What happens when an organization incorporates compassion throughout its policies, procedures, and culture? What is the impact on all stakeholders in an organization when human needs for care, consideration, and connection and are considered alongside business and impact outcomes? Research, and practice, show that the needs of people and the needs of organizations are not mutually […]
progress on thematically-focused projects over the course of the hackathon.
We hope you enjoy the process and take pride in the outcomes you generate.
Visual summary of our systemic change hackathon: https://docs.google.com/presentation/d/1y3UoTe5FN5G8Kst4vKmrvxt6wK-JuPhbAjBWYC4dfIk/edit?usp=sharing
Leverage points:We see future systems leveraging many or all of the 18 under-leveraged points for creating systemic change.
- AI/Machine Learning as exponential tool- being de-risked by forest fire prevention, and food as medicine initiatives currently. Predictive analytics/prescriptive analytics
- Multi-disciplinary integration as exponential tool- Medicinal Foods, Biophelia as de-siloable exemplars
- Social innovation surveying for replication- Connovo style. Crypto impact potential, medicinal foods, forest fire prevention, flood prevention are case studies in such.
- Service Learning (incentive for participation)- all initiatives
- Micro-leadership- autonomy of process to lead, creatively iterate, and share a collective problem. Incentive for participation. All initiatives.
- Cumulative history (Medicinal Foods, Biophelia, forest fire prevention. silos formed across time not fields.
- Tacit knowledge as leverage. “Requisite variety” of field expertise for the social innovation. All projects.
- Liquidity fungibility/property rights fracturing/accretion, dilution & stock swapping. Zero subsidy affordable housing. Social enterprise hold-co coops.
- Serious gaming- Floods, fires, biophelia.
- Citizen science- Medicinal foods, floods, fires.
- Inherent liability./private sector contingent payers- prevention derivatives
- Under-utilized law. Democatize investment banking/series 82.
- Social innovation clustering (forest fire prevention, flood prevention, medicinal foods).
- Virtual skilled volunteering (all).
- Radical collaboration (Doppelgangers united).
- In-kind funds. Equity lines of credit.
- Consequences of consequences of consequences. Impact potential. Biophelia, forest fire prevention, flood prevention. Future stakeholder simulated integration.
- Inter-discilplinary adjacency/evidence oasification. Medicinal foods. Forest fires. Floods.
Hackathon Theme 1
The number of deaths in cities from air pollution can be nearly eliminated and mental health in cities can be improved by increasing the density of plants
Globally more deaths per year are linked to urban air pollution than to automobile accidents. But increasing plants in cities can be a major countervailing force.
Biophelia was defined by E.O. Wilson as ““the rich, natural pleasure that comes from being surrounded by living organisms.” Over the years, evidence has mounted of the mental and physical health benefits plants can provide to humans.
If the density of plants per acre in a neighborhood or city reaches botanical garden density (that is, comparable to the level of plants per acre of the Forest City in southern China, the neighborhood of the Bosco Verticale in Milan, or the neighborhood around largest vertical garden in the world in Bogota, Columbia), the number of deaths in cities from air pollution can be nearly eliminated and cities can become more livable places.
How can we bring this reality closer in cities around the world?
CrowdDoing has simulated health and economic gains from increased plant density through vertical gardens in hospitals and libraries. These can be extended and deepened through further outcome simulation, contextual modeling and visual illustration carried out by a diverse range of volunteers, potentially including city planners, biologists, and hospital/medical system experts.
Hackathon Theme 2:
If people could buy only the percentage of appreciation value that they can afford, and still secure stable access to a home, half of homelessness in dense urban regions could be prevented
Thesis: Home buyers today buy 100% of a home, and borrow money through a mortgage to be able to afford to do so. But this purchase masks the fact that they are buying two things at the same time- 100% of the future sale price of a home (so-called appreciation value), and 100% of the usage rights of that home while they are living there (so-called use value). If people could buy only the percentage of appreciation value that they can afford, and still secure stable access to a home, half of homelessness in dense, coastal urban regions such as the Bay Area, New York, Seattle could be prevented. Stanford University has piloted such a model for decades by allowing professors to buy 100% of the use value of their off-campus home and 50% of the appreciation value of their home. This program has allowed individual professors to have asset diversification, access to housing, and an affordable share of the growth in the appreciating market value of their home. Through this program, Stanford University has created access to housing for professors without grant dollars or housing tax credits in a difficult housing market. Stanford’s endowment has earned returns on this investment comparable to the rest of Stanford endowment investments. The extension of this kind of alternative financing– investing in a portion of appreciation value per home– could make possible zero-subsidy affordable housing for preventing homelessness and reducing super-commuting.
In the Bay Area, jobs and housing creation are unbalanced. For the housing demand to be met, an added minimum of 275,000 homes are needed, available at price levels that neither impoverish nor displace working families. Until those homes are built, what solution might bring families with moderate incomes access to existing housing stock? The solution is to provide one part of our housing need solution by using a financial investment model based on the future appreciation of homes.
Hackathon Theme 3:
If stakeholders who face forest fire or other major risks can collaborate to finance the prevention of these risks through social innovation, all stakeholders can be better protected.
Prevention derivatives are a framework to address what would otherwise become Tragedies of the Commons.***. Risks of calamity are spread across many stakeholders, from companies to insurers to governments and individuals. Prevention Derivatives are a strategy for each stakeholder to take their fair share of responsibility for the prevention of these risks. Risks are preventable through combinations of social innovations that range from new to long-standing, proven approaches. Prevention Derivatives are designed for each stakeholder [contingent payers] to pay, if they so choose, only for the risk prevention savings that materialize for them.
For example, If stakeholders who face forest fire risks can collaborate to finance the prevention of these risks through social innovation, all stakeholders can be better protected.
Similarly, stakeholders who face flooding risks due to the degradation of coral reef health collaborate to finance the prevention of these risks through social innovation, all stakeholders can be better protected. If more people can be trained through service learning in how to construct cost benefit forecasts of social innovations, interventions can be better evaluated creating better outcomes for all stakeholders. This thesis will use the case study on vertical gardens in hospitals and their costs & benefits, as well as the forest fire prevention and flood prevention documentation as a starting point for the prevention of risk of such analysis to other social innovations.
Quantitative Draft of Prevention Derivatives-https://drive.google.com/file/d/1ggnICMbPvUUPaTu3TptKPXw6X00yiImJ/view?usp=sharing
Hackathon Theme 4:
Collaboration is the new competition that will make us all thrive
If volunteerism platforms collaborate, they can improve the convenience and effectiveness of global volunteerism.
Doppelgangers United is a collaboration between: Reframe It (http://blog.reframeit.com/2017/05/16/under-utilized-collaborative-intelligence/) Match4Action (http://match4action.org), Snap Good (https://snapgood.com/), Dive In (https://divein.app), Kindly, Ovio Hub,https://oviohub.com/, https://kindly.org/team/alexander-bierling/, Good Social (https://www.goodsocial.com/), Trvst (https://www.trvst.world/the-team/ben-hart/),Idealist ( idealist.org), We Hero, (wehero.co),The Time Donors, https://www.thetimedonors.com/, Team Kinetic, teamkinetic.co.uk, Better Impact, https://www.betterimpact.com/
If groups that competed in the 20th century can collaborate more Sustainable Development Goals can be achieved. Extending radical collaboration to new contexts can make intractable problems more solvable across impact domains.
Hackathon Theme 5:
Everyone should be able to economically afford to work on what they love. That would be possible if sweat equity staff could achieve economic diversification comparable to impact investors.
Each time a social enterprise raises capital, it takes on meaningful costs. These costs range from finding investors, making the case to investors, structuring investments with investors through appropriate legal and accounting processes. Because social enterprises can’t perfectly predict when they might need capital, they are at risk of taking in too little capital compared to what they end up needing, or too much capital and dilute themselves unsustainably. Social enterprises often delay accessing capital in the hopes that they won’t need it. Sometimes they do so and get lucky. Other social enterprises go bankrupt due to not having enough reserves to weather unexpected difficulties. This feast-famine cycle for social enterprises is entirely preventable. Lines of credit have existed for social enterprises for a long time, but these are almost always debt-based lines of credit rather than equity based lines of credit. Taking on debt can create its own set of risks if social enterprises encounter unanticipated problems. What social enterprises need is equity lines of credit that allow them to be more flexible and agile, drawing down the resources they need in return for equity as they need it.
Resources that social enterprises need include expertise from fields that they cannot always plan for at the outset.
Equity based lines of credit for human capital for social enterprises can address these problems. If social enterprises and impact funds could collaborate to reduce the friction in capital access, this could help them access more of the right expertise as they need it. This approach can allow a diverse set of sweat-equity-staff (otherwise known as angel employees) to participate in early-stage social enterprises. This kind of flexibility can be made possible if a fraction of sweat-equity-staff remuneration could be secured in a portfolio of social enterprises, rather than only one. This would allow each individual person with expertise to work to build a social enterprise without individually risking their livelihood to an unfair degree. Much as impact investors and venture capitalists minimize their risk by diversifying their investments, angel employees could find participation in social enterprise start-ups economically possible by receiving a portion of their remuneration as equity in a diverse portfolio of start-ups.
Hackathon Theme 6: Covid19 reveals our degree of interdependence. How does our mental model of the world need to shift? What does it mean to have realistic optimism in a post-pandemic world:
Solar punks pre-pandemic looked at real world examples that could be brought to scale to imagine a future that reflects our aspirations. Changing relationships with stakeholders in a post Covid 19 world.New roles and opportunities for systems change in a covid 19 world. “Isaac Newton discovered calculus while in quarantine. William Shakespeare wrote “King Lear” while in quarantine.” What systems change can we make feasible during the pandemic that could outlast the pandemic?
Bobby Fishkin, CrowdDoing.world
Karl M. Sjogren, author of Fairshare Model
David Sherman, Cooperative Advantage
David Witzel, RASA
Saskia Verraes, Executive Director of Match4Action Foundation
Kyungmi Kim, Co-Founder of Oxford Social Entrepreneurs
Bobby co-founded Reframe It after receiving his B.A., magna cum laude, in Philosophy from Yale University. Reframe It has become a strategic partner of M4A Foundation with whom it has developed the CrowdDoing initiative. The CrowdDoing initiative is designed to bring skilled volunteers to scale the social innovation, social enterprise and systemic change sectors. The CrowdDoing initiative leverages micro-leadership, service learning and virtual multi-disciplinary collaboration to achieve social impact. Our goal is to harness collective intelligence to solve social problems. CrowdDoing has helped Arcimoto to demonstrate its potential for impact in the first ever Sustainable Development Goals impact potential assessment of a Nasdaq mini-IPO. CrowdDoing has several portfolios of work: 1. Citizen science and medicinal foods that can impact stress, sleep and anxiety. 2. Plant walls cost benefits for hospitals, how they pay for themselves. 3. Crypto impact potential, 4. Zero subsidy affordable housing, 5. Democratize investment banking.
Bobby Fishkin and Reframe It won the McKinsey/Harvard Business Review Management 2.0 Challenge for its collective intelligence process. Bobby co-lead a consultation of the technology community via Reframe It in collaboration with TechCrunch, the Knight Foundation, Silicon Valley Community Foundation. Bobby has presented results from his work on deliberative democracy internationally, including at the Global Citizen Foundation in Geneva, at the European Association of Wind Energy Producers, the Institute For The Future, at Tedx Hayward and the 4th Annual Summit on Public Consultation and Engagement in Toronto. Bobby has presented on impact investment work he has done at SOCAP. Bobby through Reframe It co-led the Social Impact Bond feasibility Study for Marin County and the Marin Community Foundation along with Total Impact Advisors and Heritas.
Bobby co-authored a report for the Center For Global Development about citizen consultation on global issues. Bobby was part of the team which advised and provided training for the Center For Global Development’s deliberative democracy initiative in Tanzania in 2015. Bobby co-authored a report on social enterprise and impact volunteerism’s potential for the Provida Foundation. Bobby Fishkin co-led the Haiti.com initiative to get thousands of volunteers to attempt to help first responders after the Haiti earthquake by finding actionable intelligence from social media reports and inputting them into an Ushahidi map for first responders. Bobby on the board of directors of the Bay Area Social Enterprise Alliance. Earlier in his career, Bobby was a playwright, who co-directed and co-produced his historical play at the Bloomsbury Theatre in London which was also presented in workshops at the Royal Academy of Dramatic Arts (RADA) and at the Theatre Museum, and had a different play of his produced in Texas and New York City. served as a Special Advisor to Tomorrow’s Europe, a Deliberative Democracy project of the European Commission, as a Fellow of the Office of the Mayor of Baltimore and as a fellow of the Richard Florida Creativity Group.
helps leaders develop and amplify the co-creative power of people, organizations, and systems in service of a better future. He is an executive advisor, coach, business and sustainability strategist, and facilitator with extensive experience working with leaders, organizations, and systems on leading edge initiatives in more than 2 dozen countries across a wide range of sectors. His work has included extended assignments in Australia, China, Hong Kong, Japan, New Zealand, Singapore, Switzerland, and the UK. His work has included developing and implementing novel approaches to leadership, strategy, change, and sustainability.
David Co-Chairs the Advisory Board for Aclima Inc., an innovative technology startup that deploys mobil sensor networks to provide environmental intelligence and inform the link between human health and planetary health. He also serves on the advisory council of Fair Trade USA. He served as Distinguished Fellow at the Fowler Center at the Weatherhead School of Management, and the alumni board for the Berkeley-Haas Center for Responsible Business.
Throughout his career, David has continuously learned through interacting with his clients and from disciplined programs of study and research. Over the past dozen years he has also had an intense focus on inner growth and integrating insights from his work with leaders, organizations and systems. He is senior student at the Academy of Inner Science, founded by Thomas Hubl, which connects inner wisdom with outer knowledge. In this context he co-facilitates large groups and works to heal collective trauma. David is also a practitioner of Aikido, the way of harmony, through which he practices the transformation of relation from “power over” to “power with” others.
Past roles include co-founder of Sustainable Value Partners, Partner at Blu Skye Sustainability Consulting, and Vice President at A.T. Kearney where he led an Asia-based practice. In 2004 he begin Wal-Mart on its sustainability journey in partnership with the founder of Blu Skye and Conservation International. This work was heralded as having a huge impact on Wal-Mart and on sustainability practices throughout the US.
David has worked with leaders in many sectors including: agriculture, chemicals, consumer products, energy utilities, financial services, government, healthcare, high-tech, oil and gas, retail, and transportation in 25 countries worldwide. Clients include: Aclima, All Nippon Airways, Anthem, Bunge, Cathay Pacific Airways, China Light and Power, City of Cleveland, Dairy Management Inc., Fair Trade USA, Nestle, OOCL, Philips Electronics, Rockwell Automation, Sony, Staples, Wal-Mart, and Waste Management.
David has led a wide range of engagements focused on strategy formulation, implementation, and system change. In his system change work David partnered with David Cooperrider, Professor of Social Entrepreneurship and the developer of Appreciative Inquiry to develop an insight informed “whole system” emergent approach to industry level sustainability. This approach was applied and refined in a number of industries including Magazines, and Dairy. It was also used to launch the multi-yearSustainable Cleveland initiative.
A few examples of innovative engagements include:
- Cathay Pacific Airways – Company-wide transformation that innovated in areas of strategy, cost, service organization structure. Strategy was undertaken at a time when the airline was already very successful but needed to realign to foster continued and increased success. Included aligning the leadership team around a compelling case for change.
- Airline Maintenance Industry – worked with ANA, SR Technic, Northwest Airlines, and American Airlines to learn together how to better integrate safety, quality, onetime performance, and cost effectiveness. Included deep exploration of performance and practices and development dof innovative next practices.
- Walmart Sustainability – partnered with Conservation International and Jib Ellison to formulate, launch, and shepherd sustainability strategy and program. Worked most closely in developing initial strategies and launching efforts in areas of buildings, fleet, greenhouse gas, China, supplier engagement, various sustainable value networks, and a CEO summit.
- US Dairy Industry – system-wide “whole system” summit and transformation effort to reduce greenhouse gas throughout the dairy value chain including growers, dairy farmers, transporters, processors, and retailers. The effort launched by that summit has in a series of ongoing innovations and helped the industry significantly reduce its overall environmental footprint.
David earned a Doctorate in Management, with a focus on social entrepreneurship, at Case Western Reserve University in an innovative program for mid-career executives. David also holds an MBA from the Haas School of Business at UC Berkeley and a BS degree in chemical engineering from Purdue University.
David is co-author and research manager for the book, Flourishing Enterprise, published by Stanford University Press. He lectures at universities in the US and internationally and speaks at conferences and other venues, such as the Academy of Management, Conference Board, and Consumer Electronics Association.
David Witzel is a founder of RASA, the Regenerative Agriculture Sector Accelerator, leveraging new thinking about agriculture and the potential for large scale collaboration to demonstrate and motivate a regenerative future. He is support staff for Erik van Lennep’s amazing Designers of Paradise podcast and editor of The Regeneration Wave newsletter. He is a coordinating member of the Global Regeneration CoLab.
During three years as head of the Innovation Exchange for Environmental Defense Fund he demonstrated new partnership approaches to catalyze rapid and widespread adoption of environmental innovation in business. Focusing on network building and peer-production and using a variety of social networking tools he engaged “doers” to accelerate information sharing, learning, and innovation.
David helped found and spent 14 years at Forum One Communications, a 100-person Internet development company in Alexandria, VA. At Forum One he worked with leading social organizations including the World Bank, Center for Global Development, and PBS.
He is author of “Designing Open Projects: Lessons From Internet Pioneers” released by IBM Center for the Business of Government and co-wrote “Citizen Voice in a Globalized World” for the Global Citizen Foundation.
David has an MPP from the Kennedy School at Harvard and a BS from Texas A&M University. He lives in Oakland CA with his wife Claudia Williams.
Saskia is a devoted sustainability advocate intent on making a difference. She is a social entrepreneur, co-founder of match4action, and a General Manager with years of experience working on collaborative social efforts with vision and engagement.
Extremely knowledgeable of the tourism and travel industry, but also of global environmental and human resources, Saskia lends her commitment and energy to initiatives to improve the world through sustainability, social commitment, and responding to need with action.
Her strong suits are leadership of people, innovative thinking, practical change management, design thinking and business planning, teambuilding, and positive realism.
Indefatigable, and idea-driven, Saskia challenges and questions until the most efficient solution is reach from all angles. Saskia focuses on action and delivery towards the end goal, and is not afraid to make decisions.
Co-founder of OSE Ventures, social venture lab based in Oxford Social Entrepreneurs Society in Oxford University.
Oxford MBA, digital marketer & strategist.
Before MBA, worked at Ogilvy&Mather and BBDO worldwide as digital marketer.
Aso, co-founded NPO Zerogravity&Co, providing arts education and workshops for underserved communities in urban cities.
Grant Holton Co-Founder sustainavistas.org Mobile Technology Startups Agriculture Partnerships Biodiversity for Sustainability Techforgood Networking Business Development inkedin.com/in/grant-holton
Bob Spoer is Chief Enterpreneur for People. A veteran of Silicon Valley search Spoer has recruited business and technical innovators globally for a number of Silicon Valley companies. In addition to LinkedIn, he has worked with Bloom Energy, Trimble and Teknekron. He began his search career with Spencer Stuart based in Hong Kong. “Recruiting for Good”, sponsored by the Linkedin for Good Foundation, enables teams of employees to “crowdsource” the best talent for key executive and technical roles for NGOs on a pro bono basis. It has shown promise as a productive model for cross sector collaboration for hiring as well as professional development and knowledge transfer. Pro bono clients have included the White House Presidential Innovation Fellows, Playworks, Global Network Initiative and Ashoka.
We’re all confirmed. We have a broader ecosystem of allies who have participated in #systemschange.
- CrowdDoing Chief Systemic Change Officer, Bobby Fishkin
- Systemic Change by CrowdDoing
- Skoll World Forum Systemic Change Hackathon
- Skoll World Forum Systemic Change Hackathon
- SOCAP 2015
- Cooperative Advantage
- Fair Share Model
- Match4Action Foundation
- Saskia Verraes on Radical Collaboration
- Karl on Fair Share Model
- What is Cooperative Advantage?
- What are the most potent elements of cooperative advantage?
- What is required to adopt cooperative advantage?
- "Going upstream to prevent harm, a strategy for systemic change", #systemschange by CrowdDoing.world
- "Making the invisible visible to make systemic change feasible" May 22nd 2020, #systemschange
- Alignment Without Agreement- Strategies for Systems Change hosted by CrowdDoing.world
- Systemic Change conversation between Bobby Fishkin of CrowdDoing & Open Innovation Brazil
- Visual summary of hackathon
- Grant Holton's organization
- Bob Spoer's professional link
- Bob Spoer Linkedin
- Grant Holton's linkedin
- Yangbo's Linkedin
- Saskia Linkedin