Transcript Selling a Product or Service

Social Capital in Theory and Practice
ENVIRONMENT
SOCIETY
ECONOMY
What will I tell?
• Background – Me
• Why Social Capital
• What is Social Capital
• How to develop Social Capital
• Future trends in social innovation and social
entrepreneurship
Who am I?
•
•
•
•
•
•
Born in the north
Sports
Mountains
Business
Culture
Work
2015-07-17
Externa relationer
Why focus on the social dimension in
development of society ?
Great challenges that only could be solved
togheter....
What is social capital about?
“Your corn is ripe today; mine will be so tomorrow. This is profitable
for us both, that I should labour with you today, and that you should
aid me tomorrow”
(David Hume, A Treatsie of Human Nature, 1740)
but also..
Social capital is the glue that holds
societies together and without which
there can be no economic growth or
human wellbeing.
Christiaan Grootaert Social Capital, The
missing link, 1998, World Bank
Herbert Simon (1916-2001)
“It is hard not to conclude that
social capital produces about 90
percent of income in wealthy
societies like those of the United
States or Northwestern Europe.”
(Herbert Simon Nobel Prize Winner for Economics ‘UBI
and Tax Rates’ 2000.)
A common definition
of social capital
Networks together
with shared norms,
values and
understanding that
facilitate co-operation
within or among
groups of people
(Office for Economic Co-operation and
Development (OECD)
Trust – The fabric of social
capital
Trust between individuals becomes trust between
strangers and trust of a broad fabric of social
institutions; ultimately, it becomes a shared set of
values, virtues, and expectations within society as a
whole. Without this interaction trust decays; this
decay begins to manifest itself in serious social
problems…
(‘The Necessity of Politics’ Beem 1999: 20)
Elements of Networks
• Bonding – within groups or communities, characterised
by strong connections (families, ethnic groups, clubs,
etc.)
• Bridging – horizontally across boundaries, characterised
by weak links (interreligious, interracial,
intergenerational, across wider social networks)
• Linking – weak links made vertically between
relationships of power (e.g. class structure)
Strengths of Social Capital
• Compensate for low levels of other capital (human, physical,
financial)
• Reduce conflict between different communities (excess bonding
social capital will achieve the opposite increasing the cost of
regulation and control across community boundaries)
• Reduce crime
• Increase educational achievement
• Higher economic performance
• Higher levels of happiness
• Better health
The more social capital people have access to the
better they perceive their health.
– Those who take part in social activities consider their
health better than non-participants do.
– Those that have great trust in people perceived their
health as good.
(Social Capital in Finland, 2000)
Social Capital Thrives on
• Ownership, equality & collective identity
• Transparency & information exchange
•
Collaboration on common goals & participation
•
Mutual trust and reciprocity
•
Informal interaction
•
Openness to new ideas
• Access to positions of power and influence
Social Capital in Practice
Västra Götalandsregionen –
(Region West Sweden) Facts
• Largest region in Sweden
• 4 subregions – Responsible for Economic growth
programs
• App 1 500 000 people live in West Sweden
• Gothenburg main town – App 500 000 people
• 49 Municpalities, out of 290 in Sweden (local governance)
• Organised work devoted to the social economy started in
2001
• According to the regional guidelines the significance of
the social economy and its protagonists must be brought
out clearly in all strategic development work and in the
implementation of Vision Västra Götaland
• 14) Joint action with universities and schools ..”The
concept of social capital and the knowledge around its
significance for development and growth should continue
to be highlighted by means of concrete studies and
development projects in the collaboration between, for
example, municipalities and the higher education sector.”
Dynamic Growth Capital
In the beginning there was an idea about
people as the main resource…
Now it develops into an interactive knowledge
and learning platform – It took some time…
Dynamic Growth Capital
Aims
1) To increase the knowledge about social capital
2) Create a modell to be used in the rest of west Sweden
for work with related issues and in similar
organisation form (From analysis to implementation)
Structure of project
• Participants:
• Västra Götalandsregionen (Region of West Sweden)
• School of Business, Economics and Law at Gothenburg
University
• Four municipalities in Region West Sweden participated
• Swedish ministry of Enterprise, Energy and Communications
• Swedish Association of Local Authorities and Regions
View of process Nov 2006 – 2010
Seminar 1: March 2007
(research oriented)
Seminar 2: Sep. 07
”Social capital in four
municipalities” – Resulted in
suggestions on
”microprojects” among the
actors
Decison on
”microprojects” among
actors
Example: Social networks
and its influence on
business climate +4 other...
Seminar 3: June 08
Seminar on business climate
School, Health,
and EU,
Seminar 4: March
09
”Entrepreneurship
and Tourism”
Project in
practice......
Seminar 5: May
”Groups outside
the power of
networks”
Conference Urban Policies &
Social Capital September 24-26
Work process in the platform
• The project group meets every other month (7-10 people) –
Discussion and issues are adressed
• University makes a study of a choosen issue by the municipality
• Meanwhile a seminar is arranged in a local arena (municipality, region)
for spread of information when the study is finished.
• The local arena has the responsibility of inviting people from its
surroundings – Businesses, Associations and Locals are invited
• Marketing of results – Reports are spread through media, webs and
through printed material.
Micro projekt as method
• Center of Innovation –
Business network
• Civic Sector as resource – 12
workshops
• Social Sustainability in School
• Development of Tourism
network
• Public Health Project
• Ethnic minorities as resource
Our defintion of social capital – It took some time to
come to agreement among many actors!!
• Social capital exists between people and develops with
time – It`a about relations
• Social capital is expressed through trust that is created in
relations among people – Makes it agile
• Social capital is a resource which is built in action
www.connectsverige.se
A future model Municipality of Vårgårda – Based on diagnosis
Local Authorities
Resources are build
and enhanced
through
co-operation
Resources
In civic sector
Basic Knowledge in School
Competence in Business
Civic sector
Business
”Bridging silos” – a means of transfer of ideas and
knowledge between and within groups
• Example: ”Microproject Business climate in Vårgårda”,
seminar on Business climate
• Next microproject ” Social Entreprenuership and
Tourism” Seminar on Social Entreprenuership and
Tourism, earlier participants are invited to a new seminar
”Microproject ”
”Microproject”
”Microproject”
- Participants and knowledge is transfered to next seminar•Se. Business Cl.
Se. Social Entre.
Se. Outside power stru.
Challenges in building social capital
• We have to act?
• It`s about eating ice-cream
• You must be concrete?
• I do not feel comfortable with this concept?
• Language - Norms are hard to challange – Icehotel!!
• They are to negative on the list!
www.connectsverige.se
Value
Business Value - Income
Value of:
Identity
Happiness
Inspiration
Ethics
Community
Resources
Different roles, different
language, goals and expectations
–
Building social capital in a local
environments is about canalizing
expectations into mutual benefits
Resources
Guidance in working with SC
 What makes SC concrete! (Easier to invest in a house!)
 Storybuilding (Roskilde, Langenegg, Here We are,
Trangsviken)
 What values do you have?
 From resources to capital – awarness is the answer
To measure and to make social capital
concrete
‘What a
community
chooses to
measure has a
tremendous
impact on the
quality of life
of its
members”
(North West
Policy Center,
Seattle, USA)
‘Measuring’ Social Capital to …
• Make visible what is currently invisible
• Highlight the value human relationships
• Explore the quantity and quality of relationships
• Put numbers to soft outcomes in order to benchmark
• Move from anecdotal to strategic and replicable
• Develop Action Plans to begin investing strategically in
social capital
Changing Community Landscapes…
• Matrix showing social capital (3 elements) against
ACTIVITIES…
• Stakeholder map - RELATIONSHIPS…
• Social capital questionnaires before and after
CCL…completed by community
• Post-CCL project look at changes in norms/values;
trust/reciprocity; networks…
• Report…
• Case study…
ACTION POINT
DATE ACHIEVED
(to be completed
by NIDOS)
OUTCOMES
RESPONSIBILITY
Develop a Network Handbook, to be updated every
3-5 years. [Info on Committee’s roles and external
networks. Info on conflict resolution (case studies of
mutual support, achievements of working groups,
members, etc)]
Extending knowledge of Norms & values. Connecting
past and present to proactively allow growth in norms
& values enabling opportunities to remain flexible and
learn.
NIDOS staff and temporary
working group.
Introduce options for Network to be involved in
decision making process [Transparency of process,
how decision was arrived at, possibly using ICT.]
Increasing opportunities for equity and collective
ownership, maximising social network development
opportunities of ICT (bridging, bonding, can be
extended once initial face-to-face contact is made).
NIDOS staff with support
from ICT specialist (from
Network if possible).
Encourage members to support each other
[Collective / joint activities e.g. a common resource
library (photos, videos, news articles, information on
members awards); campaigns like Make Poverty
History]
Increased reciprocity can lead to increased levels of
trust. Target of 5% per year increase in levels of trust
for next 3 years.
NIDOS staff and working
group.
Provide access to strategic stakeholders [Increase
links to external agencies by increasing Associate
Membership]
Increasing opportunities for linking to take place
Management Committee &
staff.
Investigate the possibility for more sub-groups and
more sub-group activity
Increasing opportunities for bridging to take place and
informal information transfer
NIDOS staff
Develop or revisit marketing strategy for external
(public) and internal (Network) audience. [Use
information from resource library to reinforce
Network Handbook messages, promote collective
identity].
Increasing collective understanding and ownership of
aims & objectives via knowledge. Highlight
opportunities for reciprocity via partnership working.
Working Group
Where are we going? ”Mission drift into the
future”
Trends in society supporting SC development
• Tällberg Foundation
• World Economic Forum – Klaus Schwab
• SKOLL – Foundation – Jeff SKOLL
• TRUST network USA
• NEXT Generation (Howard Buffet, Michael Young)
• World Business Council of Sustainable development
• Clinton Global Initiative
• Social Capital Markets (Impact Investments)
Definitions social innovation – Social
entrepreneurship...
Profit + Social / or, and social aims
• Muhammad Yunus = Social Entrepreneur
• Mikrofinance= Social Innovation
• Grameen Bank= Social Business
Future business areas
•Ageing populations - which require new ways of organizing
pensions, care, mutual support, housing, urban design, mobility
and new methodsfor countering isolation.
•Growing diversity of countries and cities – which demands
innovative ways of organizing schooling, language training and
housing
• Rising incidence of chronic diseases such as arthritis,
depression, diabetes, cancers and heart diseases (which are now
chronic as well as acute). These demand novel social solutions as
well as new models of medical support.
Here We Are
The Issues Facing Cairndow in 1998
•
•
•
•
Lack of housing
Insufficient workers to fill jobs
No opportunities for further education
Lack of centre to encourage tourists to stop and
learn about Cairndow
• Lack of knowledge of local history
• No awareness to alternatives (e.g. renewable
energy sources)
Here We Are
• Set up in 1998 to CONNECT
Cairndow’s past, present and future
and share it with the community and
the incomers
• Inter connected activities, for and by
community, land, homes, history,
local resources
• Built a community centre beside the
famous Loch Fyne Oyster Bar to act
as a focal point of activity.
• Launched Scotland’s first
community owned biomass plant,
opened by Minister for Energy Jim
Mather
• Created 14 jobs and sustained a
further
From the
Favela
Painting
Project, Brazil
www.boomerang.nl/f
avela/
Biosfärsområdet Vänerkulle
http://www.strategybusiness.com/article/11110?gko=64
e54&cid=20110222enews
Final Thoughts
• Social Capital brings a new way of looking at the challenges that
communities face and provides a lens which values human
relationships and makes currently invisible resources visible
• It provides a common language to explain why we are doing what
we are doing
• Helps put numbers to soft outcomes
• Can provide a framework to help replicate successes
– Look to introduce activities which help make community
boundaries porous and allow access to new resources (bridging
& linking)
– Indirect and informal activities are excellent ways to build
reciprocal interaction and trust
“The
real challenge is not to construct
buildings, nor putting a man on the
moon, but to deal with human nature “
- Björn Grinde, Chief scientist Public Health
Norway