Introduction
This unit extends understanding of what it means to initiate responses to social problems, take responsibility for enacting and leading these responses, and being a part of ventures that do the same. Collaborative and collective social work leadership approaches and skills are taught to equip you with knowledge and skills about how you can leverage solidarity, cooperation, and consensus to address injustices. The unit builds on these ideas by exploring social entrepreneurship and innovation in social work. You will be encouraged to think of yourself in the roles of social intra- and entrepreneurs and you will be taught a range of practical skills to support sustainable and creative collaborative and participative change projects. You can expect to engage in processes of self and collective critical reflection, mutual enquiry, group discussions, role plays, and dialogical learning as they explore practices of innovation and collaborative leadership in the 21st century.
Summary
| Unit name | Collaboration, Innovation and Entrepreneurship in Social Work |
| Unit code | HGW605 |
| Credit points | 12.5 |
| College/School | Health Social Work Program |
| Discipline | Social Work |
| Coordinator | Amanda Quealy |
| Delivered By | University of Tasmania |
| Level | Postgraduate |
Sustainable Development Goals
The Unit Coordinator has identified that this unit aligns with the following UN Sustainable Development Goals. We welcome your thoughts and feedback on the alignment of the unit with these goals.
Availability
Specific information on 2027 unit availability will be available in August
Learning Outcomes
- Assess personal enablers and barriers to working collaboratively and cooperatively with individuals and groups to facilitate entrepreneurial leadership practices
- Examine the effectiveness of collective models of leadership for improving social work client outcomes and achieving sustainable social change.
- Propose and evaluate leadership approaches that enable collaborative and entrepreneurial interventions that are underpinned by cooperative relationships and decision-making in all areas of social work practice.
Fee Information
2027 fee information will be available in August.
Requisites
Prerequisites
HGW503, HGW512, HGW513, HGW516 and HGW527Teaching
| Teaching Pattern | Tutorial, Over 10 weeks, you will attend 10 x 3 hours face-to-face tutorials (30 hours). An 80% minimum attendance requirement for you to pass this unit and meet course accreditation standards. Online Class, Each week, over 10 weeks, you will complete an hour of online learning activities (including lectures, videos, podcasts and other activities). Individual Study, You will also have approximately one hour of reading to complete each week.
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| Assessment | Written reflection on leadership, 1000 words (20%)|Presentation of case study development (30%)|Group video and written reflection, 1000 words (50%) |
| Timetable | View the lecture timetable | View the full unit timetable |
Textbooks
| Required |
Book (eBook available through library): Nandan, M., Bent-Goodley, T. B., & Mandayam, G. (2019). Social entrepreneurship, intrapreneurship and social value creation: Relevance for contemporary social work practice. NASW Press Washington, DC. Week 1 Required: Nandan, M., Bent-Goodley, T. B., Mandayam, G., & Singh, A. (2019). ‘Social entrepreneurship, social intrapreneurship, social innovation, and social value creation: An overview and implications for social work’, in Nandan, M., Bent-Goodley, T. B., & Mandayam, G Social entrepreneurship, intrapreneurship, and social value creation, NASW Press: Washington DC, pp.3-26. Week 2 Required: Gardner, F. (2016). ‘Leading and managing: Working actively for change in organisations’, in Working with human service organisations (2nd ed.). South Melbourne: Oxford University Press: 146-166. Week 3 Required: Barr, J & Dowding, L (2022) ‘Chapter 5 Team Life’, Leadership in Health Care, Sage: London. Week 4 Required: Barr, J & Dowding, L (2022) ‘Chapter 6 Interdisciplinary and interprofessional working’, Leadership in Health Care, Sage: London. Week 5 Required: Bahr, Kristina. (2019). ‘Innovation and Creativity in Nonprofits’ in Nandan, M., Bent-Goodley, T. B., & Mandayam, G. ‘Social entrepreneurship, intrapreneurship, and social value creation, NASW Press: Washington DC, pp.39-56. Week 6 Required: Mandiberg, J, Livingston, J, & Silva, J (2019) ‘social Innovation and Social Work Practice’, in Nandan, M., Bent-Goodley, T. B., & Mandayam, G. ‘Social entrepreneurship, intrapreneurship, and social value creation, NASW Press: Washington DC, pp.57-80. Week 7 Required: Despard, M., (2019) ‘Financial inclusion and social entrepreneurship’ in Nandan, M., Bent-Goodley, T. B., & Mandayam, G. Social entrepreneurship, intrapreneurship, and social value creation, NASW Press: Washington DC, pp.57-80. Week 8 Required: Rieger, J. (2020). ‘Right to participate: Co-Designing disability policies in Australia’. QUT Centre for Justice Briefing Papers, (12) 1-4. Week 9 Required: Farmer, J., Carlisle, K., Dickson-Swift, V. et al. (2018), ‘Applying social innovation theory to examine how community co-designed health services develop: using a case study approach and mixed methods’, BMC Health Serv Res 18, 68 (2018). Week 10 Required: Prinsloo, RC 2019, 'Group work and social enterprise: using group members’ skills for social and economic development', Groupwork, 28(2): 6-23. |
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| Recommended | Week 1 Recommended: Coffey, DS & Beddoe, L 2019, 'Leadership in Times of Change', in Connolly M., Williams C., Coffey D. (eds) Strategic Leadership in Social Work Education, Champaign: Springer: pp. 13-24. Week 7 Review: Tasmanian Community Funding, 2024, Tasmanian Community Fund: Investing in and Strengthening Tasmanian Communities, <https://www.tascomfund.org/> Accessed: 01/02/20204. Week 8 Recommended: Singh, D.R., Sah, R.K., Simkhada, B. et al. (2023) Potentials and challenges of using co-design in health services research in low- and middle-income countries. glob health res policy 8, 5. |
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