Meet the newest Ashoka Fellows in the Nordics

Meet the newest Ashoka Fellows in the Nordics

It is interesting that Ashoka has turned to recognize social entrepreneurs in the Nordics for the first time.

On May 2 Ashoka has published stories with changemakers and new Ashoka fellows: Jimmy Westerheim (Founder of The Human Aspect Foundation in Norway); Jenny Lindström-Beijar (Founder of Our Normal Association in Sweden) and Markus Raivio (Co-founder of Kukunori and the first-ever elected fellow in Finland).

After having passed through Ashoka’s selection process, they have now joined a global network of over 3,700 Ashoka fellows. During their selection process, Ashoka Nordic’s newest Fellows demonstrated a big new idea that results in social impact, entrepreneurial qualities, and ethical fiber. They are now receiving support from Ashoka in order to help grow their initiatives and magnify their powerful impact on society.

Read on to meet these amazing social entrepreneurs, who share their vision to promote more inclusive societies in the Nordics and beyond:

Jimmy Westerheim: Democratizing Mental Health
Jimmy’s initiative “The Human Aspect” (THA) aims to democratize mental health – essentially humanizing and normalizing the topic as a shared human experience. THA does this by first providing individuals with the knowledge and support needed to start addressing their mental health challenges.

By opening conversation around mental health challenges on a digital platform, stories are shared through people’s lived experiences, speaking to how they are overcoming mental health ailments and creating a shared sense of understanding as people realize how others face similar struggles.

Blurring the borders of geographical and cultural boundaries, Jimmy’s approach uses a shared interview format that humanizes and normalizes mental health challenges from people located across 95 countries. This ‘Life Experience Library’ is central to The Human Aspect. The recorded interviews expand on three central questions: ‘What has been your life’s toughest challenge? How did you handle and move beyond it? And what have you learned?’ — compiling a collection of stories that provide evidence and support for a diversity of mental health challenges. Anxiety, depression, trauma related to conflict, poverty, grief, and addiction are examples of some of the struggles people share in the Life Experience Library. The videos are also edited by a psychologist to help with accuracy, and people are encouraged to engage with others in the online community.

After having passed through Ashoka’s selection process, they have now joined a global network of over 3,700 Ashoka fellows. During their selection process, Ashoka Nordic’s newest Fellows demonstrated a big new idea that results in social impact, entrepreneurial qualities, and ethical fiber. They are now receiving support from Ashoka in order to help grow their initiatives and magnify their powerful impact on society.

Read on to meet these amazing social entrepreneurs, who share their vision to promote more inclusive societies in the Nordics and beyond:

Jimmy Westerheim: Democratizing Mental Health
Jimmy’s initiative “The Human Aspect” (THA) aims to democratize mental health – essentially humanizing and normalizing the topic as a shared human experience. THA does this by first providing individuals with the knowledge and support needed to start addressing their mental health challenges.

By opening conversation around mental health challenges on a digital platform, stories are shared through people’s lived experiences, speaking to how they are overcoming mental health ailments and creating a shared sense of understanding as people realize how others face similar struggles.

Blurring the borders of geographical and cultural boundaries, Jimmy’s approach uses a shared interview format that humanizes and normalizes mental health challenges from people located across 95 countries. This ‘Life Experience Library’ is central to The Human Aspect. The recorded interviews expand on three central questions: ‘What has been your life’s toughest challenge? How did you handle and move beyond it? And what have you learned?’ — compiling a collection of stories that provide evidence and support for a diversity of mental health challenges. Anxiety, depression, trauma related to conflict, poverty, grief, and addiction are examples of some of the struggles people share in the Life Experience Library. The videos are also edited by a psychologist to help with accuracy, and people are encouraged to engage with others in the online community.

Jenny Lindström-Beijar: Redefining the way we think of “normal”
The common narrative surrounding disability is often one of “otherness” that assumes there is one type of “normal”. This reinforces the split and marginalization of groups with disabilities. Jenny Lindström-Beijar’s approach to disability is redefining what it means to be “normal” in order to support the goal of a more inclusive understanding of the concept.

Her initiative, ‘Our Normal’, is humanizing disability through a web platform that enables families of children with disabilities to connect – offering support and a better understanding of how to nurture their children’s individuality.

As a digital platform, ‘Our Normal’ is the first of its kind within Sweden to offer support to families caring for children’s disabilities – sharing experiences and helping other families navigate spaces that can suit a diverse range of functional diversities. The organization also encourages families themselves to take on advocacy roles as changemakers within their own communities. For instance, opportunities to create meetups and utilize the power of larger groups for effecting change are aspects that reflect the changemaking quality of ‘Our Normal’.

Markus Raivio: From collaboration to transformation in mental healthcare
According to Markus Raivio, Finland’s mental health sector still embraces traditional approaches to care. This approach is based on the assumption that a trained professional is necessarily best suited to interact with people with mental health issues. Markus believes that mental health professionals’ assessment of someone’s ability to function too often focuses on what the evaluator considers important, based on their own training and preferred approach, rather than on the client’s needs and dreams. The power dynamic embedded in this leaves those dealing with serious mental health challenges with little sense of agency to recover and reintegrate into communities and workplaces.

Markus Raivio is therefore determined to change the uneven dynamic, having worked in the field for more than a decade. His approach reshapes traditional therapist-patient dynamics into client-led collaborations and reallocates the resources for recovery.

Markus and his team have designed a co-creative framework for mental health care, which is the foundation for the Guided Peer Support model (GFP). In this open-source model, mental health clients are participating in training programs to tutor functional groups to each other. The peer tutors are trained by professionals to support clients in groups. Instead of focusing on problems, the clients do and learn new things that they are interested in together. The contents of the functional groups are usually art-based and include for example music, multimedia and visual arts, but activities with animals and sports are also common.

Link to the full article: https://www.ashoka.org/en-nrd/story/meet-newest-ashoka-fellows-nordics

 

11 Strategies For Activating People As Contributors In Creating Social Impact – The Unlonely Planet 2022 Study
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11 Strategies For Activating People As Contributors In Creating Social Impact – The Unlonely Planet 2022 Study

BACKGROUND INFORMATION ABOUT ASHOKA

Ashoka identifies and supports the world’s leading social entrepreneurs, learns from the patterns in their innovations, and mobilizes a global community that embraces these new frameworks to build an “everyone a changemaker world.” Read about Ashoka’s theory of change for this historic moment, the new inequality, and the new framework that they require.

ABOUT THIS REPORT

This report presents our findings and is organized in two parts. Part I outlines the strategies Fellows use to build an Everyone a Changemaker™ world. Part II outlines the strategies Ashoka uses to support Fellows’ lifelong commitment to changemaking and efforts to realize the Everyone a Changemaker™ vision. Besides other insightful information and facts about the ways how social entrepreneurs can change the world, this study has drawn out the 11 “how-tos” used by Ashoka Fellows to activate people as contributors and solution-providers in their communities. These are a great help to understanding how the social impact works.

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11 STRATEGIES FOR ACTIVATING PEOPLE AS CONTRIBUTORS IN CREATING SOCIAL IMPACT

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Inspire individuals to become changemakers 

Strategy 1: Create opportunities for many individuals to contribute. In addition to creating employment (95% of Ashoka Fellows) and volunteer opportunities (87%), many Fellows recognize that it is time for a fundamental shift especially in the role of young people. 89% of Fellows are putting young people in charge of leading change within their organizations.

Strategy 2: Encourage individuals to believe in their own capacity. By encouraging problem-solving on even a small scale, Ashoka Fellows expand others’ sense of agency. Giving a person the opportunity to take action and make a difference–no matter how small–sets in motion a long-term commitment to changemaking.

Strategy 3: Redefine “weaknesses” as strengths. Interview data showed that Ashoka Fellows take stock of people’s skills and invite them to put these to good use. Further, they look at what broader society may perceive as weakness and find strength, leveraging diverse experiences or skills to drive positive change.

Strategy 4: Support changemaker identity development. Ashoka Fellows identity as changemakers sustains their commitment to systems-change work. This identity benefits their communities and professional endeavors as well as their personal development and quality of life. Wanting this for those around them, Ashoka Fellows help others to develop changemaker identities.

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Collaborate to engage more changemakers 

Strategy 5: Build multiplier partnerships. Ashoka Fellows build partnerships to generate solutions, impact, and changemakers. They work with others toward a shared vision. They often relinquish control and ownership of their ideas to see them spread as far as possible: 82% of Ashoka Fellows have had their innovations replicated by others (through strategic partnerships, open sourcing or licensing, among other methods). 61% replicated within their country, and 42% at an international level.

Strategy 6: Create space for the community’s voice. Ashoka Fellows see community members not as beneficiaries, but as experts and decision-makers. As such, they create space for community members to develop solutions and voice their plans for action. They present ideas and ask for input from a range of stakeholders or invite others to partner in implementing solutions.

Strategy 7: Engage individuals everywhere. Interview data show that Fellows strategically target community members who are beyond the inner circle of allies. By targeting “unlikely allies,” Fellows can often engage those who may not normally encounter a specific social issue, but who can meaningfully contribute to positive social change.

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Change systems to support all changemakers 

Strategy 8: Shift policies and market systems. Many institutions either by design or inadvertently prevent large portions of society from reaching their full potential. Ashoka Fellows shift systems and restructure institutions to operate in service of the collective good and provide many more people the freedom and support to contribute. They do this by changing policies of large companies or industries (51%), encouraging them to include previously excluded communities (52%), or creating value for a product or service where it didn’t exist before (51%). At the legislative level, 63% of Ashoka Fellows changed or influenced government policy, while 66% have advised policymakers as experts.

Strategy 9: Influence societal mindsets or cultural norms. By influencing societal mindsets and cultural norms, they help others see and act in accordance with social changes that benefit all. Fellows do this by encouraging people to think differently (88%), through campaigns (43%), or through programs (21%).

Strategy 10: Foster supportive environments that enable changemaking. Fellows invest their energy in the creation of communities where individuals feel psychologically and physically safe, cared for and supported. They do this within the walls of the organizations, but also wherever they convene the broader community in public spaces from classrooms to community squares. In doing so, individuals feel comfortable to share their ideas, work with others, and build something new.

Strategy 11: Build ecosystems that sustain changemaking. Interview data show that Fellows bring together funders, businesses, governments, civil society organizations, media companies, and universities to reduce barriers that blunt agency and prevent individuals from engaging in changemaking. By banding together, they can exponentially increase their potential to address issues that perpetuate systemic inequality.

DOWNLOAD THE REPORT HERE


This publication has been prepared within SENBS project No. 2020- 1-EE01-KA204-077999. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

Research paper / Social entrepreneurship education: changemaker training at the university
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Research paper / Social entrepreneurship education: changemaker training at the university

Social entrepreneurship education: changemaker training at the university.

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A study has been made to to contribute to the body of scientific knowledge about teaching and promoting social entrepreneurship in higher education institutions (HEIs) based on a measurement before and after concluding an educational experience. It indicated that incorporating transversal social entrepreneurship projects in various courses resulted in students feeling more capable regarding their social entrepreneurship potential.

Changemakers are active and resilient social entrepreneurs or innovators who can design and implement innovative solutions for social and environmental problems. Since 1980, Ashoka has been an example of a training platform for social entrepreneurs with a vision that goes beyond training, becoming a global community made up of the Ashoka Fellows.

Higher education institutions (HEIs) have increasingly been engaged in promoting education for social entrepreneurship. In recent years, several trends and pedagogical practices for social entrepreneurs’ training have emerged, bringing new challenges to the academic sector. HEIs are challenged to provide training in skills for the knowledge economy, develop creative thinking, promote entrepreneurship and make a social impact. Current university education must equip students to understand the new economy and react swiftly to its socioeconomic crises. Businesses and other organizations must be ready to mitigate social and environmental problems. Therefore, training programs should focus on students’ awareness of social welfare while developing business-and-public sector logic to implement problem-solving actions. Although studies investigate university best practices in social-entrepreneurial training, more studies are still needed.

You can download the paper HERE.

SOCENT EDU

Image from Edwin Andrade


This publication has been prepared within SENBS project No. 2020- 1-EE01-KA204-077999. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.

 

 

 

 

WEBINAR / Fashion’s huge waste problem – and what we can do about it
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WEBINAR / Fashion’s huge waste problem – and what we can do about it

Every week at Welcome Change, Ashoka talks to the world’s social entrepreneurs about what works, and what’s next. Here they present a conversation with Ashoka Fellow Jessica Schreiber, co-founder of FABSCRAP.

The fashion industry (and what we all buy as consumers) is responsible for 10% of global carbon emissions. That’s far more than air travel, for example. We tap Jessica Schreiber on the problem and how the industry is responding to shore up waste, in partnership with social entrepreneurs and changemakers. With sorting locations in NY, LA, and a new one opening in Philadelphia this fall, Jessica’s FABSCRAP works with 525 companies and 6,000 volunteers to shift industry norms and customer mindsets, and reminds us: “There are so many ways to reuse, recycle, redistribute, re-create, and repair items that we shouldn’t ignore or discard anything.

[embedyt] https://www.youtube.com/watch?v=JxgZ-BYeHVw[/embedyt]

Conversation: An equitable economy starts with powerful workers
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Conversation: An equitable economy starts with powerful workers

Every week at Welcome Change, Ashoka talks to the world’s social entrepreneurs about what works, and what’s next. Here they present a conversation with Ashoka Fellow Michelle Miller, co-founder of Coworker.org (a platform that helps workers build collective power to transform their jobs and workplaces). She shared her vision for creating a 21st century labor movement, and why worker voice is a pillar of democracy.

Browse upcoming (and past) topics here. If you would like to take part and listen to the conversation live on Zoom platform, sign up for their newsletter.

[embedyt] https://www.youtube.com/watch?v=CMQBNdicJoM[/embedyt]

Read the newset article: ‘Social Entrepreneurship Education: Is it Achieving the Desired Aims?”
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Read the newset article: ‘Social Entrepreneurship Education: Is it Achieving the Desired Aims?”

We recommend a very recent research article (2019) on social entrepreneurship “Social Entrepreneurship Education: Is it Achieving the Desired Aims?” by  Debbi D. Brock and Susan D Steiner. This content is delivered to you in the framework of the SEBS2 project co-funded by the Erasmus+, as our aim is to popularize social business and social entrepreneurship in the Baltic Sea Region.

 

Please see the abstract here:

 

This study’s purpose was to uncover the challenges and best practices in the field of social entrepreneurship. We examined definitions of social entrepreneurship; the most widely used cases, articles and textbooks; and the most popular pedagogical approaches in 107 social entrepreneurship courses. Our findings suggest that faculty have done an excellent job of utilizing powerful pedagogical methods like service learning. In addition, the majority of courses covered opportunity recognition, innovation, acquiring limited resources, measuring social impact and building sustainable business models as core elements of social entrepreneurial activity. The greatest challenge involved teaching students about scaling social innovations*.

 

  • Brock, Debbi & Steiner, Susan. (2009). Social Entrepreneurship Education: Is it Achieving the Desired Aims?. SSRN Electronic Journal. 10.2139/ssrn.1344419.

The full text is here: Social_Entrepreneurship_Education_Is_it_Achieving_

How to change the world: Social Entrepreneurs and the Power of New Ideas” by David Bornstein (Book Review)
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How to change the world: Social Entrepreneurs and the Power of New Ideas” by David Bornstein (Book Review)

Quoted as the bible in the field of social enterprise I was eager to discover what lay within my Kindle edition of “How to change the world: Social Entrepreneurs and the Power of New Ideas” by David Bornstein. I was certainly not disappointed, and more so, inspired. The book weaves the tale of Bill Drayton  & Ashoka  throughout its pages, exemplified by the examples of the Ashoka fellows themselves.  And indeed it serves as a message of inspiration, of pioneers and role models of all walks of life that are leading the way into a burgeoning world of solutions based social innovation.

 

A few highlights of the book below:

Definition of social entrepreneur (Chapter 1)

“The designation “social entrepreneur” has gained popularity in recent years. America’s leading universities offer courses in social entrepreneurship. Journalists, philanthropists, and development workers frequently invoke the term. However, most of the attention focuses on how business and management skills can be applied to achieve social ends—for example, how nonprofits can operate for-profit ventures to generate revenues. While this is an important trend, this book looks at social entrepreneurs differently: It sees them as transformative forces: people with new ideas to address major problems who are relentless in the pursuit of their visions, people who simply will not take “no” for an answer, who will not give up until they have spread their ideas as far as they possibly can.”

“One of the most important things that can be done to improve the state of the world is to build a framework of social and economic supports to multiply the number and the effectiveness of the world’s social entrepreneurs.”

 

The Role of the Social Entrepreneur (Chapter 8)

“An idea is like a play. It needs a good producer and a good promoter even if it is a masterpiece. Otherwise the play may never open; or it may open but, for lack of an audience, close after a week. Similarly, an idea will not move from the fringes to the mainstream simply because it is good; it must be skillfully marketed before it will actually shift people’s perceptions and behavior.”

If ideas are to take root and spread, therefore, they need champions—obsessive people who have the skill, motivation, energy, and bullheadedness to do whatever is necessary to move them forward: to persuade, inspire, seduce, cajole, enlighten, touch hearts, alleviate fears, shift perceptions, articulate meanings and artfully maneuver them through systems.”

Four Practices of Innovative Organizations (Chapter 16)

  • Institutionalize Listening
  • Pay Attention to the Exceptional
  • Design Real Solutions for Real People
  • Focus on the Human Qualities

Six Qualities of Successful Social Entrepreneurs (Chapter 18)

  • Willingness to Self-Correct
  • Willingness to Share Credit
  • Willingness to Break Free of Established Structures
  • Willingness to Cross Disciplinary Boundaries
  • Willingness to Work Quietly
  • Strong Ethical Impetus

 

The Ashoka Fellows’ interviewed by David Bornstein are listed below. Their stories tell the tale of persistence and believing in their vision which shaped their lives in an unexpected journey. Most didn’t set out thinking they would achieve the results they have today. They were housewives, nurses, social workers, academics and doctors, yet each of them today exemplify the Ashoka fellow social entrepreneur definition.

Gloria de Souza

Fábio Rosa, Brazil: Rural Electrification

Jeroo Billimoria, India: Child Protection

Vera Cordeiro, Brazil: Reforming Healthcare

J.B. Schramm, United States: College Access

Veronica Khosa, South Africa: Care for AIDS Patients

Javed Abidi, India: Disability Rights

James Grant, United States: The Child Survival Revolution