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Une théorie du changement est un outil qui vous aide à décrire les changements que vous voulez voir se produire et la manière dont vous comptez y parvenir. Plus spécifiquement, elle vous aide à décrire le problème que vous essayez de résoudre, les changements que vous voulez opérer (vos résultats) et ce que vous allez mettre en place pour pouvoir y arriver (activités). Elle est une représentation dynamique et une illustration du comment et du pourquoi il est envisagé que le changement désiré s’opère dans un contexte particulier.
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Background Social innovations in health are inclusive solutions to address the healthcare delivery gap that meet the needs of end users through a multi-stakeholder, community-engaged process. While social innovations for health have shown promise in closing the healthcare delivery gap, more research is needed to evaluate, scale up, and sustain social innovation. Research checklists can standardize and improve reporting of research findings, promote transparency, and increase replicability of study results and findings. Methods and findings The research checklist was developed through a 3-step community-engaged process, including a global open call for ideas, a scoping review, and a 3-round modified Delphi process. The call for entries solicited checklists and related items and was open between November 27, 2019 and February 1, 2020. In addition to the open call submissions and scoping review findings, a 17-item Social Innovation For Health Research (SIFHR) Checklist was developed based on the Template for Intervention Description and Replication (TIDieR) Checklist. The checklist was then refined during 3 rounds of Delphi surveys conducted between May and June 2020. The resulting checklist will facilitate more complete and transparent reporting, increase end-user engagement, and help assess social innovation projects. A limitation of the open call was requiring internet access, which likely discouraged participation of some subgroups. Conclusions The SIFHR Checklist will strengthen the reporting of social innovation for health research studies. More research is needed on social innovation for health.
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There is a substantive amount of literature about collaboration and collaborative work but relatively little that identifies the nuts and bolts of collaborative governance including process, structure, accountability, engagement, and effectiveness. This article is for changemakers encountering challenges with collaborative governance within their work.
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L’adjectif « agile » est désormais employé pour qualifier un idéal d’entreprises dynamiques et innovantes. De fait, deux interprétations de ce terme peuvent être envisagées. La première renvoie à la mise en place systématique d’une gestion de projet en mode agile, c’est-à-dire se conformant à certaines valeurs et principes formulés dans un manifeste. Celui-ci met notamment l’accent sur le développement en cycles courts, le travail en petite équipe, une conception en collaboration avec les clients et l’acceptation bienveillante des changements de besoins. La seconde se rapporte à une entreprise capable de répondre plus vite et mieux que ses concurrentes à des changements environnementaux. Dans ces deux cas, la créativité et la veille jouent un rôle important. Elles permettent à l’entreprise de rester agile en : identifiant les changements environnementaux, alertant sur ses propres routines, envisageant rapidement des réponses pertinentes pour ses clients et, autant que possible, surprenantes pour ses concurrents.
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The aim of this research is to explore the dynamics and impact of open social innovation, within the context of fab labs and makerspaces. Using an exploratory methodology based on 12 semi-structured interviews of fab lab founders belonging to The Centres for Maker Innovation and Technology (CMIT) programme – a network of 170 fab labs located in Eastern Europe – this research explores the impact of an adopting an open approach in relation to the different stages of social innovation (prompts, proposals, prototypes, sustaining, scaling and diffusion, systemic change) as well as social impact. The main results of this study are that while the CMIT programme provided each fab lab with similar initial conditions (identical funding, objectives and rules), the open social innovation approached adopted enabled to give birth to a wide diversity of fab labs, each being very well adapted to the local environment, social needs and constraints and able to deliver social impact in just a matter of years; a result that would be hard to achieve with a centralised top-down approach. The study identified three types of CMITs – Education, Industry and Residential – which could be similar or different depending on the stage of social open innovation. Furthermore, this paper discusses the main difficulties social entrepreneurs encounter as a part of the open social innovation process, as well as means to overcome them. In this respect, this study adds to the literature on fab labs by providing more comprehensive view of the challenges faced by fab labs (and makerspaces) founders, as well as suggestions of strategies enabling to ensure their long-term sustainability.
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These guidelines are issued to advise managers and functional specialists on interpretation of the requirements of the Cabinet Directive on Streamlining Regulation regarding regulatory consultation and to provide tools to support effective consultations throughout the regulatory life cycle.
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Dans le cadre des parcours d’accompagnement et des services offerts par la MIS, nous proposons divers outils afin de soutenir les porteurs et porteuses de projets à fort impact social et environnemental.
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