Etmanski: Create a Container for Your Content

Being on the Board of Skills Society, I find myself wondering how we might get our message beyond our immediate community of supporters.  A common problem confronting most not-for-profit originations.

 

How do we get people to care about something that doesn’t really matter to them?

 

 There are lots of strategies.  The Elevator Pitch.  The One-Pager.  The Brand Message.  The Narrative.  Social Media Strategies.  Flashy Brochures.  All of these are effective to a certain point.  However,  how can the message a person hears be converted into an action they take?

 

For Etmanski, “Presenting the right content in the right container makes it easier for people to do the right thing” (p.64).   For impact beyond the local context, the message needs to inspire people beyond your community of supporters to  contribute to the million small acts of the movement.

 

5 Characteristics of Effective Containers

I crafted questions to  help you evaluate your message and its ability to reach beyond your community of supporters.

  • They are playful and fun.” – Does your message make people feel good?
  • They are non-judgmental” – Does your message blame or guilt the people you are trying to reach?
  • They ignite our imaginations” – Does your message inspire people to think about what is possible?
  • They personalize the abstract” – Does your message articulate how the issue is connected to the people you are trying to reach?
  • They tell a story” – Does your message have characters and a plot?

 

After running your message through Etmanski’s tips, I would encourage you to ask yourself one more question; does your message still have the ring of authenticity or does it feel contrived?

 

Impact: Six Patterns to Spread Your Social Innovation by Al Etmanski is a guide for social innovators to move their idea from localized success to broader systemic impact.

 

 

Podcast Pick: SSIR – Whose Story Are We Telling? (Andrew Means)

Before hearing Andrew Means on the SSIR podcast, I would listen to the stories Not-for-Profit organizations tell about their work and couldn’t help but be inspired.  Hearing the exceptional rags-to-riches story about a person experiencing homelessness that used an NPO’s employment program and now manages a local million dollar company would move me to open my wallet.

Another common narrative is based in data.  After hearing that upon completion of the employment program 85% of participants (people experiencing homelessness) became employed, I became convinced the program is ‘doing something right‘.

Look more closely at the stories and you’ll notice they have two common deficiencies.

First, they fail to link the complex nature of the problem to the need for their program.  As a complex problem, homelessness is multi-faceted with causes sprouting from racism, poverty, abuse, family violence, mental illness, and addiction to name a few.  Are you able to articulate how the employment program addresses some of these broader facets of homelessness?

Second, the stories tell us what has been accomplished in the past but fail to articulate why it matters for the future.  Has the story about the employment program taught us about the ways in which being employed will impact people experiencing homelessness in the future?

Means believes our stories need to go beyond our comfortable narratives to include how the program/organization has impacted the broader systemic context.

Yes. Impact.  When I think about measuring impact I am immediately overwhelmed by where to start while remembering past attempts rife with pitfalls and blind alleys.  But Means believes it’s the key to making progress on complex, systemic, nasty, intractable social problems and he has a tidy little formula to get us started.

World with your organization – World without your organization = Impact of your organization 

Tidy to say. Still messy to do.  Fortunately Means gives us a couple tips and some excellent examples to get us thinking about starting.

Counter-factuals:  provide us with an accounting of what would have happened if the organization/program had never existed.  This would mean asking how many of the participants getting a job after completing the employment program would have landed employment anyway.  Then setting this against the 85%.

Displacement: helps us articulate how our work causes ripples in the broader context.  It might mean asking how many participants getting a job after completing the employment program are filling positions otherwise filled by equally qualified people already in the labour market and setting this against the 85% too.

Granted. Quantifying displacement and counter-factuals can be time-consuming and possibly expensive.  But Means is nudging us towards authentically confronting the gap between what we want to accomplish and what we are actually accomplishing. 

The result will be a community making more informed decisions about contributing towards outcomes we actually want to achieve rather than outcomes we pretend we are achieving.

When we join the crowd at the Annual General Meeting, it is with the expectation that we will hear the stories that make us feel like we are in the presence of something that matters.  But the stories are stuck in a rut.  They have a predictable plot involving the usual characters.  Think the movie Star Wars.

Means is nudging us towards telling more complex stories by introducing compelling storylines and new characters illustrating the relationship between complex problems and our work.  Think the movie Interstellar.

 

Whose Story Are We Telling? Featuring Andrew Means from Stanford Social Innovation Review Podcast