Four best practices for scaling up effective innovations

Community member post by Amanda Fixsen, Karen Blase and Dean Fixsen

What is involved in effective scaling up of innovations in order to achieve social impact? Here are four best practices, drawn from our experience in scaling up human services innovations and programs for children and families. We also provide definitions of the key terms used.

1. Understand the target audiences

Effectively scaling innovations first requires attention to defining the denominator, or population of interest for the scale-up effort, as well as the numerator, or the number of children and families who are receiving the innovation with fidelity and good outcomes.

2. Purposeful design leads to high-fidelity use

Human service systems are legacy systems comprised of an accumulation of fragments of past mandates, good ideas, beliefs, and ways of work that evolved over many decades as legislators, leaders, and staff have come and gone. These legacy systems can be fragmented, siloed and inefficient.

To realize social impact, organizations and systems need to be designed, or re-designed, on purpose to produce and sustain high-fidelity use of effective innovations.

3. Focus on scaling proven programs

Attempts to scale ineffective or harmful programs are a waste of time, money and opportunity, so programs must reliably produce positive outcomes for the population of interest.

Given that we are focused on scaling interaction-based programs that require service providers to use the program within a larger systems context, there is a great deal of complexity involved in “scaling up.” It may be difficult to assess the quality of the program for the children and families who are receiving it, as good fidelity measures for programs are not common.

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Amanda Fixsen (biography)

karen-blase
Karen Blase (biography)

dean-fixsen
Dean Fixsen (biography)

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Learning from Google about inter- and transdisciplinary leadership

Community member post by Janet G. Hering

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Janet G. Hering (biography)

Like most engineers, the Google leadership had assumed that the leader of an engineering team must be at least as competent technically as the members of the team. As Laszlo Bock described in his 2015 book Work Rules!, however, a data-driven assessment disproved this assumption. The counter-intuitive result of “Project Oxygen” was that having “important technical skills that help advise the team” only ranked number eight in the list of key attributes differentiating the most from the least effective managers.

This is very good news for leaders of inter- and transdisciplinary synthesis projects since it’s highly unlikely that these leaders could have all the subject expertise relevant to their projects. If subject expertise is not the most important characteristic of leadership, then what kind of expertise should leaders have and what kind of roles do they play? How important are leaders and leadership in such synthesis projects? Continue reading

Impacts of social learning in transformative research

Community member post by Flurina Schneider, Lara M. Lundsgaard-Hansen, Thoumthone Vongvisouk, and Julie G. Zähringer

flurina-schneider
Flurina Schneider (biography)

How can science truly support sustainability transformations?

In our research projects we often find that the very process of co-producing knowledge with stakeholders has transformative impacts. This requires careful design and implementation. Knowledge co-production in transdisciplinary and other research leads to social learning and can make a difference in the lives of those involved. Continue reading

A primer on policy entrepreneurs

Community member post by Jo Luetjens

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Jo Luetjens (biography)

In the world of public policy, it is interesting to consider how and why particular policy ideas catch on. What is it that makes some ideas succeed and others fail? By examining the role of policy entrepreneurs we may come closer to an answer. In making policy change happen, what – and who – are policy entrepreneurs? Why are they important? What strategies do they use to effect change? And finally, what are the attributes of a successful policy entrepreneur?

The what

Policy entrepreneurs are energetic people who work with others in and around policymaking venues to promote significant policy change. Continue reading

Values, confidence, and time: What researchers should consider when engaging with civil society organisations

Community member post by William L. Allen

william-allen
William L. Allen (biography)

When researchers want to engage or work with groups outside universities—especially civil society organisations—what should they consider as part of this process?

Civil society comprises organisations—large and small—that are outside of the public and private sectors. These include non-governmental organisations, charities, or voluntary groups.

Three lessons emerged from asking civil society organisations what they would tell academics who want to work with them: Continue reading

Pro-active learning to improve interdisciplinary processes

Community member post by Laura R. Meagher

Member of Board of Governors
Laura R. Meagher (biography)

I am a firm believer in looking at interdisciplinary collaboration and knowledge exchange – or impact generation – as processes. If you can see something as a process, you can learn about it. If you can learn about it, you can do it better!

I find that this approach helps people to feel enfranchised, to believe that it is possible for them to open up what might have seemed to be a static black box and achieve understanding of the dynamics of how nouns like ‘interdisciplinarity’ or ‘knowledge exchange’ or ‘research impact’ can actually come to be. Continue reading