We just did another webinar on Bright Spots with Cuyahoga Arts and Culture in Ohio. Check it out!
In this month’s Stanford Social Innovation Review an article called “Innovation Is Not The Holy Grail” quite persuasively challenges the fervor around innovation. They assert that innovation has become an ideology, perceived as the panacea for all that isn’t working, when in fact the evidence shows that most of the value created by social sector organizations “comes from their core, routine activities perfected over time.” This is exactly what we found to be true in the bright spots research. Those organizations who were exceeding above the norm were inventive, but they weren’t reinventing themselves all the time. Rather, they were refining and improving on the basics to an extremely high level. One person we interviewed expressed exasperation over the focus on innovation, saying, “lots of little adjustments…that’s how great people do great work.”
The authors of the SSIR article point out: “Oddly, it is often the scarcity of organizational resources in established social sector organizations that legitimizes the argument for more innovation. But this argument is based on a wrong and dangerous assumption that innovation creates more bang for the buck and constitutes a development shortcut, solving big problems faster.” In other words, innovation is just like the latest fad diet that promises you can lose weight and still eat hamburgers every day. Unfortunately, the “wicked” challenges that the social sector is trying to solve do not, by and large, have a magic bullet solution.
The article is worth reading in its entirety, as they provide a number of suggestions for alternative ways of thinking about how to make innovation a more productive part of organizational practice. My favorite: “Treat innovation as a process, not primarily as an outcome.”
In late March we heard that the Mingei International Museum was using the bright spots framework as a way to understand their success. Now, they are using the report in their planning on an ongoing basis. Cathy Sang, Director of Marketing & Development says:
…we have continued to use the Bright Spots Report as part of the Museum’s long-range planning process. In addition to using it as a resource in the preparation for and discussion during the Management Team’s day and a half of meetings in early July to kickoff planning for FY2014 and beyond (we just started our FY13 this month), the Executive Committee of the Board of Trustees read and discussed the report over the past few months and led an hour-long discussion with all trustees at the conclusion of the July Board meeting based on some of the questions from the report’s discussion guide. Witnessing the trustees’ engagement with the subject matter and with each other was a truly exciting and rewarding experience….I believe the Board now wants to include discussion of an aspect of the Bright Spots report at the end of each Board meeting (as another organization has reported on your blog that it is doing).
We are hearing more and more from organizations who are both using the report to explain their brightness, and at the same time finding that it provides helpful insights on how to increase their brightness.
The Washington Chapter of the AAUW hosted a bright spots conference! We’re excited to see how bright spots resonates outside of the arts and culture. We also love that this connects bright spots with equity, an issue that is near and dear to our heart at Helicon (see our report on equity in the arts sector, Fusing Arts, Culture and Social Change). More substantive posts on this to come.