SIZe Matters 1: Theory & practice of teaching social innovation in higher

educationTim Curtis, SL in Social Innovation Foundation

Study Framework

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The purpose of SIZe

• Social Innovation Zone– A community of practice– A place to share practice and thinking– Multi-disciplinary– Focussed on teaching and encouraging social

innovation in Higher Ed institutions– 40 modules across the Uni– 4,833 students engaged with Changemaker activities

(35.8% of the student body) and 487 received a Changemaker Certificate (compared with 369 in 2014/15).

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2008 University of Northampton

• BA Social Enterprise Development

• MKT1019 Introduction to Social Enterprise

3an ad hoc “pursuit of opportunity” (Stevenson & Jarillo, 1990) rather than deliberate act

SE Intentional model

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Enterprise in Society

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• Social Innovation (not enterprise)– Music styles

• Punk• Reggae• Indie

– Artist/Label contract• non-binding 50/50

– Cartel regional distribution• Network rather than ownership

– Community fanzines– Encouraging home-made music

• Ethos– Equal pay/equal say– Communist/anarchist roots– Eventually an employee trust

2010 Developing Enterprising Communities

• BA Social & Community Development

• Response to the ‘No1 for Social Enterprise’ in name, but content was ‘social innovation’

• No expectation of creating a social enterprise

• Understanding a ‘problem’

• Developing any viable and reasonable ‘solution’

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Different philosophical roots-community organising

7Changemaker Handbook hosted as an on-line book for all partners to use for free (with over 22,650 views)

Ethos of DevEntComms

• Designed with students, based on Balloon Kenya experience

• Content written by students, out of class workshops

• Refined and developed by lecturers

• Formed the basis of Changemaker Certificate, SWK1051 and now Foundation Study Framework Stage 1b.

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Standard scientific enquiries

Social Innovation

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Motivational Interviewing techniques(preparing for change)

Expressing EmpathyDeveloping DiscrepancyAmplifying AmbivalenceRolling with ResistanceSupporting Self Efficacy

Surprising Ingredients

Psychology of Change

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Miller, W. R., & Rose, G. S. (2009)

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Organisational Aspects of Change

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References

• Stevenson, H. H., & Jarillo, J. C. (1990) “A Paradigm of Entrepreneurship: Entrepreneurial Management.” Strategic Management Journal, 11: 17–27.

• Mair, J. and Noboa, E. (2006), “Social entrepreneurship: how intentions to create a social venture are formed”, in Mair, J., Robinson, J. and Hockerts, K. (Eds), Social Entrepreneurship, Palgrave MacMillan, New York, NY, pp. 121-136.

• Miller, W. R., & Rose, G. S. (2009). Toward a Theory of Motivational Interviewing. The American Psychologist, 64(6), 527–537. http://doi.org/10.1037/a0016830

• Checkland, P.B. and J. Scholes (2001) Soft Systems Methodology in Action, in J. Rosenhead and J. Mingers (eds), Rational Analysis for a Problematic World Revisited. Chichester: Wiley

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