Open social innovation

from Wikipedia, the free encyclopedia

Open social innovation (OGI) describes the adaptation and use of suitable business open innovation approaches to solve social challenges by the state and society . Modern information and communication technologies (ICT), above all internet technologies such as Web 2.0 , social media and mobile applications, play an essential role as catalysts of (open) innovation processes.

history

The term Open Societal Innovation ( Open Societal Innovation ) comes from the seafaring definition that was developed as part of the IBH project "E-Society Bodensee 2020".

definition

Open social innovation stands for the sustainable release of the innovative strength of all social actors. Its aim is the strategic use and stabilization of the innovative strength of society as a whole. Based on the principle of open innovation, appropriate business approaches can be used to solve societal questions and thus generate innovation in society, politics and public administration.

openness

“Openness” is understood here as the socio-cultural willingness to open up, to engage in dialogue and to be able to learn. Strategic openness underlines the strategic will for thematic openness, for openness to results, for openness to processes and thus for open statecraft in open structures while at the same time renouncing exclusivity. The operational openness records the actual will to allow citizen orientation and the more technical approaches such as open data, open information and open knowledge.

Actors: Citizens and the State

The opening of innovation processes requires the participation of interested actors. However, it is not (primarily) about representativeness and participation in the political sense, but about taking up the impulses of all those involved, interested and (potentially) affected in the innovation process. Reasons for state actors can be major political or ethical considerations such as increasing integration, increased participation or political legitimation. Promoting acceptance or reducing social imbalances are just as much reasons as practical considerations for conserving resources and the household budget, finding solutions together and implementing them, or providing information about deficiencies and concerns. Citizens, in turn, get involved in order to get involved in their community or to have a say in decision-making.

Open social innovation in administration

Under certain conditions, the concepts of open innovation can be transferred to the public sector itself and can thus contribute to modernization. The own innovative strength is significant for the public administration due to its rapidly changing and diverse tasks and can be increased through the strategic use of the innovative strength of the outside world, for example by authorities, business, citizens, associations and politics.

Phases and tool classes for open social innovation

There are different phases in innovation processes with different objectives. The beginning is usually characterized by the generation and specification of ideas, followed by concept definition, concept evaluation and selection and finally the launch of new products. These can also be observed in processes of open social innovation. The degree of interaction of those involved in OGI processes can differ significantly. Communication only describes mutual understanding, whereas collaboration includes working together in a team to achieve goals. Appropriate approaches and procedures can be found for all phases and degrees of interaction, for example through certain event formats or online tools that enable and support open innovation processes in society, politics and administration and thus represent catalysts for these processes. These can be assigned to specific classes based on their characteristics:

  • (1) Ideas : Tools to collect and evaluate ideas and suggestions together
  • (2) Problem Collection: Tools for collecting and assessing problems, damages, challenges and complaints
  • (3) Problem solving : Tools for solving specific problems through large, distributed groups and networks of experts
  • (4) Design : Tools for creating objects and artifacts together
  • (5) Innovation management : Support of the entire innovation process, from the generation of ideas to the conception and implementation
  • (6) Data : Platforms for the uniform consolidation, provision and analysis of data
  • (7) Future issues : methods, processes and tools for long-term and strategic future research
  • (8) Social media : Tools for the joint creation, evaluation, commenting and dissemination of media content

Benefits of Open Social Innovation

Ideas and constructive suggestions from citizens can be better perceived, supported and implemented. Lived participation can help to reduce disenchantment with politics and to better identify with the results. Even if not every proposal can be taken into account, an open discourse can also increase the legitimacy of the subsequent decision. In addition, an expansion of the circle of innovators also means a democratization of the state, administration and society internally and externally. OGI provides access to distributed and implicit knowledge as well as information about needs of citizens, voters and administrative employees.

Disadvantages of Open Social Innovation

An increasing number of suggestions and recommendations that were only made possible through digital channels may result in excessive demands on existing (paper-based) structures and offices for coordinating and solving social problems. This entails additional expenditure in terms of personnel, time and costs. Existing opinion multipliers and political actors fear a loss of importance if new actors successfully set their own accents. There is a risk of increasing disenchantment with politics if proposals or contributions are not or only irregularly and unevenly perceived or implemented, creating the feeling of pseudo-participation. In addition, with open social innovation there is always the risk that the approach is deliberately misused by third parties in order to damage the state, administration and society. Internet-based approaches and formats in particular can be used by paid provocateurs for their contributions and demands, but well-organized interest groups can also use them for their own purposes.

References

literature

Individual evidence

  1. ↑ J. von Lucke, J. Herzberg, U. Kluge, J. vom Brocke, HD Zimmermann: Open social innovation - The sea-manic definition. (Status: September 15, 2012), weblog "eSociety Bodensee 2020", Friedrichshafen / St. Gallen / Vaduz 2012.
  2. ↑ J. von Lucke, J. Herzberg, U. Kluge, J. vom Brocke, HD Zimmermann: Open social innovation - The sea-manic definition. (Status: September 15, 2012), weblog "eSociety Bodensee 2020", Friedrichshafen / St. Gallen / Vaduz 2012.
  3. ↑ J. von Lucke, J. Herzberg, U. Kluge, J. vom Brocke, HD Zimmermann: Open social innovation - The sea-manic definition. (Status: September 15, 2012), weblog "eSociety Bodensee 2020", Friedrichshafen / St. Gallen / Vaduz 2012.
  4. ^ J. von Lucke: Open social innovation. In: Documentation of the international conference "One Stop Europe 2014 - Open Social Innovation - How Citizens Can Make Valuable Contributions to Politics and Administration", May 15 and 16, 2014 in Stuttgart. (= Foundation series. Volume 107). Alcatel-Lucent Foundation for Communication Research, Stuttgart 2014, p. 16.
  5. ^ Johann Herzberg: State modernization through open innovation: problem situation, theory formation, recommendations for action. (= Series of publications by the Deutsche Telekom Institute for Connected Cities (TICC) at the Zeppelin University Friedrichshafen. Volume 4). epubli / Georg von Holtzbrinck publishing group, Berlin 2012.
  6. ↑ Jörn von Lucke: Discovery, Exploration and Development 2.0: Open Government, Open Government Data and Open Budget 2.0. (= TICC series of publications. Volume 1). TICC of the Zeppelin University Friedrichshafen, epubli, Berlin 2012, p. 63 f.
  7. ^ Christian Homburg, Harley Krohmer: Marketing management: strategy, instruments, implementation, corporate management. Springer Gabler, Wiesbaden 2006, p. 570 f.
  8. ^ Stephanie Teufel, Christian Sauter, Thomas Mühlherr, Kurt Bauknecht: Computer support for group work. Addison-Wesley, Bonn / Paris 1995, p. 12.
  9. ↑ C. Raffl, J. von Lucke, O. Müller, HD Zimmermann, J. vom Brocke: Handbook for open social innovation. (= TOGI series of publications. Volume 11). ePubli, Berlin 2014, pp. 140 ff.
  10. ^ Johann Herzberg: State modernization through open innovation: problem situation, theory formation, recommendations for action. (= Series of publications by the Deutsche Telekom Institute for Connected Cities (TICC) at the Zeppelin University Friedrichshafen. Volume 4). epubli / Verlagsgruppe Georg von Holtzbrinck, Berlin 2012, p. 96 f.
  11. ↑ C. Raffl, J. von Lucke, O. Müller, HD Zimmermann, J. vom Brocke: Handbook for open social innovation. (= TOGI series of publications. Volume 11). ePubli, Berlin 2014, ISBN 978-3-7375-2027-0 , p. 173 ff.
  12. ↑ C. Raffl, J. von Lucke, O. Müller, HD Zimmermann, J. vom Brocke: Handbook for open social innovation. (= TOGI series of publications. Volume 11). ePubli, Berlin 2014, p. 174 f.