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1. Weaving Social Innovation Communities During Times of Disruption

   Goldstein, Bruce Evan (March 2021, Social innovations journal)

   In a time of disruption, how do our social innovation organizations maintain the enabling conditions for productivity, commitment, creativity, and purpose? In this article I summarize the practical wisdom shared with me during twelve online dialogues convened from 2018 to 2020. Highly experienced and effective network designers and facilitators (“netweavers”) discussed how they addressed challenges to their efforts to pursue social justice and ecological and economic well-being while working remotely within collaborative learning networks. I provide their own verbatim advice on how to catalyze creativity and impact within a highly dispersed innovation community, and offer 27 actionable steps organized under four headings that address: (1) how to show up in your organization, (2) how to organize so governance and creativity becomes self-generating, (3) how to manage your organization over time, and (4) how to manage during shock and stress. These ideas can help sustain the ability of your organization to pursue effective strategies to address seemingly intractable problems, adapt to changing conditions and new contexts, scale innovation, and respond rapidly to crisis. 

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2. Maintaining Innovative Potential Over Time

   Goldstein, Bruce Evan (March 2021, Social innovations journal)

   How can you maintain your community’s social innovative potential over the long term to devise new approaches to intractable social-ecological problems, adapt to changing conditions, and scale innovations to catalyze systems change? Leadership practices that foster capacity to generate fundamental social innovation were identified by highly experienced designers and facilitators of learning networks during a dialogue series on how to maintain lively, generative innovation communities held from 2018 to 2020. In their own words, I offer their advice on how to choose an appropriate suite of innovations through co-work that both probes the system for opportunities for change and pursues harder-to-achieve leverage points for change by building on short-term innovation. I also offer their insights into how to engage your community member’s innovative potential over time and how to generate useful rapid feedback to stay aligned with your goals using measures that enhance your community’s capacity to self-assess. This can both hold the organization accountable and build capacity for self-governance. In my commentary, I suggest how this practical wisdom concretely applies ideas about systems change to the challenges of organizational leadership. 

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3. Know It When You See It? The Qualities of the Communities People Describe as “Diverse” (or Not)

   https://doi.org/10.1177/15356841221108901  

   Abascal, Maria; Ganter, Flavien (December 2022, City & Community)

   We explore what people mean by “diversity” when they use the term to describe real communities. “Diversity” can refer to multiple differences—ethnoracial, economic, and so on. It may also refer to multiple dimensions of the same difference, that is, heterogeneity or group representation. Analyzing a survey of Chicago-area residents, we ask: (1) When people describe a community as diverse, on which kinds of differences are they drawing? (2) Within each relevant difference, are evaluations of diversity predicted by heterogeneity, the share of specific groups, or both? Findings suggest that respondents associate diversity primarily with a community’s ethnoracial attributes and secondarily with its economic attributes. Within ethnoracial attributes, both heterogeneity and the share of disadvantaged ethnoracial groups, especially Blacks, predict assessed diversity. Within economic attributes, income inequality predicts assessed diversity, albeit negatively; the representation of poor people does not. Qualitative responses reveal varied understandings of diversity while confirming the dominance of ethnoracial attributes. 

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4. Jumpstart Virtuous Cycles Within Social Innovation Communities

   Goldstein, Bruce Evan (March 2021, Social innovations journal)

   Strong leadership is crucial to fostering social innovation, and yet successful social innovation organizations are often those in which leaders do not play a dominant role. This is made possible by leadership practices that activate a community’s self-organizing and self-guiding potential. In this paper I share some of these effective practices, which were identified by highly experienced designers and facilitators of learning networks during a dialogue series on how to maintain lively, generative innovation communities held from 2018 to 2020. I provide advice from the netweavers in their own words, along with my commentary on how to create this potential by initiating and maintaining virtuous cycles of exchange and reciprocity, where group members could “pay it forward” without directly expecting something back every time. Many of these leadership practices are simple actions that are common sense practices in our personal lives but often absent in the workplace, such as creating a welcoming environment, assessing what people wanted to give and receive, being the first to give your members something valuable, calling attention to their successes, and underscoring the value that you provide them every time you interact. One powerful way to foster reciprocity that they emphasized was to organize semi-autonomous small-team activities, or co-work. While co-work can and should accomplish useful outcomes, its greatest value may be in how it maintains necessary coherence and coordination while contributing to building ownership and autonomy that supports an organization’s capacity for self-governance. 

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5. Community Infrastructuring as Necessary Ingenuity in the COVID-19 Pandemic

   https://doi.org/10.3102/0013189X20957614  

   Greenberg, Day; Calabrese_Barton, Angela; Turner, Carmen; Hardy, Kelly; Roper, Akeya; Williams, Candace; Herrenkohl, Leslie_Rupert; Davis, Elizabeth_A; Tasker, Tammy (September 2020, Educational Researcher)

   We report on how one community builds capacity for disrupting injustice and supporting each other during the COVID-19 crisis. We engaged long-term community partners (parents, their youth, and local community center leaders) in on-going conversation on their experiences with the pandemic. We learned with and from community partners about how and what people in communities most vulnerable in this crisis learn about and respond to COVID-19 in highly contextualized ways, individually and through extended family groups and trusted social networks. We report on how they put understandings towards educated, organized, urgent community infrastructuring actions within informal coalition networks. We explore these actions as necessary localized responses to systemic neglect from dominant institutional infrastructures during a global pandemic. 

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