Education - Social Innovation in CSR

This is a story of social innovation that became a part of Corporate Social Responsibility (CSR) of Tega Industries, Kolkata, India.

Workers' Training is the theme of the story, which started out as an experiment, maturing into a full grown CSR (Corporate Social Responsibility) activity.

What prompted the Experiment?

For years we have been led to believe that workers are to be trained in the work they do in the factories. The concept is based on the inaccurate understanding that both work and workers are something similar to machines since a factory tends to work like a machine day in and out. Therefore, their work can be reduced to some simple steps and techniques that are teachable through standardized methods.

Therefore, the courses and training so far imparted to workers have been very dry, technical and often boring in nature, for instance, how to operate a lathe or a press or how to weld and cut etc.

No doubt it is important for a worker to learn the basic tricks of the trade. But somehow on the way we forgot that a worker belongs to the human kind and is not a robot designed to perform boring and repetitive work hours on end. The worker like most humans would want to know the why, what and how of most things and thereby derived the necessary self esteem to live, respect others and understand the interdependent connections they have with others. 

We also forgot that with the growth of technology and innovation humans have become appendages to the machines they work with. That is the design of the machines slowly and surely over time evolved to be free of human interferences operating with some sort of machine 'intelligence'. Examples abound. Humble lathes have transformed into CNC machines. Welding is no longer dependent on human skills of weaving, moving and lifting but on fine controls of welding pugs and automated machines, and so on...

What does that mean?

It means that the tedium of repetitive work has now been taken over by machines liberating the human spirit in search of something beyond themselves. They can now create value through various interactions and dialogs created in the context, employ technology in more skillful ways and understand the why, what and how of things to improve further.

It also means that never before in the past 200 years of our industrial age society, workers got opportunities to raise their real self esteem, respect the skill and contributions of others and realize that they and their work are all interdependent part of something much bigger than what they can individually produce.

Issues considered in design of Social Innovation

There were four more issues that informed our design of the new approach to educating workers in the context of of present reality. These were:

a) People learn best from each other and through their own work than they ever learn through teachers. In this process only skillful 'facilitation' helps. For example, in the initial years of computer literacy in India, people learned from each other not from established institutions and officially designated teachers. This is the single most important factor that helped fuel the computer revolution in India till the "burden" of making people literate has now been hijacked by mushrooming technical colleges imparting computer education.

b) At no point of time in the last 20 years has foreign investment – direct and portfolio – exceeded 10 percent of our domestic investment. Our growth is due to our domestic savings which is again predominately household savings. Our housewives require awards for our growth not any western fund manager. It means that if the earning capacity of the workers can be increased in real terms then a company actually contributes to the national growth in ways apparently unseen. To my mind this is the real cost benefit of conducting a CSR activity where for a very small cost both the company and the nation benefit multi-fold.

c) In India, families are organized while governments disorganized. Organized family has been the mainstay of Indian civilization, culture and national wealth. So, can our course be designed to strengthen familial bonds to strengthen the economic base of the nation.

d) As a civilization, Indian culture places a lot of importance on 'learning' to the point of reverence and considered as a prime component of life and living.

With these in mind we set about designing an appropriate course for the workers with an eye to life long learning supported by the company.

The Practical Solution

The structure as it evolved centered around 4 main subjects, which were the following:

a) The practical applications of Science and Maths with an aim for self discovery by the participants in their daily work.

b) The practical application and use of English language with the objective of enhancing self esteem and understanding issues involved in their environment much of which were built on the use of English.

c) Skill enhancement to not only apply computer applications in a practical manner in their field of work but also to assist their supervisors in computer related work.

d) Personality and attitude improvement through understanding and discovering the self and eliminating weakness in personality and attitude through self rewiring of the brain. For this the method of 'graphology' was introduced and applied. 

Anyone willing to undergo the course was registered for the course. The company provided the necessary space and resources. However, each worker invested two hours of their own time for five days a week to undergo the program. The program has three levels of difficulty to master where a year for mastering each level was given to the workers. 

Four skilled facilitators leading 'authentic' lives took up the challenge to engage in movement.

Results

This pilot course is now two years old and the results have been more than astounding. Some of which are the following:

a) The workers self organized themselves to install a new machine in three days time before the engineers of the manufacturer could arrive at site for installation. When the service engineers arrived on the scene they were taken aback by the accuracy of the installation, which would have normally taken them five days to achieve.

b) All the workers showed marked improvement in their performance and quality as evidenced in structured surveys conducted by the company to monitor the progress and effectiveness of the training.

c) Many were found to operate computer applications to keep track of their own work and assist their supervisors in creating and maintaining production records.

d) Many found themselves in the permanent role of the company thus enhancing their pay and benefits that largely contributed to enhanced savings for their families. For some workers the average household 'savings' have doubled in two years time.

e) Large number of small innovations were done by these workers in a self organizing manner.

f) Many reported improved marital and family relationships that enhanced their internal motivation at work and living. There were many specific cases where participants were able to come out of emotional confusion, depressions, emotional distress and stress, migranes, effects of traumatic childhood expriences and personal limitations thereby leading more happier and productive lives.

g) Over 60% of the participants reported increase in household savings in real terms as compared to previous years without any real increase in wages compounded to an average inflationary rate of around 10%. 

h) And 100% wanted to continue the education for more years and even thought of converting it into a personal life long effort.

The moral:

Traditional workers’ training is 'physical' in its form and function. This new program addresses the issues of learning and improvement of work, life and living from the 'mental' and the 'spiritual' planes of human existence. If the results are any indicators, the way it has unfolded; the approach of addressing human issues and problems from the human spirit holds promises to redesign for the better many of our human activities in the future.

 

Rapidinnovation - The Principles

The fundamental or guiding principle behind Rapidinnovation is rather simple. It is the practice of 'Non-perfection'.

Given that the objective of any problem solving is to harmoniously adapt to a given set of emerging realities the way to do it elegantly is to innovate or change by modifying existing relationships.

The intent of Rapidinnovation is to help us solve problems, improve or change existing situations, help people improve their lives, deepen our understanding of the world around us and to create in us the ability to change relationships for the better in a holistic manner thereby making life meaningful and worthwhile.

How is this done?

This is done by balancing the inherent 'imperfection' in a given set of mutually interdependent relationships in the present. (Refer post on Rapidinnovation)

Hence the simplest way the fundamental principle of Rapidinnovation can be expressed is as follows:

"Balance imperfect relationships in the now to innovate and harmoniously adapt to new emerging realities"

It is not a theory. It is a practice. Expressed in a word it is the practice of 'NON-PERFECTION'; highlighting the fundamental principle of Rapidinnovation.

The rationale of this practice is logical linked and based on certain principles, which are as follows:

1. While everything seems to have an unique identity, nothing ever exists by itself. Indeed its identity is only relevant in its relationship to other things illustrating the principle of non-self. Hence, everything is in a state of connected web of multiple interdependent relationships with many other things. Such interdependences create relationships that "move" in time and space paradoxically helped by sets of opposing relationships. 

2. Every relationship has a quality to it that changes with space, time and changes in specific quantities in the elements that make up a given set of relationships.

3. All interdependent relationships are becoming, i.e. changing their states over time and space. There is no fixity about any relationship. Hence all relationships are 'interbecoming'. That is when something is 'becoming' other relationships associated with it also start 'becoming'. Change one relationship; other relationships also start to change. Such changes are triggered by constantly changing reality. This illustrates the principles of 'non-being' and 'interbecoming'.  Therefore, what was once a perfect relationship in the past can become "imperfect in the now" ('imperfections') under changing reality.

4. Such 'imperfections' pose as problems in adaptation for some, many or all. Such problems impede continuity of purpose or flow of relationships. Hence 'imperfections' in the relationship are precisely the problems to be addressed in a given context.

5. Therefore, design innovation would entail balancing out such imperfections. That would create a new set of relationships based on the paradox of opposites, thereby enabling a set of relationships to adapt to new realities.

6. Balancing out imperfections involve conscious creation of deeper level of human understanding that is contextual in nature. This might only happen in a state of "non-fear" of the mind since it is fear of many types that forces a human being to cling to previous levels of understanding and experience, which on most occasions prove fatal. The basis of new understanding is 'praxis'.

7. The product of such 'balancing' might be an artifact, system, rules, practice, method or simple change in paradigm, or change of understanding.

8. The method of creation of such balancing 'products' is called Design Innovation. It has two parts -- 'exploration' (i.e. creation) and method of 'exploitation' (i.e. how it is to be used). A proper balance of exploration and exploitation brings about the desired 'harmony' of adaptation which has three specific purposes, namely, Reliability, Availability and Performance (as discussed in the blog post Rapidinnovation).

9. The efforts needed to innovate would last or continue till new realities take shape initiating new 'imperfections' to take shape. One has to be mindful of emergence of new imperfections. The method to achieve that is viewing the web of interdependent relationships in a 'non-mind' state - a state of mind that is free of all assumptions, suppositions, presumptions, unnecessary beliefs, notions, prejudices, concepts, anxieties and fear.

 

Next Blog:--> Rapidinnovation - The Non-Process

Rapidinnovation

In my previous post I promised to introduce Rapidinnovation -- a school of practice on innovation, which exists but not made know to the world so far. I feel the time has come to reveal this school of practice.

For the last 31 years I have been solving problems in engineering and manufacturing industries. Though it wasn't exactly the profession I started out with but over time the love for solving problems snowballed into an insatiable passion. Soon the passion overflowed and spread to almost all areas of various types of manufacturing industries working on a variety of difficult, wicked and seemingly unsolvable problems.

Unique solutions were found that gave stakeholders benefits year on year. But there was something that was odd. The way the problems were solved did not match any of the existing methods and so called processes of problem solving and innovation. It did not follow BPR (Business Process Reengineering) techniques. Neither did it use Six Sigma or TQM (Total Quality Management) tools. Nor did it apply tools of TPM (Total Productive Maintenance) or TOC (Theory of Constraints). Neither did it completely resemble Systems Thinking or Design Thinking nor did it completely follow the traditional lines of CBM (Condition Based Maintenance) and RCM (Reliability Centered Maintenance) for addressing or solving machinery failures and problems. 

Soon, I understood that there was something unique in my Rapidinnovation practice, something "unnamed". It is definitely working in some way to which I could not put my finger upon for a long time. But the point was it was giving nothing less than outstanding results all the time. My teacher and mentor Prof Henry then named it Rapidinnovation, where the acronym stood for Reliability Availability and Performance Improvement through Design Innovation (Rapidinnovation).

That more or less defined the purpose and the approach in broad brush strokes. The purpose of innovation was clear. Any product of innovation, whether soft or hard must be reliable for the intended purpose (must not fail while working), must be available to perform for the desired time and also provide the desired Performance (for example, protect ecology, ensure safety, ensure value, alleviate sufferings, improve productivity etc..). And the approach to achieve the objectives would be through Design Innovation or Design Thinking. 

The area of application was also clear, which is as follows:

Innovations must be based on the 'NOW' (N). Innovation must be based on 'Present Failures' (F). Innovation must solve some 'Present Problems' (P). And NFP innovations must be guided and informed by reality. Otherwise it is mere distorted thinking or imagination to cover some unreal risks.

Looking more closely, I soon realized that it is different to all other schools of thinking on innovation. The difference was that while other schools insisted on specific tool set, techniques, processes Rapidinnovation was based on a few principles. The other important difference was stress on human understanding. While other schools of thought grossly ignore this aspect of development of human understanding which is the corner stone of Rapidinnovation approach.

To summarize, the important issues of Rapidinnovation are:

1. It is based on the basic premise of 'interconnected' and 'interdependent' whole.

2. It is based on a few principles of "becoming", "flow", "balance" and "change of states".

3. It is based on the development of human understanding rooted in 'non-fear' rather than heavy use of tools and techniques

However, it does not do away with domain knowledge expertise though at the same time it urges one to do away with firmly held notions, ideas and pet theories, which when often repeated exhibit hidden fears rather than confidence to make sense of reality, so essential to problem solving and innovation. In brief, it strongly discourages Fear Induced Innovation (FII).

There is another thing. Innovation is not only about 'exploration' that seeks new perspectives and ways. After an innovation is designed, implementing and putting it to proper use is 'exploitation'. Exploitation is doing routine things efficiently whereas 'exploration' forces us to think differently. So the two parts of innovation are 'Exploration' and 'Exploitation'. For balance, both are equally needed. One can't be separated from the other.

Since we need both Exploration and Exploitation we need both the skills of the left and the right brains. We need to think in both parts and the whole. We need explore as well as exploit. We need to be effective as well as efficient. 

Clearly we have now come to the ''inclusive'' age not the age of excluding this or that or trading this for that or insisting on 'one true way' or exhibiting 'holier than thou attitudes'. It is therefore time to get free of jargons and sound bites (efforts to create sort of myriad 'self identities') of all sorts and focus on what needs to be done to get inclusive results that help many. This is because Ideas and concepts of 'exclusion' do not resonate deep within and stir the human soul to do what it was always meant to do -- create and adapt.

And following the trends towards increasing openness and collaborative efforts Rapidinnovation conveys 'Openness' that allow people to create their own approaches, tools and techniques within the given principles of understanding the dynamics of Nature and Life. Weighing it down by any dogmas, insisting on specific tools and techniques would be not only unfortunate and counterproductive but also disastrous. It must remain open to reality and must remain contextually relevant to the time of application helping people solve their problems both personal and professional by their own 'free will' within the given contextual constraints of apparent 'determinism' aiming at balancing the dynamic paradox of the opposites. 

 

CL - Design Kata

There was a recent and still on-going discussion on a Linkedin forum on "Pursue Design Kata" initiated by Paula Thornton, the owner of the Design Thinking group on Linkedin.

It tells very clearly what a 'kata' is. It is not a technique but a way of life for an organization to remain adaptive to constantly changing social and business environment.

In the video she refers to I wanted to portray this 'way of life' for an organization, which in this case shows a factory.

The case depicts the way in which people pursue a 'wicked problem' which in this case was that of a repetitive customer complaint. Wicked problems are not very easy to crack since these can't be defined and don't have very straightforward solutions or any single right answers.

Usually, in such cases industries try to resolve such problems by amending their 'check sheets' to include more inspections and precautions. Some of them would go a step further by simply reviewing and augmenting their existing systems without really finding out the real answers to the problem, which would generally call for a change in design -- of processes, products, design and existing practices much of which would be challenged especially the tacit assumptions that get woven into our daily work.

It is probably clear from viewing the video why finding answers to wicked problems, which every organization faces, are difficult to figure out. They are so because of the interdependent nature of various things that go into making and shipping of the products and services.The advantage of cracking such 'wicked' problem is enormous -- it opens up great opportunities to solve many problems and issues simulataneously.  I would like to compare solving such 'wicked' problems with the resonnance phenomenon -- we get the maximum work done for a small amount of effort.

Confidentiality terms prevent me from delving any deeper into this case. However, the educational intent and content, which form the worth of this video artifact have not been sacrificed or comprised with. Hopefully, it would not disappoint you in any way. Rather you may enjoy viewing a 'new way of life' in organizations that accept 'complexity' and 'chaos' as natural emergent phenomenon and visually determine the interactions between things and people that produce 'wicked' or 'vexing' problems so as to 'balance' their systems and continously amend their way of working for the benefit of the society at large. 

It helps organizations to be adaptive and innovative and at the same time helps them hone and maintain their creative leadership edge.

 

CL is the short form for Creative Leadership

 

 

7:06

Sheila catches the 7.06 train every morning to Kolkata from Krishnanagar --- a small town in Nadia district of West Bengal. Her father was a jute mill worker. He has been retrenched. Now days jute selling is not a good business proposition. The mill owners have closed their unit. They have started to produce mobile phones instead.

Sending his only grown up daughter to earn some money was not to his liking. He wanted to marry off his daughter.  Marrying off would mean they would die in poverty. Marriage proposals were coming for Shiela. Why not? Shiela is educated, fair skinned, strikingly attractive though poverty has taken away the sheen.

Sheila was good at sewing clothes. She used to fashion her own “salwar suits” and also used to stitch clothes for other neighborhood girls. But of course at a price. Her earnings used to rise during the festive seasons. Sheila once had a dream of going for a fashion designing course. But it remained a dream.  Now she only dreams of owning a boutique. Her family will not be able to afford the fees. To supplement their family income Sheila started to stitch shopping jute bags which the shop owners give it to their customers on “heavy purchases”. Every morning she goes to the different shopping malls and collects orders for the number of bags to be stitched.

Today also she rushed to catch the 7.06 train. She had a bundle of jute bags with her, ready to be delivered to the different shops. As the local train gathered its momentum Sheila got lost in her thoughts. How much she owed and the amount she has to give to her raw material supplier. She was woken up from her make believe dream world by the sound of a crying baby. She saw a woman trying to pacify her one year old child. The compartment was packed and the weather was hot and humid. Everything was so discomforting. Sheila saw the baby crying profusely. The baby was wearing diapers and a hooded jacket. She smiled and thought --- “the woman is so stupid to dress the baby in a hooded jacket and put on a diaper--- just imitating from the western world. “ The hot humid weather in India which last for eight months in a year makes life miserable for grown ups leave alone the babies. She got her next business idea.

She started stitching triangular shaped cotton diapers for babies. These cotton made diapers could be locked by strings or by Velcro tapes. This became an instant hit. Sheila was flooded with orders. Bulk orders came around from hospitals, nursing homes, maternity centres, individual young mothers and shop owners selling infant garments.

Sheila now has two bank accounts. Her father is now free from depression. Her mother now wears silk sarees. They have fish everyday for lunch. Sheila got back her sheen but she still wants to complete a course on fashion designing.

 

Sitendu De is the author of this post.

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