. Social innovation aims to achieve ‘the triple bottom line’ by considering its impact on people, planet and profit.

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Workbook

1

3

5

2

4

6這6個小步驟，助你有系統地經歷螺旋形社會創新框架（第14頁）的第1至第3階段——尋找機遇、構思點子到初步的

發展和試驗。在實行創新大計之前，理清關注的議題、找出正確的起點，才可在日後發展出最適合的方案。這些步驟

能幫助你層層推進方案，但它們不一定需要按這個次序發生。比方說，你在下一個階段收集到的意見，往往可以幫助

你改善上一個階段的想法。

正式開始前，請組成2－6人的小組，如有需要，可邀請1位老師作指導。老師會帶領活動，幫忙解答疑問，並協助你連

繫合適的人和地方。每個階段需時大約30－45分鐘，整個流程可在3－4星期內完成。準備好的話，現在就開始！

This 6-small-step methodology is a systematic way for you to go through stages 1 to 3 of the social innovation spiral on P.14 (identifying opportunities and challenges, idea generation and the early stage of developing and testing). These early stages are very important as it takes time to really understand social issues and ask the right question, let alone creating new solutions. Although these small steps may appear in an order, they are not always sequential. We can always improve the outcome of a particular step based on the feedback received in the next step.

To get started, form a group of 2 - 6 members and if needed, a teacher as a guide. The teacher should help conduct the activities, clarify doubts and point to right people and places. Each step needs around 30 - 45 minutes of your time and the whole project can be done over a period of 3 - 4 weeks. So, get set, go!

我們訂立了6個小步驟，幫助你逐步構思社會創新方案：To help you create solutions for social innovation, we have identified 6 small steps to take you through the process:

開展INITIATE

梳理 FRAME

製作 MAKE

感知 SENSE

構思 IMAGINE

分享 SHARE

找出想要解決的問題，了解它對大眾和周邊環境的潛在影響

Identify the issue and its potential effect on people and their surroundings

找出問題成因，釐清方向

Find possible causes of the issue to have a clear focus

建立實體模型，示範解決方案

Develop a mock-up to demonstrate the solution

接觸受影響的人，深入了解問題

Understand the issue better by understanding the people affected by it

構思創新方案，解決問題

Create innovative solutions to deal with the issue

分享你的故事、發佈方案，爭取關注和支持

Tell your story and present the solution to create awareness and support

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第1步: 開展Step 1: Initiate1.1 確定議題 TAKE UP A CAUSE

活動 ACTIVITIES

1.1.1 你希望解決甚麼問題？

WHAT ISSUE WOULD YOU LIKE TO WORK ON?

試想想，自己、朋友或者家人，有沒有在學校、家中或任何地方遇上難題？有沒有哪些

難題你希望出一分力解決？你渴望改變某種狀況嗎？為甚麼？你的社區正面對甚麼挑

戰？你喜歡你的課室嗎？試把這些正在影響你或身邊人的問題寫下，例如：

a. 年輕人甚少和長者溝通

b. 小孩不喜歡在區內公園玩樂

c. 家庭很少把廢物分類

Think of the issues “you”, “your friends” or “your family” have to deal with at school, home or otherwise. Is there any issue you would really like to work on? Do you want to change anything? Why? Does your neighbourhood face any challenges? Do you like your classroom? Write down all such problems that affect you or

開展INITIATE

梳理 FRAME

製作 MAKE

感知 SENSE

構思 IMAGINE

分享 SHARE

參加者：2－6位組員、1位導師所需物品：筆記本、筆、便利貼、大張的紙時間：45分鐘

活動簡介每個人或多或少總會面對某些難題，但大部份時候我們會選擇視若無睹，或者等待別人出手解決，覺得自己沒有責任或者能力處理難題。社會創新就是關乎自己動手解決當前挑戰，為大眾創不同。就讓我們找個議題，嘗試帶動改變！

Roles: 2 - 6 team members and 1 guide Materials Needed: Notebook, pen, sticky notes and big sheets of paper Duration: 45 minutes

Activity DescriptionWe all face some or the other issue. However, most of the time we do not care or wait for someone else to fix it. We think it is not our job or we cannot do it. What if we can solve the problems by ourselves to make a positive change to our society? This is what social innovation is really about, to make a difference for greater good. Let’s find an issue to try it out!

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Workbook

someone you know. For example, some of the problems can be:

a. Teens rarely communicate with the elderlyb. Kids do not enjoy playing at local parksc. Families do not recycle their waste

1.1.2 你應著手解決哪個議題？

WHICH IS THE ISSUE YOU SHOULD WORK ON?

請跟組員圍圈討論大家提出的議題，分析它們的共通點與不同之處，然後選定一個議題。哪一個比較有趣？為甚麼？哪

一個針對真實存在的問題？你可以想像自己為該問題出一分力嗎？為甚麼？假如討論未能達成共識，可以邀請全組人

投票，最多票的項目獲選。比如說，你的小組決定選定這個議題：

「小孩不喜歡在區內公園玩樂」

選定議題後，就要訂立目標。你們可以嘗試逆向思考：假如這個問題根本不存在的話，會是甚麼境況？例如，孩子其

實很喜歡到區內公園玩耍，即是說公園有趣、好玩。但因為實況並非如此，所以你可以將它訂為目標：

「讓區內公園變得更好玩、更有趣，使孩子喜歡來玩。」

Sit in a circle and discuss with your team members the issues you have written down, their similarities and differences and decide on one issue your team will work on. Which issue sounds interesting? Why? Which issue addresses the real problem? Can you see yourself working on that problem? Why? In case of confusion or conflict, team members can vote and the issue with most votes can be selected. For example, your team has decided to work on this issue:

“Kids don’t enjoy outdoor activities at local park.”

Once decided, set the goals you will like to achieve. To set the goals, you can think - what if the problem is not there at all? For instance, let’s say kids enjoy playing at the park. That means, playing at the parks is fun and kids like to visit them. However, since that is not the case, it can become the goal:

“To make the local park more fun and enjoyable so that kids like to visit them.”

1.1.3 你對該議題有甚麼認識？

WHAT DO YOU KNOW ABOUT THE ISSUE?

訂立目標後，一切蓄勢待發。不過，先問問自己：

• 你對該議題有甚麼認識？

• 有甚麼人正受該問題影響？

• 你估計有甚麼人可以協助你？他們能提供甚麼幫助？

• 有沒有組織有興趣，甚至已經著手改善類似問題？他們正在做甚麼？

• 你還需要知道甚麼？

20

列出你可能需要的所有人脈連繫、資訊類別和訊息來源。分析和討論每一項資源和人脈連繫，可以如何幫助或啟發你

解決問題。

例如，要讓小孩喜歡在區內公園玩樂：

• 我們可能需要了解區內兒童、父母及其他居民對公園的意見、顧慮和期望

• 我們可能需要聯絡關注兒童和戶外空間的團體

• 我們可能需要參考現存例子和解決方案，尋找靈感

Once you have the goals, you are all set to go further, but before that, ask yourself:

• What do you already know about the issue? • Who are the people affected by it? • Do you know anyone who can help you? How can they help? • Is there any organization interested in or working on similar issues? What are they doing?• What else do you need to know?

Make a list of all the people, type of information and sources of information you might need. Think and discuss how each resource or person can inspire or help in dealing with your challenge. For example, to help kids enjoy outdoor activities at local park: • We might need to understand what kids, their parents and other people in the neighbourhood think about

local parks, their concerns and expectations.• We might need to talk to organizations that work for kids or outdoor spaces• We might want to find out the existing cases or solutions to inspire us

在這個階段，不用太擔心所選議題的大小和性質是否恰當。議題可以小至「讓課室變得有趣」，

大至「為老人家營造更好的生活環境」。細心比較你想到的議題，再從中選定一個。如果你暫時

未有非常明確的目標，也不用擔心，因為你可能會在往後的步驟中逐步調整目標。在過程中，請隨

時利用文字和圖像，記錄你的進展。

Do not worry much about the nature of issue at this stage. No issue is too big or too small; it can be as small as “making your classroom more fun” to as big as “creating better living conditions for the elderly”. Consider them all before deciding on one. It is fine if you are not completely sure of the goals as they may change later. Always record your progress as notes and sketches.

3個簡單步驟，製作持份者地圖Leadership Thoughts. "How to make a stakeholder map in 3 easy steps". Accessed November 19, 2014. http://www.leadershipthoughts.com/how-to-make-a-stakeholder-map/

資源

Resources

小貼士 Tips

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Workbook

目標Goal 1 目標

Goal 2 目標Goal 3

Worksheet

1.1.1 你希望解決甚麼問題？

WHAT ISSUE WOULD YOU LIKE TO WORK ON?

我們討論了以下的議題：

We discussed the following major issues:

1.1.2 你應著手解決哪個議題？

WHICH IS THE ISSUE YOU SHOULD WORK ON?

1. ____________________________________________________________________________________________________________________

2. ___________________________________________________________________________________________________________________

3. ___________________________________________________________________________________________________________________

4. ___________________________________________________________________________________________________________________

5. ___________________________________________________________________________________________________________________

6. ___________________________________________________________________________________________________________________

7. ___________________________________________________________________________________________________________________

8. ___________________________________________________________________________________________________________________

我們認為這是一個重要的議題，因為：

We think this issue is important because:

_______________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________

所選議題Issue selected

並訂立了以下目標And set the following goals

22

1.1.3 你對該議題有甚麼認識？

WHAT DO YOU KNOW ABOUT THE ISSUE?

受這個議題影響的人包括：

The issue affects the following people:

我們需要下列資訊幫助我們進一步了解議題：

We need the following information to help us understand the issue better:

因為 Because

2

它可幫助我們 It can help us to

5

e.g.中學學生

Secondary School Students

因為 Because

1

因為 Because

3


1e.g.議題如何影響人How the issue exactly affects people


3e.g.他們在哪兒尋找解決方法Where they look for solutions


4


2e.g.人們如何回應這個議題

What people do to deal with it


6

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以下的人/團體可以幫助我們：

People / organizations that can help us:

因為 Because

1e.g.學者、專家、街坊

Scholars, experts, communities

因為 Because

2

因為 Because

4

因為 Because

3

因為 Because

6

因為 Because

5

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第2步: 感知Step 2: Sense

參加者：2－6位組員所需物品：筆記本、筆、相機／手提電話時間：30分鐘

活動簡介正確地掌握問題是一大挑戰。舉個例，我們可能以為孩子不喜歡戶外活動，而事實上卻可能是因為社區中沒有合適的遊樂空間或設施。細心觀察、了解實際情況，能夠幫助我們揭示潛在問題，甚至找出解決問題的良方。

Roles: 2 - 6 team members Materials Needed: Notebook, pen, camera / mobile phone Duration: 30 minutes

Activity DescriptionUnderstanding the issue correctly is always a challenge. For instance, we might think kids don’t like to play outdoors, but it is possible that there might not be enough suitable outdoor spaces for them to play. Observing the situation as it exists can uncover hidden issues as well as possible solutions.

2.1 細心觀察 LOOK AROUND

活動 ACTIVITIES

2.1.1 在甚麼時間、甚麼場合觀察誰？

WHERE AND WHEN CAN YOU OBSERVE WHO?

你可以參考上一項活動1.1.3中羅列的清單：有甚麼人可能幫得上忙？有甚麼資料需要收

集？細心思考和討論，你們要觀察的對象是誰？他們會進行甚麼活動？在哪裡可以找到

他們？請訂好你們需要觀察的對象、活動、地點和時間，例如：

「在下午時分，觀察年輕人於區內公園進行的戶外活動。」

Make use of the notes from the previous activity 1.1.3 such as, the people who might be of help and the list of information you need to collect. Discuss, who are the people you will observe? What kind of activities could they be doing and where can you find them? You should choose the people, activity, location and time. For example:

“Observe youngsters spending afternoon outdoors in a neighbourhood park.”

開展INITIATE

梳理 FRAME

製作 MAKE

感知 SENSE

構思 IMAGINE

分享 SHARE

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Workbook

2.1.2 你能從中獲得甚麼資料？

WHAT CAN YOU LEARN FROM IT?

透過觀察他們的活動，你可以獲得到甚麼資料？你希望了解人們如何進行某些活動嗎？還是他們的

交流方式？抑或他們如何前往一個地方？此外，你亦需要好好計劃怎樣記錄你的觀察，例如拍照、

畫畫、錄像等等。

Consider what you can expect to learn by observing people. Do you want to see how people perform certain activity? Or communicate with each other? Or find their way on the streets? Also plan how you can record your observations, like taking photographs, sketches, videos or something else.

2.1.3 觀察方法？

HOW TO OBSERVE?

你們可以分成二人一組的小隊，到不同的地方進行觀察。抵達目的地後，找一個適當的觀察位置，盡量

減低你對觀察目標的干擾。觀察時應盡量注意細節：現場有甚麼人？他們在做甚麼？他們的流動和溝通

方式是怎樣的？他們如何進行某活動？請盡可能做詳細的記錄，如寫筆記、拍照、畫圖等，細緻地描繪

你的視覺、聽覺、觸覺、嗅覺和味覺觀察。

You can divide yourself into groups of two to cover different locations. Once you are at the location, find a suitable spot so that you can observe without much disturbance. Focus on details like – Who are there? What are they doing? How do people move and communicate? How do they carry out certain activities? Take lots of notes, click photos and draw sketches of what you see, hear, feel, smell and taste.

用開放的心觀察，避免被既有想法和偏見左右。如果情況合適，你也可以直接參與活

動，親身體驗箇中感受。比如說，你要觀察別人焗曲奇，自己也可以焗一焗曲奇親身體

驗一下。如果你打算親身參與活動，請禮貌地向他人提出請求，並感謝對方付出的時間

和指導。

Watch with fresh eyes without any bias. Depending on the situation, you can also get involved in the activity to experience it yourself. For example, if you are trying to observe how someone bakes a cookie, you can try baking a cookie by yourself. In that case, politely seek people’s permission and thank them for their time.

店舖觀察例子YouTube. "Observational examples". Accessed November 19, 2014. https://www.YouTube.com/watch?v=xSsszDVuGcs

資源

Resources

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Worksheet

2.2.1 – 2.2.3

時間地點 WHERE & WHEN

地點 Location:

日期 Date:

時間 Time:

人物 WHO

觀察對象 Person observed:

年齡 Age:

性別 Gender:

觀察原因 Reason for observation:

有甚麼發現？

KEY FINDINGS:

人物 PEOPLEe.g. 外貌？溝通方式？Appearance, interactions

環境 ENVIRONMENTe.g. 怎樣的空間？怎樣的氣氛？Space and mood

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活動 ACTIVITIESe.g. 在特定情況下的行為及表現？Actions and behaviours in particular situation

物件 OBJECTSe.g. 所使用的特別物件？Use of specific objects

喜好 LIKESe.g. 個人喜好？Personal preferences

嫌惡 DISLIKESe.g. 困擾、擔憂的事？Frustrations or particular concerns

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參加者：2－6位組員、5－7位受訪者所需物品：筆記本、筆、錄音機／錄音用的手提電話（非必要）時間：30分鐘

活動簡介對話能夠幫助我們獲得新觀點。跟真正受問題影響的人對話，更有助我們了解問題的實際影響，掌握應付方法。你可以聆聽受訪者的故事，了解他們的想法、感受、動機和需要。不過，你給受訪者的問題也往往決定了你能獲得怎樣的答案。以下的活動能幫助你預備訪問。

Roles: 2 - 6 team members , 5 - 7 Interviewees Materials Needed: Notebook, pen, voice recorder / phone to record voice (optional) Duration: 30 minutes

Activity DescriptionHaving a light conversation always helps. Talking to the real people affected by the issue can help you understand how exactly it affects them and how you can deal with it. You can listen to their stories, understand their thoughts, feelings, motivations and needs. However, the kind of answers you get depends on the kind of questions you ask. The following activities can help you plan for the interviews.

2.2 打開話匣子 LET'S TALK

活動 ACTIVITIES

2.2.1 應該問甚麼問題？為甚麼？

WHAT QUESTIONS SHOULD YOU ASK AND WHY?

與組員商討你們希望訪問誰，並解釋原因。你期望從中對受訪者或要處理的問題增添甚

麼理解？你希望透過訪問更了解他們的活動嗎？你會問他們甚麼問題？預備問題時，應

盡量避免簡單的是非題，你的問題應引導受訪者給予詳盡答覆。我們建議你準備8－15條問題，編排成訪問大綱，以協助你進行訪問。

Discuss among yourselves, whom would you like to talk to and why. What can you learn about them and their issue? What do you want to know about their activities? What kind of questions can you ask? Make sure that the questions you ask require them to answer in detail and not just "Yes" or "No". Prepare 8 - 15 different questions and organize them as an interview guide to help you with the conversation.

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Workbook

2.2.2 如何準備訪問？

HOW SHOULD YOU PREPARE FOR THE TALK?

過於直接的問題會讓受訪者感到壓力。如果可以的話，儘量將題目融入到日常對話當中，並鼓勵受訪者

分享他們的故事。你也可以邀請他們做一些簡單的小任務，或者利用圖片、物件或剪報等輔助對話，刺

激他們思考，鼓勵受訪者說出想法。

Asking direct questions may make people uncomfortable. Instead, make it like a conversation and encourage them to tell their stories. Ask them to do certain activities for you. See if you can use some images, objects, news reports etc. to make them think and tell.

2.2.3 怎樣做到好的訪問？

HOW CAN YOU DO IT SUCCESSFULLY?

請以兩人一組進行訪問，每次最多與兩位受訪者同時對話。對話時，記緊保持視線交流，耐心聆聽對方

發言。另一個要訣是盡量不要打斷受訪者說話，並給予他們足夠的思考時間。當對方回答時，不妨問自

己：「為甚麼他們會這樣想？」，以了解他們的著眼點。當然，訪問過程中不忘做筆記，把受訪者的所

思所想記下。

For each session, form a team of two to talk to the people. Avoid talking to more than two persons at the same time. While talking, make eye contact and listen to them patiently; do not disturb and give them time to think. When they answer, you can always ask - “why they think so?” to understand what really matters to them. Do remember to write down what they say.

對話期間，應避免發問具引導性的問題，例如：「你不覺得智能電話很棒嗎？」這類

問題容易促使對方認同智能電話很棒。你可以改變提問形式，例如「你對智能電話有

甚麼看法？」。訪問前，應預先練習，做好準備。你們需要至少訪問5個人，每個訪問

大約30-45分鐘。最後，謹記要有禮貌，感謝受訪者付出時間。

During the conversation, do not suggest answers to your questions; questions such as “Don’t you think smart phones are great?” might already make them think that smart phones are great. “What do you think about smart phones?” will be a better question. Practice the interview beforehand. You should talk to at least 5 people and each talk can be 30 - 45 minutes long. Last but not the least, always be polite and thank others for their time.

訪問他人 A List Apart. "Interviewing Humans". Accessed November 19, 2014. http://alistapart.com/article/interviewing-humans

資源

Resources

小貼士 Tips

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Worksheet

2.2.1 應該問甚麼問題？為甚麼？

WHAT QUESTIONS SHOULD YOU ASK AND WHY?

我們應該訪問We should talk to______________________________________________________________________________

____________________________________________________________________________________________________________

因為Because_________________________________________________________________________________________________

訪問的問題如下The questions we should ask are:

Q1. _______________________________________________________________________________________________

Q2. _______________________________________________________________________________________________

Q3. _______________________________________________________________________________________________

Q4. _______________________________________________________________________________________________

Q5. _______________________________________________________________________________________________

Q6. _______________________________________________________________________________________________

Q7. _______________________________________________________________________________________________

Q8. _______________________________________________________________________________________________

Q9. _______________________________________________________________________________________________

Q10._______________________________________________________________________________________________

Q11.___________________________________________________________________________________________________

Q12.___________________________________________________________________________________________________

2.2.2 如何準備訪問？

HOW SHOULD YOU PREPARE FOR THE TALK?

以下這些圖片、物件或剪報可以鼓勵受訪者分享他們的故事：

The following images / objects / activities can help us encourage stories from the interviewees:

1. __________________________________________________________

2. __________________________________________________________

3. __________________________________________________________

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Workbook

第3步: 梳理Step 3: Frame

參加者：2－6位組員、1位導師所需物品：便利貼、大張的紙、筆／箱頭筆時間：30－45分鐘

活動簡介你可能會被收集到的大量資料弄得頭昏腦脹，但不用擔心。現在你需要梳理這些資料，才能好好理解它們。整理資料時，你極有可能會發現到一些意想不到或者一直忽略了的重點。這正正解釋我們為何要梳理資料，尋找問題背後的真正成因。

Roles: 2 - 6 Team Members, 1 guide Materials Needed: Sticky notes, big sheets of paper, pen / markers Duration: 30 - 45 minutes

Activity DescriptionIt is totally alright if you feel overwhelmed or confused by the information you have collected. You need to organize it to understand it. While you organize the information, it is highly possible to come across some information that you did not expect or have overlooked before. And that’s exactly what we are looking for to understand the real reasons behind the issue.

3.1 理解 UNDERSTAND

活動 ACTIVITIES

3.1.1 整理資料

ORGANIZE THE INFORMATION

將你收集到的觀點、圖片和其他資料，寫在post-it便利貼或紙張上，再

貼上牆。仔細察看這些資料，有沒有一些十分類同或者彼此相關的觀

點？舉個例，你可能從觀察和訪問中，收集到很多關於「安全」的觀

點。將這些類似的資料歸類成一組，並將所有資料分類整合。

Transfer all the notes / pictures and other information you have collected on post-it / paper and stick it to the wall. Now look at the post-its / papers. Do you find any points that are too similar or connected to each other? For example, you may have seen and heard many things related to “safety”. You can organize such similar information into a group. Create as many groups of information as you can.

開展INITIATE

梳理 FRAME

製作 MAKE

感知 SENSE

構思 IMAGINE

分享 SHARE

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3.1.2 不同組別的資料給你甚麼啟發？

WHAT DOES SUCH GROUPS OF INFORMATION MAKE YOU THINK?

這些一組組的資料，往往為問題提供了更深入的理解（洞察）。例如，

除了有一組關於「安全」的資料，可能同時有一組關於「價值」。「安

全」和「價值」是否存在某種關連呢?比如說，「大家願意付更多錢，

追求較安全的產品」。你發現到組別間的關連嗎？現在試試重新組合資

料，產生新的組別，尋找更多連繫。

Often such groups of information provide deeper understanding (insights) about the issue. For example, apart from a group about "safety", you may also have a group about “cost”. You may find that there is a relation between “cost” and “safety” – “people are willing to pay more if the product is safer”. Are there any groups that are somehow related to each other? Can you rearrange the information to create new groups and look for more connections?

3.1.3 怎樣解讀新發現？

HOW TO UNDERSTAND THE NEW INFORMATION YOU JUST FOUND?

透過重組和連繫不同資料，你可能有些新發現。請把它們列出來。它們對你有甚麼新的啟發？你之前有沒有忽

略了某些觀點？討論這些新想法，在它們旁邊記下你的想法和體會。

List down all the key information you just found by organizing and connecting different groups. Do they trigger more thoughts and ideas? Have you learned something new and important? Discuss all of them and write down your own thoughts and learning next to them.

你可以隨時重組資料，建立新的組別，產生新的連繫。組別之間沒有關連時，亦毋須穿鑿附會，

強加連繫。例如，假如你有「安全」和「個人利益」兩組，兩者之間沒有任何關連也不意外。

You can always rearrange the information to form new groups and connections. Do not force the connection if there is none. For example, one of the groups you have is about “safety” and other is about “personal interests”, they can be totally different groups and there might not be any connection between them.

洞察

洞察是指有用的發現。透過觀察和了解一個特

定情況中的互動和行為，梳理當中的因果關係，

從而歸納出一些有用的發現。

INSIGHTS

Insight is a piece of information that is generated as an understanding of cause and effect based on identification of relationships and behaviours within a particular situation.

小貼士 Tips

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Workbook

Worksheet

3.1.1 整理資料

ORGANIZE THE INFORMATION

我們討論了以下的議題：

We discussed the following major issues:

例子Example:

公園設施不足

Insufficient park equipment

- 設施壞了Equipment were faulty

- 公園內沒有足夠為小孩玩樂而設的設施

Parks did not have enough equipment

for kids to play

- 設施不好玩Equipment were no fun

這個組別的資料內容

Information organized in this group:







這個組別的資料內容 Information organized in this group:


1

4

2

5

3

6

組別描述 Group Description






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8




7



9


3.1.2 不同組別的資料給你甚麼啟發？

WHAT DOES SUCH GROUPS OF INFORMATION MAKE YOU THINK?

我們在閱讀不同組別的資料時有以下的新發現：

We have the following discoveries when looking at the groups of information:

我們的想法Our thoughts

3 重要發現Key information




6



重要發現Key information





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Workbook

參加者：2－6位組員所需物品：筆記本、筆時間：30分鐘

活動簡介要得到合適的答案，就要問合適的問題。準確的問題能幫助你訂出目標，釐清這次挑戰的重點。以下的指引，會帶領你將上一項活動中的洞察和發現，化成具體的目標。

Roles: 2 - 6 team members Materials Needed: Notebook, penDuration: 30 minutes

Activity DescriptionTo have the right answers, you need to ask the right questions. It helps you define the goal and find the focus of your challenge. Use the following guidelines to convert the insights gained from the previous activity into a goal-oriented statement.

3.2 找到問題|定義問題 WE GOT A PROBLEM | PROBLEM DEFINITION

活動 ACTIVITIES

3.2.1 哪一個發現最驚喜、最有趣？

WHICH IS THE MOST SURPRISING OR INTERESTING INSIGHT?

列出你在活動3.1中的重要發現。你的小組可以討論一下，哪一個發現最有驚喜？它的新

鮮之處在哪裡？為甚麼？選出你認為最重要或最有驚喜的發現。

借用公園作例子，有趣發現可以是「公園原來欠缺兒童玩樂設施，因為這些玩樂設施都

已被運動器材取代。」

List down the key information (insights) you found from previous activity 3.1. As a group, discuss, is there any insight that is surprising for you? What makes it surprising? Why? Select the insight that you will consider as most important and / or surprising.

For instance, in case of playgrounds, it was found that “the playgrounds lack the facilities for young kids to enjoy themselves as they are being replaced by equipment for exercise.”

定義問題

正確地定義問題，能讓解決過程變得

更輕鬆，大大節省時間、金錢和資源。

定義或辨識問題癥結幾乎是任何解難

過程的第一步。過程中需要分析實際情

況，確保針對的是問題核心，而不單單

是問題表癥。

PROBLEM DEFINITION

By defining problems properly, you make them easier to solve, which means saving time, money and resources. In almost every problem solving methodology the first step is defining or identifying the problem. It involves diagnosing the situation so that the focus is on the real problem and not on its symptoms.

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3.2.2 這些發現如何助你構思解決方案？

HOW CAN THIS HELP YOU TO CREATE A SOLUTION?

掌握了問題癥結後，你可以借用「我們可以怎麼做」的句型來定義問題，將改變化成具體目標。

「我們可以怎樣幫助［［[用家][用家的需要／問題]？因為［[驚喜的洞悉/發現]］」

例如：「我們可以怎樣幫助小孩享受戶外活動？因為區內公園未有提供合適的玩樂設施」

這個目標不單說明了要解決的問題，更點出了問題背後的原因。

Once you have real understanding of a certain issue, convert the issue into a goal using “How might we …” statement to define the problem.

“How might we help [user] to [user’s need / issue] because [surprising insight]?”

For instance, consider this statement “How might we help young kids to enjoy playing outdoors because neighbourhood parks do not provide suitable equipment for fun activities?” Note how it not only mentions the issue but the reason behind that issue as well.

你的發現應是一句具體的陳述，這樣才可助你鎖定焦點。

Remember that the insight should be a statement that can help you set your focus clearly.

Worksheet

3.2.1 哪一個發現最驚喜、最有趣？

WHICH IS THE MOST SURPRISING OR INTERESTING INSIGHT?

最驚喜或最有趣的

發現是：

The most surprising / interesting insights were:

3.2.2 這些發現如何助你構思解決方案？

HOW CAN THIS HELP YOU TO CREATE A SOLUTION?

洞悉Insight1.

因為Because

洞悉Insight2.

因為Because

洞悉Insight3.

因為Because

以上發現讓我們得出以下的問題陳述：

It led to the following problem statement:_______________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________

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Workbook

第4步: 構思Step 4: Ideate

參加者：2－6位組員、1位導師所需物品：紙張、筆／箱頭筆、便利貼時間：45分鐘

活動簡介你現在不單對問題有了更深入的了解，更擁有清晰的目標，是時候構思解決方案，提議越多越好！構思過程不應被任何規則所限，想法也沒有高低好壞之分。你可透過以下活動，想出大量點子，並從中選出最有效可行的方案。

Roles: 2 - 6 team members, 1 guide Materials Needed: Sheets of paper, pen / markers, sticky notes Duration: 45 minutes

Activity DescriptionGreat that now you not only understand the issue but have a clear goal as well. Now it’s time to create as many solutions as possible. There should be no rules, no good ideas and bad ideas. Use the following activities to generate many different ideas and decide which idea might work better.

4.1 點子大迸發 IDEA JAMMING

活動 ACTIVITIES

4.1.1 構思想法

CREATE IDEAS

你可以參考活動3.2.2中訂立的「我們可以怎樣做」問題陳述，引導你的小組構思解

決方案。有需要時，不妨參考一路以來收集到的觀點和圖片，尋找啟發。無論想法可

行、不可行，或介乎兩者之間，都把它們一一羅列出來。構思時，應避免重覆現有的

解決方案。

Use “How might we……” statement from the previous activity 3.2.2 to guide your group. If needed, look back at all the information and images collected so far for more inspiration. Create a range of ideas that are possible, impossible and anything in between. Avoid copying existing solutions.

開展INITIATE

梳理 FRAME

製作 MAKE

感知 SENSE

構思 IMAGINE

分享 SHARE

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4.1.2 分享再合併

SHARE AND COMBINE

與小組成員分享和討論構思。你們更可將不同想法合併，然後思考是否還可添加或刪減任何元素，從而得出新方

案。例如：花園花灑＋手提電話＝遙控灑水系統。不同構思之間有甚麼共通點和不同之處？哪一個構思最新鮮？為

甚麼？哪一個構思最大機會成功？為甚麼？

Share and discuss all the ideas within the group. You can also combine ideas and come up with a new idea. Think if there is anything you can add or subtract from the idea. Such as: garden hose + cell phone = remote-controlled sprinkler system. What are the similarities and differences between various ideas? Which idea sounds surprising? Why? Which idea is the most promising? Why?

4.1.3 草擬

SKETCH

選出一系列最有機會成功和最新鮮的想法，比較它們的特點。組員可以進行投票，選出最高票的構思，並為方案取

個名字。名字可以天馬行空，但必須精簡及搶耳，讓人一聽就可記住。

Select and discuss some of the most promising and surprising ideas you got. Each member can then vote and the idea with most votes can be selected. Once selected, give a name to your idea. The name can be anything but has to be short and catchy to help people remember it.

想法沒有好壞之分。開闊想像，不要給自己框框。發揮你無窮無盡的創意，敢於創新，不要擔心結果。

No idea is good or bad. Think freely and be as creative and imaginative as you can. Dare to be different and do not worry about outcomes.

構思出色意念的七大秘訣 Kevin DAUM. "7 ways to generate great ideas". Inc. Accessed November 19, 2014. http://www.inc.com/kevin-daum/7-ways-to-generate-great-ideas.html

資源

Resources

小貼士 Tips

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Workbook

Worksheet

筆記Notes:

4.1.1 - 4.1.3

構思 Ideate

方案Idea 3. 方案Idea 4.

方案Idea 1.

方案Idea 2.

方案Idea 5. 方案Idea 6.

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第5步: 製作Step 5: Make

參加者：2－6位組員所需物品：筆記本、筆、相機／手提電話時間：45分鐘

活動簡介留於空想或紙上的構思沒有甚麼意思，你要將你的想法實現出來。其中一個最容易的方法，是將你的方案製作成簡易版模型(mock-up)。它可助你了解實現想法的流程，以及其他人應用它的具體方式。

Roles: 2 - 6 team members Materials Needed: Notebook, pen, camera / mobile phone Duration: 45 minutes

Activity DescriptionIdeas in minds and on paper are not much worth. You should make it real. One of the easiest ways is to create a simple mock-up of your solution. It not only helps you to understand how idea can be made in real, but also how people might use it.

5.1 動手造出來 MAKE IT

活動 ACTIVITIES

5.1.1 你有多了解你的構思？

HOW MUCH DO YOU KNOW ABOUT YOUR IDEA?

實踐想法時，你需要考慮各種細節：方案的實際運作？應用時的具體情況？使用者會

在甚麼情況開始使用它？使用後又會怎樣？這個方案中最關鍵的特點是甚麼？留意這

些細節，將它們融入到你選出的構思中。

To make the idea real, you have to consider the details such as, how will the solution actually work? How does it look like when someone uses it? What happens when someone start using it? What happens after that? Which is the most important feature of your solution? Take note of all such details and add it to your chosen idea.

5.1.2 預備製作方案模型 (mock-up) PLAN FOR CREATING A MOCK-UP

用甚麼方法呈現你的構思最適合？你會利用甚麼材料和物件製作模型？這些物料可以

在哪裡找到？你的模型需要多大？最常見的方法是利用多餘廢棄的紙張、咭紙、杯等

開展INITIATE

梳理 FRAME

製作 MAKE

感知 SENSE

構思 IMAGINE

分享 SHARE

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Workbook

製作模型，但你亦可以發揮想像和創意，善用你手上的一切物料。無須大灑金錢或製作過於精美的模型，能夠大致

呈現你們的構思就好了。

Decide on the best way to represent your idea. What materials and objects you can use to build it? Where can you find them? How big does the mock-up have to be? Most common is to use scrap materials like paper, cardboard, cups but feel free to use your imagination and make best use of the materials you can find. It needs not be expensive or good looking.

5.1.3 製作和測試模型

BUILDING AND TESTING THE MOCK-UP

全心投入製作模型，享受箇中樂趣。不用擔心模型不夠精緻，相反，你應該將精神投放到構思的重點功能上，確保模型

可以示範構思的具體運作。試想想，其他人能夠透過模型了解你們的構想嗎？完成後，你可以邀請潛在用家試用它。在

試用的過程中，有沒有發現任何問題？你會如何作出相應調整？調整方案後，有需要可再次測試改良了的模型。

Do not worry about actual colors and finish, instead have fun doing this. Focus on the most important function of the solution. Ask yourself, can this mock-up successfully demonstrate the solution? Can people understand it? Once ready, ask the potential users to use it. Did you encounter or observe any issues while users were using it? What were they? What changes will you make? Make changes and test again with the improved mock-up if needed.

模型做得越簡單越好。就算未清楚具體細節，你也可以先動手開始製作，邊做邊試。測試時，盡量在實

際環境中進行。舉個例子，假如你正在改良食物儲藏裝置，應請用家在自己的廚房中試用裝置。

Keep the mock-up as simple as possible. Start building even if you are not sure what you’re doing. Try to test it in the real situation in which it is most likely to be used. For example, if your solution is a better food storage system, users can test it in their kitchens at home.

模型2:以開放為主題的班房

Mock-up 2: A classroom featuring openness 模型1:互動的公園

Mock-up 1: An interactive park

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Worksheet

我們選擇的方案是

We have selected the following solution:_______________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________

因為

Because:_______________________________________________________________________________________________________________________

_______________________________________________________________________________________________________________________

5.1.1 你有多了解你的構思？

HOW MUCH DO YOU KNOW ABOUT YOUR IDEA?

這個方案最關鍵的

特點在於：

The most important features of the solution should be:

製作產品雛型Entrepreneur. "Creating a Product Prototype". Accessed November 19, 2014. http://www.entrepreneur.com/article/80678

資源

Resources 雛型 (PROTOTYPE)

雛型指投產前製作的範例、模型或產品樣辦。它讓設計者提早測試想法或產品，在產品

投入大量生產前進行必要的修改。雛型有助我們釐訂成功解決方案的具體要求。

PROTOTYPE

A prototype is one of the early sample, model, or release of a product built to test a concept or process so that the design can be changed if necessary before the product is manufactured commercially. Prototyping serves to provide specifications for a real, working solution.

e.g. finding information1.

因為Because

2.

因為Because

3.

因為Because

尋找資訊

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Workbook

5.1.2 預備製作方案模型 (MOCKUP) PLAN FOR CREATING A MOCK-UP

我們需要以下物件來製作方案模型：

We will need the following materials to make the mock-up of the solution:

用來 For

6

5張厚身紙皮5 sheets of thick brown cardboard

e.g.製作紙箱making a box

用來 For

1

用來 For

2

用來 For

3

用來 For

4

用來 For

5

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5.1.3 製作和測試模型

BUILDING AND TESTING THE MOCK-UP

測試模型時我們遇到以下問題：

We encountered the following issues while testing the mock-up:

13

2

4 65

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Workbook

第6步: 分享Step 6: Share6.1 分享你的故事 SHARE YOUR STORY

活動 ACTIVITIES

6.1.1 籌備與計劃

THINK AND PLAN

有甚麼人或組織會聆聽你的故事，甚至願意幫忙？當中包括你的社區、學校或家人嗎？

討論一下，他們為甚麼會對你的方案感興趣？他們可以如何幫忙？你應如何演繹你的故

事？試試因應這些條件，籌劃你的故事，交代你探討的問題、它對其他人的影響，以及

你如何透過方案解決問題。

Think of the people / organization who are more likely to listen to your story and possibly help, for instance, local communities, schools or your own family.

參加者：2－6位組員所需物品：相機／手提電話、道具、海報、箱頭筆、紙時間：45分鐘

活動簡介不要白白浪費你的心血！用說故事的方式向大家介紹你的構思。大家都喜歡聽故事，故事是很好的溝通橋樑。現在就讓我們一起創作吧。

Roles: 2 - 6 team members Materials Needed: Camera / mobile phone, props, posters, markers, paperDuration: 45 minutes

Activity DescriptionDo not let your efforts go to waste. Create a story to communicate your idea so that others can know about it. Stories can make people listen and connect. Let’s create one now.

說故事

說故事是指利用文字和圖象等，表現事

件，當中亦往往包括角色扮演。任何文化

都會用故事作為溝通媒介，擔起娛樂、

教育、文化傳承、或者傳揚道德價值的重

任。故事具有描繪性，一般容易讓人記

住，任何人都能感同身受，產生連繫。

STORYTELLING

Storytelling is the communication of events in words, and images, often by role-plays. Stories have been shared in every culture as a means of entertainment, education, cultural preservation, and instilling moral values. Stories are illustrative, easily memorable, and allow any to create emotional connections.

開展INITIATE

梳理 FRAME

製作 MAKE

感知 SENSE

構思 IMAGINE

分享 SHARE

46

Discuss, why will they be interested in the solution? How can they help? How should you tell your story? Accordingly, plan your story. Include the issue you are addressing, people affected by it and how your solution deals with it.

6.1.2 動手創作

ACT AND CREATE

創作一個故事來傳達你的構思，它可能是一齣小話劇、一首歌、幾格漫畫或者一個簡報，展示給你的朋友、家人和

其他人並邀請他們給你回應，有需要時可再作修改。

Create a story that communicates your idea. It can be a drama, a song or a comic. Present or record it as video or illustrations or photographs and make it into a presentation. Once done, ask your friends, family or others for feedback. Make any changes if needed.

6.1.3 分享你的故事

SHARE YOUR STORY

跟你的朋友和同學分享你的簡報／短片／漫畫，邀請他們給

你意見改良構思。你亦可以利用YouTube等網上平台發佈成

果。當你對方案和發佈形式都充滿信心時，就可以聯絡相關

機構，向他們介紹方案，尋求他們的幫助並將計劃實踐。

Share your presentation / video / comic within your social network such as your friends and school mates and ask for their feedback in order to improve it. You can also use online platforms such as YouTube. Once you are confident of your solution and presentation, contact suitable organizations and present your solution to them to seek their support to make it real.

故事應保持言簡意賅，重點在於你要帶出的訊息。

Keep the story short and simple. Focus on the message.

說故事的技巧 Skotos. "The Elements of Good Storytelling". Accessed November 19, 2014. http://www.skotos.net/articles/ GoodStorytelling.html

資源

Resources

小貼士 Tips

Dropbox是甚麼？ YouTube. "What is Dropbox?" Accessed November 19, 2014. https://www.YouTube.com/watch?v=OFb0NaeRmdg

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Workbook

e.g. 實現方案 build our solution2.

因為 Because

Worksheet

6.1.1 籌備與計劃

THINK AND PLAN

我們的聽眾可以是：

The following people / groups can be our audience:

e.g. 錄像 video, 插畫 illustrations1. 2. 3.

5.2.2 最能吸引他們的方法是 The best way to catch their attention is

5.2.3 他們可以幫我們 They can help us to

5.2.4 我們可以利用以下渠道分享故事 We can use the following channels to share our story

e.g. 社區組織 Social organisation1.

因為 Because

e.g. 改善方案／故事 improve our solution / story

1.

因為 Because

e.g. 宣揚我們的故事 promote our story3.

因為 Because

2.

因為 Because

3.

因為 Because

e.g. 社交媒體 social media -Facebook, YouTube

1.

因為 Because

e.g. 社區聚會 Community meetings2.

因為 Because

e.g. 本地媒體如雜誌、網誌 local media - magazines, blogs

3.

因為 Because

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故事名稱S

tory

titl

e:

6.1.

2 動

手創

作

A

CT A

ND

CR

EATE

故事分鏡

STO

RYBO

ARD

劇情/大

意 S

tory

line/

Sum

mar

y:

1 3 5

2 4 6

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總結Conclusion恭喜你完成社會創新歷程，希望你從中有所得著！無論你的方案完備與否，未來

總有機會進一步改善及推展方案。世上每一個社會創新項目都有它的重要性，能

推動社會更大的改變。最後，衷心希望你能繼續向前，勇於嘗試，永不言敗。世界

就在你的腳下，等待你探索創不同。以下幾大原則，可以助你一臂之力：

合作－夥伴同行，互相補足

想像－迸發創意，突破框框

嘗試－無懼失敗，勇於嘗試

分享－分享學習，一同成長

Well done! Hope you enjoyed going through this fun process of creating social impact. It doesn’t matter how complete your solution is at this stage, there is always a possibility to improve and take it further. Every single act of social innovation is important and adds on to create a bigger difference. So, keep trying and never give up. The world is at your feet for you to explore and Make a Difference. Do remember the following principles:

Collaborate - Work together Imagine - Be creative and unconventionalTry - Try even if you are going to failShare - Share to learn and grow together

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KEYWORDS

社區營造指透過各種方式，鼓勵社區居民自發參與地方事務，共同建設自己的社區，同時改善生活環境、塑造社區特色、提升生活質素和社區凝聚力。營造不等同增加社區設施或美化環境，更重要的是發掘、認同和整合社區本身的資源，包括居民的才能、地方已有的產業或文化特色等。營造方式可以包括藝術活動、義工服務、種植、發掘地方歷史等等。不論方式如何，由下而上的參與、居民、專業人員、管理人員間互相學習都是非常重要的元素。

社區營造的例子有：巴黎的共享花園（Jardins Partagés）、台南的土溝農村美術館、西雅圖的後巷網絡計劃（Alley Network Project）、灣仔的香港故事館等。

Community building means encouraging residents to actively participate in local affairs and co-create their community through different practices. It aims at improving living environments, developing local characteristics, raising the quality of life and strengthening social cohesion. Building a community is not about adding communal facilities or beautifying the environment, but discovering, acknowledging and pooling unused resources in the neighbourhood, including talents, local industries or cultural features, etc. There is a variety of ways to do so, like artistic programmes, voluntary services, plant growing and uncovering local history. Whatever way is adopted, the key is bottom-up participation and mutual learning among residents, professionals and the management.

Examples of community building include Jardins Partagés in Paris, TOGO Rural Village Art Museum in Tainan, Alley Network Project in Seattle, Hong Kong House of Stories in Wan Chai etc.

2011年米高．波特在美國《哈佛商業評論》提出名為“創造共享價值”（creating shared value）的商業模式，意即企業透過營商創造經濟價值的同時也藉由做好事而創造社會價值。對企業來說，創造社會價值亦可改善品牌形象，反過來提升品牌價值。舉例來說，零售商沃爾瑪在2009年透過重新設計運輸路線，減省了一億英里的車程，減少對環境的影響；又透過減省包裝，節省了兩億美元的成本，亦減少耗用資源。

The business model of creating shared value was suggested by Michael PORTER in Harvard Business Review in 2011. It refers to businesses’ creation of economic value through profitmaking, and also the creation of social value through contributing to society. The creation of social value can market enterprises’ brands, in turn raising brand value. For example, retailer Walmart redesigned its transport routes in 2009, saving 100 million miles and reducing negative impacts on the environment. By repackaging, Walmart cut costs by US$200 million and consumed fewer resources.

關鍵詞

社區營造COMMUNITY BUILDING

創造共享價值CREATING SHARED VALUE

51社會創新工具

Social Innovation Tools

群眾外包，由群眾（crowd）和外包／外判（outsourcing）兩個詞組成，即是利用網絡集腋成裘，將工作分配予群眾（而非指定的人或外判公司），或向其徵集意念、資金等等。相比起傳統的工作模式，眾包者（crowdsourcer）可透過眾包方式，連繫個人人際網絡或地理位置以外的陌生群眾，完成本來難以實行的工作。

眾包例子有：群眾募捐平台Kickstarter、FringeBacker、由網民合力貢獻知識的維基百科等。這個模式亦被應用在藝術創作上，例如Miranda JULY和Harrell FLETCHER在2002年策劃的《Learning to Love You More》計劃。

Crowdsourcing is a combination of the two words “crowd” and “outsourcing”. It means allocating work to, or soliciting ideas or capital from a crowd (not a specific person or outsourcing companies) through a networking platform. Unlike the traditional model, the crowdsourcer can connect with strangers from beyond his or her personal network, or geographical location, to fulfil an otherwise much harder task.

Examples of crowdsourcing include crowdfunding platforms like Kickstarter, FringeBacker, and Wikipedia whose knowledge is contributed by all internet users. This model has been applied to artistic creation as well, like the Learning to Love You More project curated by Miranda JULY and Harrell FLETCHER in 2002.

一直以來，科技和社會創新都由擁有大量資源的已發展國家領先，發展中國家大多扮演提供廉價生產線的角色。自2000年代起，新興國家開始為創新帶來突破，如印度不少企業便運用了有別於西方國家動用大量資源的創新模式，研發出20美元的濾水器、100美元的小童手提電腦、3000美元的家用汽車。2012年英國創新機構Nesta研究了印度這種“節儉式創新”：節儉式創新不追求更高規格的產品或服務，針對低收入消費者的基本需求，研發更有效、更合適用家的東西，亦翻新研發、生產、運輸流程，將成本壓至最低。成功的節儉式創新運用有限資源，廣納多種方法，將限制轉化為優勢，同時並不降低質素要求。

Traditionally, technological and social innovations were led by affluent developed countries which can make extensive investment in innovations, while developing countries take the role of cheap production lines provider. Since 2000s, emerging economies have impressed the world with their own innovations. Some of these innovations include US$20-water-filter, US$100-laptop-for-kids and US$3,000-family car. In 2012, Nesta, an innovation charity from the UK, studied this kind of “frugal innovation” in India and summarized it as follows: instead of pursuing higher spec, frugal innovation is targeted towards meeting the basic needs of low-income consumers by developing products or services that are cheap but more suitable and efficient. In frugal innovation, the costs of development, production and delivery are also minimized, resulting in dramatically lower product costs. Successful frugal innovations turn resource limitations into an advantage, use range of methods, while maintaining a reasonable product or service standard.

群眾外包

CROWDSOURCING

節儉式創新

FRUGAL INNOVATION

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私人物品的多寡一直象徵個人財富和地位，這種文化卻造成過度消費，令有限的地球資源加速消耗。2000年代中期，隨著互聯網科技普及，人們意識到透過網絡進行點對點交易的可能性。對買賣雙方來說，可以不受地理限制、更容易地找到交易對象、減少浪費、雙方直接協調交易安排，此為合作消費。

共享經濟是另一個類似的資源分配概念，由Rachel BOTSMAN推廣普及。除了金錢交易，一切資源──包括人力資源──都可以透過交換或分享，滿足個人需求之餘，整體社會都同時得益。例子包括香港的OYIF (Oh Yes it's Free) 環保徵送平台、聖雅各福群會的社區經濟互助計劃、世界各地流行的車輛共乘（ridesharing）等。

Private property usually reflects personal wealth and status, but this culture leads to overconsumption, accelerating the depletion of limited resources on our planet. As internet technology popularised in the mid-2000s, people realised that they could do point-to-point transactions online. Buyers and sellers, no longer bound by geography, are now able to locate a transaction partner more easily and reduce waste. Both parties can coordinate the transaction directly. This is known as collaborative consumption.

Sharing economy is another similar concept about resource distribution, made known by Rachel BOTSMAN. Apart from money, all resources – including human resources – can be exchanged or shared to satisfy individual needs and benefit society at large. Examples are OYIF (Oh Yes it's Free) freecycling in Hong Kong, the Community Oriented Mutual Economy barter system by St. James’ Settlement as well as ridesharing around the world, etc.

社會創新中的三方合作指官、商、民三方面的跨界別合作。當政府的社會福利開支壓力日增，就必須開拓新資源，匯聚民間力量解決民生問題。同時，商界越來越重視企業的社會責任，期望通過回饋社會，增加員工對企業的歸屬感，從而建立企業品牌。另外，由於資源短缺，民間組織不能單靠政府的資助，急須尋找合作伙伴。麥肯錫顧問公司一份報告指出，有官、商、民三方經驗的領袖在設計和思考創新項目時，表現得較有同理心，做決定時能從出多角度思考。加強三方合作能善用社會資本和三方強項，引進新思維解決社會問題。

Tri-sector collaboration in social innovation refers to the collaboration among the government, businesses and the civil society. As the government faces greater financial pressure in social welfare, it has to seek new resources and pull together community efforts to improve people’s livelihoods. The business sector, at the same time, also values social responsibility, hoping to cultivate a better sense of belonging among employees and establish brand image through social contribution. In addition, local organizations cannot rely solely on government grants. Owing to limited resources, they must look for collaborators in their endeavours. A McKinsey report shows that when designing and conceptualising innovation, a leader with tri-sector experiences in the government, the business sector and the civil society tends to be more empathetic and capable of multi-perspective thinking. Strengthening tri-sector collaboration can therefore bring new ideas to solve social problems, through exercising social capital effectively and bringing out the best in the three sectors.

合作消費／共享經濟 SHARING ECONOMY/ COLLABORATIVE CONSUMPTION

三方合作TRI-SECTOR COLLABORATION

jockey club make a difference school 2013 source book 03

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