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Becoming a changemaker Introduction to Social Innovation Quiz

Becoming a changemaker Introduction to Social Innovation Quiz Answer. In this post you will get Quiz Answer Of Becoming a changemaker Introduction to Social Innovation Quiz

 

Becoming a changemaker Introduction to Social Innovation

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Week- 1

Peer-graded Assignment: What’s your problem?

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Week 2: Graded quiz

 

1.
Question 1

People have a tendency to look for the most obvious resources such as needing more money or specialist expertise to solve a problem. Why might this be problematic when starting a social innovation?

1 point

It is often the case that obvious resources like money or specialists are not easily available to us when we start our social innovation, which means we can’t get going.

Relying on money for your social innovation is immoral and unethical as money should not be involved in social innovation.

Trying to raise money is an unnecessary activity for a social innovation as it has access to public and government funding.

Hidden resources are always much better for innovation than obvious resources such as money or specialists.

2.
Question 2
What best describes what appreciative inquiry approach is when looking at how an organization is doing, or to find a solution to a problem?

1 point

Taking an appreciative inquiry approach involves analysing what isn’t working in an organisation, what its needs are and what can be done to fix it.

Appreciative inquiry draws on positive psychology techniques to focus on what is working and helps to identify both strengths and resources.

Taking an appreciative inquiry approach involves seeing how much revenue or profit an organisation is accumulating over a given period of time.

Appreciative inquiry is making sure that people working in an organisation are rewarded when they meet their performance targets.

3.
Question 3
Which of the following is NOT an appreciative inquiry question?

1 point

What three wishes do you have for your community?

What do you love most about your community?

Who are your favorite people in the community and why?

What’s the biggest need your community has?

4.
Question 4

Which of the following is a hidden resource that mothers2mothers identified?

1 point

Private medical clinics in the community that not enough people were using.

Cultural and medical knowledge held by mothers who had been through treatment successfully.

A new use for existing drugs.

Doctors with lots of extra time on their hands.

5.
Question 5
Which of the following might be a hidden or overlooked resource useful for social innovation?

1 point

People driving to work alone in their cars.

School buildings closed on weekends.

A teenager who loves music.

Someone who has been experienced financial hardship, addiction, or violence.

All of the above.

6.
Question 6
What might be an advantage to a changemaker of applying an appreciative strengths-based mindset over a mindset that diagnoses and analyses problems?

1 point

A mindset and approach that diagnoses and analyses problems will take too long and consume more resources so a strengths based approach will be quicker.

A strengths based mindset always results in identifying non-physical resources such as people who might be resources in your community.

A strengths based mindset is more likely to reveal hidden resources and creative opportunities with which to approach problems.

A strengths based mindset is more likely to lead to an accurate understanding of the problem

7.
Question 7
Identify the characteristic of the Street Store model that is not an innovative approach to providing homeless individuals with clothing.

1 point

Open-source files are used to create the street store.

The clothes are donated.

The store does not need a premises.

The individuals are able to select their preferred items.

8.
Question 8
Humanitas is a social innovation that was motivated by a need. What best sums up the need and the innovation that was the response?

1 point

Humanitas helped students find free accommodation in an expensive city and so helped them save money and reduced their future debts.

Humanitas enabled intergenerational community building by bringing together students who needed accommodation and care home residents who needed social interaction in ways that met both their needs.

The students provided free labour to care home residents by doing chores, shopping for groceries and undertaking a multitude of jobs which allowed the care home to manage its running costs better and so helped the residents pay less for their care

Living with the care home residents helped the students to appreciate what getting old was like and made them more sensitive and kinder to older people.

 

 

Week- 3

Peer-graded Assignment: Let’s get uncomfortable

 

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Week- 4

Peer-graded Assignment: Start before you’re ready

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Week 5 Graded quiz

1.
Question 1
What is meant by the phrase “A social innovation changes the rules of the game”?

1 point

This means that social innovations develop and use new technologies.

This is when a social innovation becomes a full-on commercial business and has lost its original premise or reason for existing.

This means when a social innovation has scaled to the extent that it is well-known and sustainable.

This refers to when a social innovation challenges and changes the underlying system conditions that caused the social or environmental problem in the first place.

2.
Question 2
According to François, once you have designed a solution, what is the limitation or disadvantage of only getting feedback on the product or service itself?

1 point

Only focusing on feedback on the product or service means we don’t get to understand how other parts of the system change.

Feedback from users on a product or service is always limited in use as it is so partial and many users don’t know what it is they really want or need.

Getting feedback on a product or service is usually quite resource intensive and takes away resources that could be used to create new innovations.

There is no limitation as the whole point of the Design Thinking process for social innovation is to get feedback and any feedback is going to be useful.

3.
Question 3
What are breaching experiments?

1 point

When you break into a secure system, such as a banking system, to check if its security protocol is sound.

Ascertaining the rate at which whales breach during the migration season.

Disruptions to the normal way of doing things that can cause anxiety due to the systems’ rules being challenged.

A chemical experiment involving salt and electrical pulses.

4.
Question 4
Which definition most closely matches Warren’s definition of a big social system such as an education system?

1 point

A system is a state of affairs that has no boundaries or rules and is therefore unpredictable and chaotic.

A system that is formed due to clear pre-defined sets of rules written by experts.

A system that comes about due to the ongoing series of micro-interactions of people performing their scripted roles.

A system defined by size – such a system is extremely large with many components and stakeholders.

5.
Question 5
What do the five system questions help us achieve if we want to create a social innovation?

 

1 point

The system questions reveal where the funding gaps are so more resources can be directed accordingly.

The system questions help us to find the hidden resources in the system.

The system questions help us map out the social system and the rules that govern it so we can see where deeper impacts of an innovation could happen.

The system questions help us who are the most important people in the system.

6.
Question 6
According to Warren, the fifth system question which asks “why are we doing what we are doing?” is probably the most important of the system questions. What reason does Warren give for this?

1 point

It’s important to ask the why question as having a sense of why you are doing something is very motivating.

The answer to the why question will indicate whether the person is genuine about social innovation.

Actually, it’s not the most important question – they are all important and need to be answered in the order they are presented.

Asking the why question puts a boundary around and informs what will be possible in any innovation.

7.
Question 7

 

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The social innovation example of Humanitas connects students with senior citizens in residential care facilities and is an example of bringing together the needs of students and senior citizens through breaking group boundaries – question 3 of the system questions. Yet, it’s possible to deepen the impact. How does François suggest this might be done?

 

1 point

Asking students and care home residents if the arrangement is working out for them and taking their advice.

Start a publicity campaign to get visibility for Humanitas which will deepen its impact.

Do nothing at all! The innovation is working well and further disruptions might ruin what is a successful project.

Looking at roles of students and care home residents that have emerged to see if there might be more boundary crossing and deeper impacts. For example, senior citizens and students may become co-learners on a programme.

8.
Question 8
What advice do Warren and François give if there is resistance to an innovation in a system?

1 point

A compelling social innovation is likely to be accepted by key stakeholders so it’s unlikely you will get much resistance.

Resistance is indication of likely failure as you need all stakeholders on board at the beginning, so they recommend not wasting further resources.

Systems need to be broken for innovations to happen so innovators should plan for high disruption even if it is relatively painful.

Show empathy, advance slowly and listen to the system as you work on your social innovation.

 

 

Week 6 Graded quiz

1.
Question 1
What is meant by a hybrid organization?

1 point

An organization that has a diverse workforce comprising of people from different backgrounds or coming from different countries.

An organization that incorporates elements of non-profit and for profit entities or services.

An organization that has at least two different types of products or services to offer.

An organization that isn’t profitable and so needs to rely on donor funding.

2.
Question 2
Non-profits, non-governmental organizations and donor-funded entities are increasingly under pressure to show more management or commercial approaches and move along the spectrum of organisational forms. Why is this?

1 point

Employees of non-profits tend to leave as they are paid so poorly, so becoming commercially astute would help reduce employee turnover.

Most donor-funded organizations are inefficient and waste money rather than making money.

 

Ultimately only a fully commercial business is going to succeed in what is a competitive marketplace.

Many donors who invest in a non-profit are concerned about sustainability.

3.
Question 3

How does François define impact investing as a form of funding for a business?

1 point

This is where government steps in to invest in potentially high impact projects such as health or education.

This is where investors are only interested in the social impact and require no economic impacts or benefits.

This is where investors expect above market returns, although social impact would be a bonus.

This is where investors aspire for social and financial value.

4.
Question 4
What three factors does François say need to be taken into account when considering the impact of social innovation?

1 point

Employee satisfaction, customer ratings and media exposure.

The social, environmental and economic impacts.

The profit, sales and revenue figures.

The social, emotional and psychological impacts.

5.
Question 5

Which of the following tools could be used to measure whether a social innovation is achieving the intended effects on the need or issue being addressed?

1 point

Triple bottom line reporting.

Integrated reporting and balanced scorecard.

Cost-benefit analysis.

All of the above

6.
Question 6
How has the Street Store scaled and diffused their model?

1 point

 

By following an open-source approach, they have anyone in the world to open up their own Street Store.

They sold their idea and rights to reuse the brand to a private organisation.

They charged $1.75 million dollars to franchise their idea globally.

They used social media to create awareness of their product.

7.
Question 7

What legal structure has RLabs adopted in order to operate with both a social and business mission?

1 point

Certified B-corp.

It operates as a non-profit exclusively.

It operates primarily as a for profit business entity.

Hybrid non-profit and business.

8.
Question 8

What kinds of financing has RLabs been able to generate because of this legal structure and business model?

1 point

Donor charity funds.

Capital investment through loans or equity from financial or impact investors.

Primarily reinvested profit and surplus funds from self generated revenue.

All of the above

9.
Question 9
Why is it more complicated for RLabs to measure the success of its social innovation than it is for a traditional commercial business?

1 point

People working in social impact organizations tend not to have the accounting and professional skills to be able to monitor how well the organisation is doing.

Social innovation’s impacts can’t be measured as there aren’t the tools or indicators to measure for social impact.

 

It’s neither more or less complicated as both kinds of organizations have goals and it’s relatively easy to see whether they achieve their goals.

A commercial business has a single measure of success – profit – which is more straightforward to measure.

10.
Question 10
How has RLabs’ ability to be largely self-sustaining financially impacted their strategic decision-making?

1 point

It has allowed the organization to be flexible strategically and operationally.

It has allowed the organization to distribute surplus profits to the community.

It has allowed the organization to position themselves to be more attractive to investors.

It has allowed the organization to distribute surplus profits to the RLabs directors to as an incentive to work for the community.

 

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