This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
Medlove 2012 Berlin: Design for Community Care Peter Jones
The document discusses designing healthcare systems with a focus on community and patient-centered care. It argues that real care occurs within communities and caring requires knowing individuals and their contexts. It advocates rethinking healthcare design to see people as health-seekers rather than patients and designing care that is distributed across various points of connection within communities. The document also discusses skills needed for healthcare design, including systems thinking, stakeholder collaboration, and participatory research.
Collaborating for Complexity: SIUC SynergeticsPeter Jones
Fuller said: “Humanity will overcome complexity through design science.” But we will never 'overcome' complexity. We will navigate it by collaborative design.
But the problem is, we really do not collaborate well. We need more than methods - we need cultural change, and to disrupt the way we think about problem solving.
Design for Social Innovation A Brief OverviewPenny Hagen
This presentation is a quick introduction and overview of Design for Social Innovation, including some local examples. The presentation was developed for students of the Design and Business Major at Auckland University of Technology and aims to help show how design extends and is adapted for the challenges of social innovation - with an emphasis on community involvement, collaboration and ownership of 'design' and 'change'.
Flourishing Societies Framework - DwD Workshop Peter Jones
How might we move or collective thinking and action beyond single-issue social action?
Does it make sense to build our urban worlds and future societies by winning one political issue at a time?
Can we design civic business models for our cities and society?
All social services, determinants of health, and economics are complex and interrelated. So why do we expect any political body or activist group to get it right? Only meaningfully diverse, multi-stakeholder groups can envision the variety of interests and outcomes in complex social systems. In February's Design with Dialogue Peter Jones workshops tools for co-creating civic design proposals.
A significant design challenge of our time is anticipating the relationships of multiple environmental and social problems as a complex system of nonlinear relationships. However, we cannot think about, model or discuss the relationships well, especially in the heat of discussion with deliberative groups and decision making processes. We need not only better engagement and dialogue processes for citizen deliberative problem solving, we require relevant tools.
With the OCADU Strongly Sustainable Business Model Group and with Strategic Foresight & Innovation students we designed a relevant framework from the common language of business model tools, adapted for civic decision models for flourishing cities and settlements.
The Flourishing Cities framework adapts a design tool for strongly sustainable business models as a visual organizer for engaging stakeholders in co-creating normative operational guidance for civic groups, community planners, and local governments. Flourishing can be understood as “to live within an optimal range of human functioning, one that connotes goodness, generativity, growth, and resilience,” or as John Ehrenfeld states it:
“Flourishing is the possibility that human and other life will flourish on this planet forever.”
This visual model enables a participatory mapping of propositions, values, and preferences that might yield significantly better group decisions for sociocultural and ecological development and governance in any planning engagement.
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
This document outlines the agenda for Day 3 of a workshop on social innovation. The day includes sessions on the three strands of value in social entrepreneurship, social business models, and experimenting with social impact through experimentation and randomized controlled trials. Participants engage in activities to practice applying a business model canvas to social ventures and planning experiments to measure social impact. The document emphasizes testing interventions rigorously through randomized experiments to identify what programs and approaches are truly effective at creating social change.
This document provides an overview of the agenda and activities for Day 1 of a workshop on making social innovation work. The morning sessions introduce concepts around behavioural design and science, including how people actually make decisions compared to rational models. After lunch, participants engage in activities to disrupt typical assumptions and generate new ideas, such as considering stereotypes in education and how to challenge normal expectations. The goal is to explore how understanding human behaviour can help design products and services that better support social outcomes.
Medlove 2012 Berlin: Design for Community Care Peter Jones
The document discusses designing healthcare systems with a focus on community and patient-centered care. It argues that real care occurs within communities and caring requires knowing individuals and their contexts. It advocates rethinking healthcare design to see people as health-seekers rather than patients and designing care that is distributed across various points of connection within communities. The document also discusses skills needed for healthcare design, including systems thinking, stakeholder collaboration, and participatory research.
Collaborating for Complexity: SIUC SynergeticsPeter Jones
Fuller said: “Humanity will overcome complexity through design science.” But we will never 'overcome' complexity. We will navigate it by collaborative design.
But the problem is, we really do not collaborate well. We need more than methods - we need cultural change, and to disrupt the way we think about problem solving.
Design for Social Innovation A Brief OverviewPenny Hagen
This presentation is a quick introduction and overview of Design for Social Innovation, including some local examples. The presentation was developed for students of the Design and Business Major at Auckland University of Technology and aims to help show how design extends and is adapted for the challenges of social innovation - with an emphasis on community involvement, collaboration and ownership of 'design' and 'change'.
Flourishing Societies Framework - DwD Workshop Peter Jones
How might we move or collective thinking and action beyond single-issue social action?
Does it make sense to build our urban worlds and future societies by winning one political issue at a time?
Can we design civic business models for our cities and society?
All social services, determinants of health, and economics are complex and interrelated. So why do we expect any political body or activist group to get it right? Only meaningfully diverse, multi-stakeholder groups can envision the variety of interests and outcomes in complex social systems. In February's Design with Dialogue Peter Jones workshops tools for co-creating civic design proposals.
A significant design challenge of our time is anticipating the relationships of multiple environmental and social problems as a complex system of nonlinear relationships. However, we cannot think about, model or discuss the relationships well, especially in the heat of discussion with deliberative groups and decision making processes. We need not only better engagement and dialogue processes for citizen deliberative problem solving, we require relevant tools.
With the OCADU Strongly Sustainable Business Model Group and with Strategic Foresight & Innovation students we designed a relevant framework from the common language of business model tools, adapted for civic decision models for flourishing cities and settlements.
The Flourishing Cities framework adapts a design tool for strongly sustainable business models as a visual organizer for engaging stakeholders in co-creating normative operational guidance for civic groups, community planners, and local governments. Flourishing can be understood as “to live within an optimal range of human functioning, one that connotes goodness, generativity, growth, and resilience,” or as John Ehrenfeld states it:
“Flourishing is the possibility that human and other life will flourish on this planet forever.”
This visual model enables a participatory mapping of propositions, values, and preferences that might yield significantly better group decisions for sociocultural and ecological development and governance in any planning engagement.
Presenting in partnership with United Way Central Alberta in Red Deer, SiG National Executive Director, Tim Draimin, explores social innovation: what it is, why it is important, and the opportunity for Alberta to become a social innovation leader.
Anticipatory Factors in Dialogic Design ISSS 2016Peter Jones
Applications of the systemic practices of dialogic design (Structured Dialogic Design and it variants) have recently developed and integrated futures and foresight models as anticipatory frameworks for policy and long-term planning situations (Weigand, et al, 2014). We have identified this model of practice as collaborative foresight, reflecting the perspective from practice that futures literacy must be considered an essential complement to multi-stakeholder deliberation where complex and competing interests are considered in planning and decision making. This study proposes approaches to advancement in science and practice that integrate essential properties of collective anticipatory modelling for design decisions.
Scientific principles for dialogic design have been developed and practiced over the course of nearly 50 years of developmental evolution, following Warfield’s (1986) Domain of Science Model (DoSM) and Christakis’ (2006, 2008) research extending the DoSM. One of the key principles in the DoSM refers to the recursive learning necessary to develop systemic practices, a second-order (deutero) learning process as noted in Warfield’s DoSM cycle. The standard model requires warranted claims to be evaluated from their testing in the Arena of real-world practice and reflective learning in order to advance new theory for inclusion in the accepted Corpus (theory supported by accepted evidence).
Recent developments from practice following from advanced design and strategic foresight theory lend support for progressing the models of dialogic design to explicitly entail methods of design and futuring within the historical model of dialogue. The observation driving this proposal can be summarized as “participants in collective designing efforts are likely to fail in their expected outcomes if they do not facilitate the requisite anticipation of future complexity in their domain of action.” Simply put, people will make significantly better plans and policies together if they can develop competency in futures thinking and share their understanding with one another.
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
What is the Nudge Theory?
A mixure of beavourial economics, psychology, political theory, marketing and sales. Its the theory that considers how people make decisions – and how others impact them.
ThinkPlace is a strategic design consultancy that specializes in transforming complex public sector systems to be more efficient and user-centered. They use design thinking, systems thinking, and human insight mining. ThinkPlace has offices in Australia, New Zealand, and Washington DC. The presentation discusses ThinkPlace's experience building holistic innovation capabilities for clients, using techniques like polarity mapping and prototyping policy ideas. Design-led innovation can help ensure policies achieve their intended impacts and do not have unintended consequences.
Leaders need to help people challenge the sacred, challenge the typical ways of thinking. This is a slide show from a talk I gave at Tamarack's Poverty Reduction Summit in May 2015 in Ottawa.
This document provides an overview of Appreciative Inquiry (AI), a change management approach focused on identifying what works well within an organization and building upon those strengths, rather than focusing on problems. It discusses how AI was used successfully at GTE to drive positive cultural change. The key aspects of AI covered are:
- AI begins by identifying an organization's "positive change core" - its strengths, achievements, hopes and dreams - through appreciative interviews and storytelling.
- At GTE, AI was used to increase the ratio of positive to negative stories shared, and embed storytelling into various processes to transform the culture.
- The 4 D cycle of AI involves Discovery of what gives life, Dream
Want to change the world but not sure where to begin? This simple guide - The Creative Activist Toolkit - takes you step-by-step through the beginning stages of social innovation and helps you avoid common mistakes. (We will enable downloading when toolkit is finalized - sometime in May 2011.)
Designing the Systems Sciences - AHO, Oslo, Oct 2012 Peter Jones
This document discusses integrating systems thinking and design practices. It argues that while design sidesteps entrenched systems through unpredictable leaps, systems thinking sees design as problem solving and has not evolved with design. The document examines how systems theories have appropriated design and underconceptualized it. It proposes that both systems and design thinking could be enhanced through a more durable co-relationship and by acknowledging each other's perspectives and practices.
Fear causes many people to fail and not pursue their dreams. Happiness and optimism are the tools needed to help overcome fear. Presentation to Touro College Los Angeles, 2015
How Might We: Simplexity in Design CharrettesPeter Jones
This document describes Peter Jones' work applying design thinking and systems thinking approaches. It provides an overview of his background and areas of focus, including strategic foresight, innovation, and design for complex problems in healthcare, climate adaptation, and more. It then outlines a design thinking process called Simplexity that engages stakeholders in problem finding, research, defining challenges, idea generation, and prototyping solutions through collaborative workshops.
The Flourishing Cities FrameworkSystemic Civil Planning for an Urban Busin...Peter Jones
Workshop at Urban Ecologies 2015. Today’s participatory design workshop is to learn and employ the Flourishing Cities canvas as a system map for designing civil governance processes. The Flourishing Cities framework adapts a design tool for constructing strongly sustainable business models as a visual organizer for engaging stakeholders in co-creating values-centred operational guidance for urban planners and local governments.
This is based on research work developed from OCADU sLab Strongly Sustainable Business Model group as applied to the flourishing of cities and settlements.
The document provides a summary of the 2014 FUEL Forum held in Vancouver. It discusses three major shifts that were identified at the forum: from money to meaning, from individual to group, and from siloism to meritocracy. For each shift, it outlines the disruption/opportunity and provides 1-3 key insights. It also summarizes the presentations of several speakers who discussed these shifts. The overall document aims to ignite discussion and action around social, environmental, and technological changes.
Persuasion architectures: Nudging People to do the Right ThingUser Vision
Review of some of the most popular commercial and public sector persuasion methodologies. Plus some reasons why they may not work and some criticisms, and a comparison of how supermarkets persuade us, offline.
Social Entrepreneurship - Session for Yemen youth 2015ROWAD Foundation
During this video conference our speaker Joanne will provide us with introduction to Social Entrepreneurship, why Social entrepreneurship is getting high profile today? The process and some tools, and some examples from other countries.
The document introduces people around the world who have found personal fulfillment through positive impact rather than financial wealth or career success. It profiles individuals from various countries who started non-profits, social enterprises, and initiatives focused on issues like education, healthcare, sustainability, and human rights. Their quotes illustrate a desire to use their skills and resources to make a difference in people's lives and create lasting change.
Behavioural Meetup: Stuart Church on Darwin to DesignPrime Decision
This document summarizes Stuart Church's presentation on applying evolutionary thinking to design and behavior. It discusses how designs and behaviors are subject to natural selection processes like variation, replication, and selection. Successful designs and behaviors persist while unsuccessful ones fail. Experimental approaches that generate many variations, like Amazon's product experiments, can accelerate innovation. Most new innovations are small modifications of existing ideas and behaviors within the "adjacent possible." Cooperative behaviors can emerge from strategies like reciprocity in iterated games. Copying others' successful behaviors and designs is also an evolutionarily advantageous strategy.
The document discusses Judy Estrin's perspectives on innovation based on her experiences in computer science, entrepreneurship, and serving on advisory boards. It argues that innovation is crucial for economic growth and addressing societal challenges, but requires nurturing an ecosystem that embraces core values like curiosity, risk-taking, trust, and patience. The document also notes that innovation will increasingly require interdisciplinary collaboration to solve complex problems in energy, healthcare, and other fields.
Myself and Luis Medeiros moderated a discussion on Clubhouse around the topic of Problem Framing and Reframing, with useful tips on how to write better problem statements, how to ensure you’re solving the right problems, and raise the awareness of decision biases.
Positive Computing: Technology for Psychological Wellbeing. Includes design for empathy, and affiliative design. Presented at Stanford's Center for Compassion and Altruism Research and Education (CCARE). Presented with Rafael Calvo (slideshare.net/RafaelACalvo)
Golden rules for changing hearts and minds in divided timesCharityComms
Nicky Hawkins, director of impact, FrameWorks Institute
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Advocacy and influencing skills IS2011 OttawaEdward Kellow
This document discusses advocacy skills for promoting the green economy. It covers nudges and choice architecture, the six weapons of influence including consistency, reciprocation, social proof, authority, liking, and scarcity. Specific advocacy tools are examined like framing messages, storytelling, and government campaigns. Effective advocacy requires understanding human behavior and how to subtly influence decisions through default options, peer pressure, relationships and creating a sense of scarcity.
Anticipatory Factors in Dialogic Design ISSS 2016Peter Jones
Applications of the systemic practices of dialogic design (Structured Dialogic Design and it variants) have recently developed and integrated futures and foresight models as anticipatory frameworks for policy and long-term planning situations (Weigand, et al, 2014). We have identified this model of practice as collaborative foresight, reflecting the perspective from practice that futures literacy must be considered an essential complement to multi-stakeholder deliberation where complex and competing interests are considered in planning and decision making. This study proposes approaches to advancement in science and practice that integrate essential properties of collective anticipatory modelling for design decisions.
Scientific principles for dialogic design have been developed and practiced over the course of nearly 50 years of developmental evolution, following Warfield’s (1986) Domain of Science Model (DoSM) and Christakis’ (2006, 2008) research extending the DoSM. One of the key principles in the DoSM refers to the recursive learning necessary to develop systemic practices, a second-order (deutero) learning process as noted in Warfield’s DoSM cycle. The standard model requires warranted claims to be evaluated from their testing in the Arena of real-world practice and reflective learning in order to advance new theory for inclusion in the accepted Corpus (theory supported by accepted evidence).
Recent developments from practice following from advanced design and strategic foresight theory lend support for progressing the models of dialogic design to explicitly entail methods of design and futuring within the historical model of dialogue. The observation driving this proposal can be summarized as “participants in collective designing efforts are likely to fail in their expected outcomes if they do not facilitate the requisite anticipation of future complexity in their domain of action.” Simply put, people will make significantly better plans and policies together if they can develop competency in futures thinking and share their understanding with one another.
This document summarizes a presentation on leadership in complex times. It discusses trends like an aging population, declining funding, and increased use of technology that are challenging non-profits. It also covers different types of change and resistance to change. The presentation argues that leadership must acknowledge complexity, be inclusive and adaptive to navigate these challenges. Qualities like identifying different problem types and fostering collective wisdom are important. The goal is a shift to see communities as primarily responsible for members' well-being, with professionals and funders playing supporting roles.
What is the Nudge Theory?
A mixure of beavourial economics, psychology, political theory, marketing and sales. Its the theory that considers how people make decisions – and how others impact them.
ThinkPlace is a strategic design consultancy that specializes in transforming complex public sector systems to be more efficient and user-centered. They use design thinking, systems thinking, and human insight mining. ThinkPlace has offices in Australia, New Zealand, and Washington DC. The presentation discusses ThinkPlace's experience building holistic innovation capabilities for clients, using techniques like polarity mapping and prototyping policy ideas. Design-led innovation can help ensure policies achieve their intended impacts and do not have unintended consequences.
Leaders need to help people challenge the sacred, challenge the typical ways of thinking. This is a slide show from a talk I gave at Tamarack's Poverty Reduction Summit in May 2015 in Ottawa.
This document provides an overview of Appreciative Inquiry (AI), a change management approach focused on identifying what works well within an organization and building upon those strengths, rather than focusing on problems. It discusses how AI was used successfully at GTE to drive positive cultural change. The key aspects of AI covered are:
- AI begins by identifying an organization's "positive change core" - its strengths, achievements, hopes and dreams - through appreciative interviews and storytelling.
- At GTE, AI was used to increase the ratio of positive to negative stories shared, and embed storytelling into various processes to transform the culture.
- The 4 D cycle of AI involves Discovery of what gives life, Dream
Want to change the world but not sure where to begin? This simple guide - The Creative Activist Toolkit - takes you step-by-step through the beginning stages of social innovation and helps you avoid common mistakes. (We will enable downloading when toolkit is finalized - sometime in May 2011.)
Designing the Systems Sciences - AHO, Oslo, Oct 2012 Peter Jones
This document discusses integrating systems thinking and design practices. It argues that while design sidesteps entrenched systems through unpredictable leaps, systems thinking sees design as problem solving and has not evolved with design. The document examines how systems theories have appropriated design and underconceptualized it. It proposes that both systems and design thinking could be enhanced through a more durable co-relationship and by acknowledging each other's perspectives and practices.
Fear causes many people to fail and not pursue their dreams. Happiness and optimism are the tools needed to help overcome fear. Presentation to Touro College Los Angeles, 2015
How Might We: Simplexity in Design CharrettesPeter Jones
This document describes Peter Jones' work applying design thinking and systems thinking approaches. It provides an overview of his background and areas of focus, including strategic foresight, innovation, and design for complex problems in healthcare, climate adaptation, and more. It then outlines a design thinking process called Simplexity that engages stakeholders in problem finding, research, defining challenges, idea generation, and prototyping solutions through collaborative workshops.
The Flourishing Cities FrameworkSystemic Civil Planning for an Urban Busin...Peter Jones
Workshop at Urban Ecologies 2015. Today’s participatory design workshop is to learn and employ the Flourishing Cities canvas as a system map for designing civil governance processes. The Flourishing Cities framework adapts a design tool for constructing strongly sustainable business models as a visual organizer for engaging stakeholders in co-creating values-centred operational guidance for urban planners and local governments.
This is based on research work developed from OCADU sLab Strongly Sustainable Business Model group as applied to the flourishing of cities and settlements.
The document provides a summary of the 2014 FUEL Forum held in Vancouver. It discusses three major shifts that were identified at the forum: from money to meaning, from individual to group, and from siloism to meritocracy. For each shift, it outlines the disruption/opportunity and provides 1-3 key insights. It also summarizes the presentations of several speakers who discussed these shifts. The overall document aims to ignite discussion and action around social, environmental, and technological changes.
Persuasion architectures: Nudging People to do the Right ThingUser Vision
Review of some of the most popular commercial and public sector persuasion methodologies. Plus some reasons why they may not work and some criticisms, and a comparison of how supermarkets persuade us, offline.
Social Entrepreneurship - Session for Yemen youth 2015ROWAD Foundation
During this video conference our speaker Joanne will provide us with introduction to Social Entrepreneurship, why Social entrepreneurship is getting high profile today? The process and some tools, and some examples from other countries.
The document introduces people around the world who have found personal fulfillment through positive impact rather than financial wealth or career success. It profiles individuals from various countries who started non-profits, social enterprises, and initiatives focused on issues like education, healthcare, sustainability, and human rights. Their quotes illustrate a desire to use their skills and resources to make a difference in people's lives and create lasting change.
Behavioural Meetup: Stuart Church on Darwin to DesignPrime Decision
This document summarizes Stuart Church's presentation on applying evolutionary thinking to design and behavior. It discusses how designs and behaviors are subject to natural selection processes like variation, replication, and selection. Successful designs and behaviors persist while unsuccessful ones fail. Experimental approaches that generate many variations, like Amazon's product experiments, can accelerate innovation. Most new innovations are small modifications of existing ideas and behaviors within the "adjacent possible." Cooperative behaviors can emerge from strategies like reciprocity in iterated games. Copying others' successful behaviors and designs is also an evolutionarily advantageous strategy.
The document discusses Judy Estrin's perspectives on innovation based on her experiences in computer science, entrepreneurship, and serving on advisory boards. It argues that innovation is crucial for economic growth and addressing societal challenges, but requires nurturing an ecosystem that embraces core values like curiosity, risk-taking, trust, and patience. The document also notes that innovation will increasingly require interdisciplinary collaboration to solve complex problems in energy, healthcare, and other fields.
Myself and Luis Medeiros moderated a discussion on Clubhouse around the topic of Problem Framing and Reframing, with useful tips on how to write better problem statements, how to ensure you’re solving the right problems, and raise the awareness of decision biases.
Positive Computing: Technology for Psychological Wellbeing. Includes design for empathy, and affiliative design. Presented at Stanford's Center for Compassion and Altruism Research and Education (CCARE). Presented with Rafael Calvo (slideshare.net/RafaelACalvo)
Golden rules for changing hearts and minds in divided timesCharityComms
Nicky Hawkins, director of impact, FrameWorks Institute
Visit the CharityComms website to view slides from past events, see what events we have coming up and to check out what else we do: www.charitycomms.org.uk
Advocacy and influencing skills IS2011 OttawaEdward Kellow
This document discusses advocacy skills for promoting the green economy. It covers nudges and choice architecture, the six weapons of influence including consistency, reciprocation, social proof, authority, liking, and scarcity. Specific advocacy tools are examined like framing messages, storytelling, and government campaigns. Effective advocacy requires understanding human behavior and how to subtly influence decisions through default options, peer pressure, relationships and creating a sense of scarcity.
Make sustainability sustainable (preview)Fan Foundry
Marketing "green" products often backfires because, much as we'd like all buyers to follow the altruistic "because green is better" thinking, other unaddressed factors intervene to short circuit that thinking, with the result that sustainable solutions fail to gain traction in the hearts and minds of buyers. But it doesn't have to be that way.
Ethical issues for administrators power point session 3 su2017bruce.miller
The document discusses several topics including:
1. The importance of understanding different perspectives and considering opposing opinions.
2. Defining principles of ends-based, care-based, and rule-based thinking and applying them to ethical dilemmas.
3. Questions around regulating beliefs and actions that do not harm others.
4. John Stuart Mill's arguments for freedom of expression and debate as conditions for rational decision making.
The document discusses engaging employees in sustainability efforts through effective communication strategies. It notes that sustainability communications should avoid being complicated, nagging, or boring. Instead, communications should focus on why sustainability is important to the organization and how employees can have fun contributing. The document also outlines factors like habits, social norms, and infrastructure that influence individual behaviors and provides examples of how companies have motivated employees through autonomy, mastery, and purpose.
This document contains notes from an introductory sociology course taught by Dr. Li-chin Huang. It includes an introduction to sociology concepts like critical thinking, social structures, and sociological perspectives. It also outlines the course topics like foundations of society, social institutions, and social change. Key sociological paradigms and theories are discussed as analytical tools to help students think critically about society. Bloom's taxonomy of learning and methods for developing critical thinking skills are presented.
Beyond Internal Communications - Influence and PersuasionAniisu K Verghese
This document discusses principles of social influence and persuasive communication. It provides examples of how small interventions can have wide-ranging impact through principles like social proof, scarcity, authority, commitment, and reciprocity. Brief interventions applying these principles have been shown to increase donations, environmental actions, and positive health behaviors. The document advocates for framing messages strategically and involving people to increase engagement and effectiveness of communications.
This document summarizes a webinar about learning to lead in uncertain times. It introduces the presenter and organizers. The webinar aims to review challenges charities face, explore sustainable leadership, and consider skills needed in the coming decade. It discusses leading in a post-factual world and cites experts on decision fatigue, confirmation bias, and the importance of myths and narratives. The webinar promotes skills like vision, listening, curiosity, self-awareness, relationship building, and advocating for change.
ILC-UK Future of Ageing Presentation Slides - 09Nov16 ILC- UK
On Wednesday 9th November 2016, ILC-UK held it's second annual future of Ageing conference.
We welcomed over 180 delegates made up of business leaders; charity sector experts; public sector decision makers; local authority staff; academics; and senior journalists.
The one day conference was chaired by Baroness Slly Greengross OBE and Lawrence Churchill CBE, and we heard from the following speakers:
- Dr Islene Araujo de Carvalho, Senior Policy and Strategy Adviser, Department of Ageing and Life Course, WHO
- John Cridland CBE, Head of the Independent State Pension Age Review
- The Rt Rev. and the Rt Hon. the Lord Carey of Clifton, Archbishop of Canterbury 1991-2002
- Ben Franklin, Head of Economics of an Ageing Society, ILC-UK
- Professor Sarah Harper, Director, Oxford Institute of Population Ageing
- Dwayne Johnson, Director of Social Care and Health at Sefton Metropolitan Borough Council
- Dr Margaret McCartney, Author and Broadcaster
- John Pullinger CB, National Statistician, UK Statistics Authority
- David Sinclair, Director, ILC-UK
- Jonathan Stevens, Senior Vice President, Thought Leadership, AARP
- Linda Woodall, Director of Life Insurance and Financial Advice, and sponsor of the Ageing Population project, Financial Conduct Authority
This document provides an ethics module on the relationship between globalization, religion, and ethics. It discusses key concepts like moral pluralism and challenges of different generations. It examines characteristics of Millennials and Generation Z. It also discusses the role of virtues and vices, and reasons for educating in virtue. The document is an ethics lesson that aims to help learners recognize the role of religion in globalization, identify ethical challenges of pluralism, and understand the importance of cultivating virtues.
This document provides advice for career advancement, including speaking with your own voice rather than your boss's, becoming the smartest person in the room by continuously learning new skills, and being willing to push back if you see issues rather than just going along with the group. It also encourages asking questions to gain knowledge and avoid groupthink, sharing what you've learned with others, and living with integrity.
1. The document describes a study conducted by Chenling Zhang to understand the values and aspirations of youth in Europe.
2. Over 800 hours were spent with 102 young people online to understand their values and create a model called "Youthtopia" representing their ideal world.
3. Youthtopia was then used to survey 7,000 young Europeans to understand their priorities in life and how they view 180 brands. This provides a new way for brands to understand their image and appeal to youth.
1. Citizenship, not exclusion or reduced status, should be the goal of welfare systems. Citizenship means equal participation and dignity for all in society.
2. Self-directed support (SDS), which gives individuals control over their support budgets, is key to achieving citizenship for people with disabilities or learning difficulties. SDS has been shown to reduce costs while improving outcomes.
3. Enabling individuals to work through supported employment, micro-enterprises, family jobs, or self-employment can help realize citizenship and contributes to communities, while saving on costs of institutional care or benefits. Communities, not systems, provide innovative solutions.
Social Media for Social Change: Challenging the Discourse of Disability and D...LiveWorkPlay
Social Media for Social Change: Challenging the Discourse of Disability and Difference presentation to the annual conference of the College Association for Language and Literacy (CALL) May 25, 2011, Algonquin College, Ottawa, Canada.
James gander book philosophical diversions where are we goinggander01
Highlights of a book from award-winning author James Gander attack the coming unprecedented changes in population size, mobility, worldwide communications, cultural interactions, and unsustainable economic and environmental challenges, and shares observations that will promote solutions.
This document contains notes from several units on human growth and development. It discusses the nature vs nurture debate, physical factors that can impact development, genetic conditions, disabilities, and bringing young and old people together through the Age Fusion project. Small group tasks addressed case studies and the effects of disabilities. Site visits were made to care centers to participate in intergenerational activities.
Truth Telling & Truth Suppression:Lies, Myths. and RealitiesDr. Don Daake, Ph.D.
In companies and organizations the truth, frequently is not heard. Perhaps one of the most under-recognized reasons is that most people cannot afford to risk their jobs. Opportunities are missed and disasters may occur because the truth is never heard. Several hypotheses for future testing are advanced.
Generations In The Community A New MarketplacePresentMark
This document discusses generational cohorts and the nonprofit sector. It notes that Baby Boomers, Generation X, and Millennials each have defining characteristics and events that shaped their perspectives. It also discusses that the nonprofit sector business models are often outdated and should focus on social entrepreneurism, impact investing, and engaging various generations as advocates and investors. The key to success is seen as social capital and innovation to create new value propositions for clients, donors, and communities.
LiveWorkPlay (With Notes) Presentation To YAI Conference 2013LiveWorkPlay
YAI Conference 2013 - Session 25 Community Inclusion: Keenan Wellar MA and Julie Kingstone MEd. From social programs to social change: building a welcoming community. Over a period of 4 years, the LiveWorkPlay organization engaged in a successful process of ‘de-programming’ by making a shift from congregated programs to authentic community-based.
This document discusses how our beliefs shape our reality and limit social progress. It argues that while technology advances, our underlying belief systems remain thousands of years old and rooted in unconscious biases. This perpetuates problems like inequality, poverty and environmental crises. However, it suggests that by becoming aware of our deepest beliefs and developing new, complementary paradigms, we can radically change our future and solve current issues. The most fundamental belief to begin this shift, it says, is recognizing our shared connection to one another.
Similar to Making Social Innovation Work Day 2 (20)
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
2. Day 2
09.30-10.00 Recap on Day 1
10.00-10.30 People power and social innovation
10.30-11.30 Realising creative potential
11.30-12.00 Break
12.00-13.00 Supporting collective action
13.00-14.00 Lunch
14.00-15.00 Activity: Theory of change
15.00-15.30 Feedback and discussion
15.30-16.30 Activity: Forming a collective
4. Daily Express
“Taxpayers will be outraged that
someone who allowed himself to get
that fat is taking so little
responsibility and blaming others for
his failure to stop eating.”
- Matthew Sinclair, Director of the Tax
Payer’s Alliance
5. BBC News
“What we can’t have is the state
withdrawing treatment because it
disapproves of the ways people live.
They are still tax-paying citizens and
they deserve services.”
- Douglas Carswell, MP for Clacton
7. There is a gradient of how capable people are of
change. Not how willing they are to change, but
how individual, environmental and economic
factors are realised as a set of actions that lead to
better or worse health.
8. Top-down
⬇ State desired policy
outcomes
⬇ List behaviours needed to
achieve the outcomes
⬇ Breakdown each behaviour
into parts
⬇ Match parts to intervention types
Bottom-up
⬆ Test and refine what works
⬆ Design ideas with and for
the people involved
⬆ Understand why they
behave the way they do
⬆ Discover what people
really want and need
11. Ban on smoking in public
• A smoking ban in England made it illegal to smoke
in all enclosed work places from July 2007.
• When questioned about the new legislation, the
ONS survey found 53% strongly agreed, 24%
agreed, 7% neither agreed nor disagreed, 11%
disagreed and 4% strongly disagreed.
• Led to a 42% drop in heart attacks due to reduced
passive smoking (Cochrane Review).
Institute for Government
12. Climate change act
• The 2008 act ensures that the net UK carbon
account for the year 2050 is at least 80% lower
than the 1990 baseline.
• An NGO campaign, political competition, a
reframing of climate change as an economic
issue, and an engaged political owner led to
action.
• Includes carbon targets, an independent
committee, a trading scheme and regular reports
on risks and programmes for adaptation.
Institute for Government
16. Where the lines blur
“If anything you do influences the way people choose, then
you are a choice architect… Choice architects must choose
something. You have to meddle. For example, you can't
design a neutral building. There is no such thing. A
building must have doors, elevators, restrooms. All of
these details influence choices people make.”
Richard Thaler & Cass Sunstein
Economist & Lawyer
Thaler & Sunstein (2008)
20. In whose interest?
1. How might we change behaviour?
2. How might we guide and support people
in making better decisions?
3. How might we help people help
themselves?
22. What is creativity?
According to social scientists…
The generation of ideas or solutions that are
both novel or original, and serve a purpose.
Everyone has creative potential.
Innovation is the implementation of creative
ideas.
23. Hunter et al. (2012)
Knowledge
Skills
Abilities
Other
Interactionist model
Creative
potential
Innovative output
Contextual moderators
24. Pop quiz
1. Is CMYK, black/white or RGB most appropriate
for full colour printing?
2. Is an enzyme a hormone, catalyst or antibody?
3. Is a declining village, commuter village or urban
village most likely to be found in the rural-urban
fringe?
4. In Pride and Prejudice, is Mrs Bennett’s mission to
be a good housewife, ensure all her daughters get
married or to educate her family?
5. Is calcium - carbonate, oxide or dihydrate the
main compound in limestone?
BBC GCSE Bitesize
25. Knowledge
“Everyone you will ever meet knows
something you don’t.”
Bill Nye (the Science Guy)
Science communicator
27. The problems with experts
• Curse of knowledge: better informed people find it
incredibly hard to understand why others just don’t get
it. They are 'cursed' by the knowledge and struggle to
share it in a meaningful way.
• Halo effect: tendency of an observer’s impression of a
person in one area influences their opinion of that
person in another area.
• Overconfidence: when a person's subjective
confidence in his or her judgments is reliably greater
than the objective accuracy of those judgements,
especially when confidence is relatively high.
30. Skills
“Remember, people will judge you by your
actions not your intentions. You may have a
heart of gold but so does a hard-boiled egg.”
Maya Angelou
Poet, author, actress
31.
32. Creative processing
1. Problem identification
2. Information gathering
3. Concept selection
4. Concept combination
5. Idea generation
6. Idea evaluation
7. Implementation planning
8. Monitoring
Mumford et al (1991)
33. Activity
List as many alternative uses for a shoe
as you can think of in three minutes.
34. Abilities
“Everybody is a genius. But if you judge a
fish by its ability to climb a tree, it will live
its whole life believing that it is stupid.”
Albert Einstein
Physicist
35. Alternative uses test
• Fluency: how many uses you can come up with.
• Originality: how uncommon those uses are (e.g.
“router restarter” is more uncommon than “holding
papers together”).
• Flexibility: how many areas your answers cover (e.g.
cufflinks and earrings are both accessories, aka one
area).
• Elaboration: level of detail in responses; “keeping
headphones from getting tangled up” would be worth
more than “bookmark”.
Guilford (1967), 99u.com
38. Types of response
Examples of the consensual variety are “student”, “girl”,
“husband”, “Baptist”, “from Chicago”, “pre-med”, “daughter”,
“oldest child”, “studying engineering”; that is, statements
referring to commonly defined statuses and classes.
Examples of the sub-consensual category are “happy”,
“bored”, “pretty good student”, “too heavy”, “good wife”,
“interesting”; that is, statements without positional
reference, or that require further clarification.
Kuhn & McPartland (1954)
40. In general, “creative
people are more
open to new
experiences, less
conventional and
less conscientious,
more self-confident,
self-accepting,
driven, ambitious,
dominant, hostile,
and impulsive.”
Feist (1998)
41. Extrinsic
Contingent rewards, like
money paid to complete a
task.
Often only weak reinforcers
in the short term, and
negative reinforcers in the
long run.
Intrinsic
An individual's desire to
perform the task for its own
sake.
Tied to persistence needed
for novel, unique and
challenging work (e.g.
dealing with set backs).
42. Overjustification
Children randomized into three groups for a drawing
activity:
1. Received a certificate with a gold seal and ribbon.
2. Received same reward with no prior knowledge.
3. Reward neither expected nor received (control).
Same target drawing activity conducted 1-2 weeks
after sessions and subsequent intrinsic interest
measured by % of free time spent doing the activity.
A person's intrinsic interest in an activity may be
decreased by inducing him to engage in that activity
as an explicit means to some extrinsic goal.”
Lepper, M. R., Greene, D., & Nisbett, R. E. (1973)
8.59%
16.73%
18.09%
43. Popular questions…
• Should a child be rewarded for passing an exam,
or paid to read a book?
• What impact do empowerment and monitoring
have on employees' morale and productivity?
• Does receiving help boost or hurt self-esteem?
• Why do incentives work well in some contexts, but
appear counterproductive in others?
• Why do people sometimes undermine the self-
confidence of others on whose effort and initiative
they depend?
Benabou & Tirole (2003)
45. Hunter et al. (2012)
Knowledge
Skills
Abilities
Other
Interactionist model
Creative
potential
Innovative output
Contextual moderators
46. Social expectation
“To say Obama is progress is saying that he’s
the first black person that is qualified to be
president. That’s not black progress. That’s
white progress. There’s been black people
qualified to be president for hundreds of
years... The advantage that my children have
is that my children are encountering the nicest
white people that America has ever produced.”
Chris Rock
Comedian
Vulture.com
47. The self and others
• Identity is a person’s self-belief in the
characteristics that define who they are and
the groups they associate with. Influences
people’s intentions and motivation to act.
• Self-efficacy is a person’s self-belief in their
capacity to perform behaviours necessary to
achieve specific goals. Influences factors
such as level of effort, perseverance, and
resilience in the face of adversity or failure.
Murnieks & Mosakowski (2007), Bandura (1997)
49. Design to be inclusive
• There is no such thing as ‘hard to reach’.
• But designing programmes that explicitly
target under represented groups, e.g.
women, ethnic minorities or ex-offenders,
may further stigmatise their role.
Fletcher (2005)
52. Climate for creativity
• In a perfect market, there is no information failure
or time lags and knowledge is freely available to
everybody in the market.
• The physical and social environment in which
people live, work and learn, and the people and
institution with which they interact will influence
their flow of information.
• People in a creative climate may benefit from a
better flow of information about the resources
available and the opportunity to exchange in an
exchange, for example through advice from peers
and innovative leadership
57. Complex systems
• Dynamic network of interactions.
• Many interdependent components.
• Emergent properties.
• Small changes can cause large effects
(non-linear).
• Individual and collective behaviour adapt
to change.
• Positive and negative feedback loops.
Mingers & White (2010)
58. Collective action
No individual alone is responsible for the biggest
problems in society.
And no individual alone will solve them.
To solve the biggest problems in society, we need
to develop ways of helping people work effectively
together to achieve their own and common goals.
Kania & Kramer (2011)
59. What is coordination?
• Coordination: the process of managing
dependencies between activities.
• Collaboration: people work together (co-
labour) on a single shared goal.
• Cooperation: people perform together (co-
operate) on selfish yet common goals.
Malone & Crowston (1994)
60. Activity
Tomorrow you have to meet a stranger in
Querétaro. Where and when do you meet
them?
Adapted from Schelling (1960)
65. Stag hunt game
Two hunters must each decide whether to hunt a stag
together or hunt rabbits alone. Half a stag is better than a
brace of rabbits, but the stag will only be brought down with
a combined effort. Rabbits, on the other hand, can be
hunted by an individual without any trouble.
Rousseau (1987)
66. Stag hunt
Two Nash equilibria
Hunter 1
Stag Hare
Hunter 2
Stag 2, 2 0, 1
Hare 1, 0 1, 1
68. Climate change
• USA and China account for 44% of world’s
carbon emissions.
• Emissions policies are costly.
• But protecting the environment is of
benefit to everyone.
• What strategy should each take?
The Atlantic
69. Climate change PD
(If no real threat to the environment)
USA
Cooperate Exploit
China
Cooperate 1, 1 1, 3
Exploit 3, 1 3, 3
70. Climate change SH
(Nearing collapse of the environment)
USA
Cooperate Exploit
China
Cooperate 2, 2 0, 1
Exploit 1, 0 1, 1
72. Financial wellbeing
Overarching problem: Financial wellbeing
Shared goal: Helping people make better decisions
when in debt
Activity: Service improvement
Retail bank Charity University
Goal
Improve
customer
experience
Improve
financial
outcomes
Investigate
decisions
under debt
Offer
Opportunity to
test digital
interventions
Problem
insights from
audience
Ideas and
decision
theories
Want
Problem
insights and
ideas
Financial and
practical
support
Data and route
to impact
Managing
dependencies
• Delivering services
at agreed rates.
• Exchanging data for
insights.
• Providing expert
advice and
guidance.
73. Healthy lifestyles
Managing
dependencies
• Donating time and
resources.
• Exchanging data for
insights.
• Providing expert
advice and
guidance.
Overarching problem: Healthy lifestyles
Shared goal: Create a health check service that
better meets the needs of residents
Activity: New product development
GP Surgery Tech agency Charity
Goal
Improve
service
efficiency
Develop novel
solutions
Alleviate
pressure on
state
Offer
Problem
insights from
delivery
Technical
expertise and
time
Funding and
networks of
users
Want
Tech expertise
and users
Insights and
new revenue
streams
Cases, and
return on
investment
74. Social inclusion
Managing
dependencies
• Pooling
development
budgets.
• Accessing space
and equipment.
• Placing students for
summer projects.
Overarching problem: Social inclusion
Shared goal: Enable people to learn more as part of
their community
Activity: Education and training
University Local auth. Comm. grp
Goal
Improve
educational
outcomes
Improve
resident
participation
Represent
resident
interests
Offer
Teaching
excellence and
time
Problem
insights and
funding
Problem
insights and
ideas
Want
Social value,
new revenue
streams
Local teaching
expertise
Funding and
teaching time
79. Theory of change template
• What is the programme/idea?
• What will the programme offer or will people
do as part of the programme?
• What changes will occur as a result of the
activities?
• What will be the outcomes of these
changes?
• What is the ultimate purpose of the
programme?
Adapted from Nesta
Goal
Outcomes
Assumptions
Activities
Description
85. Coordination template
• What is the shared goal?
• What activities need to occur to achieve
that goal?
• Who will take responsibility for, and
complete, each activity?
• Why will each person want to complete
their activity?
• What are the dependencies between
activities and how will they be managed?
Adapted from Nesta
Dependencies
Motivation
People
Activities
Goal
86. Social inclusion
Managing
dependencies
• Pooling
development
budgets.
• Accessing space
and equipment.
• Placing students for
summer projects.
Overarching problem: Social inclusion
Shared goal: Enable people to learn more as part of
their community
Activity: Education and training
University Local auth. Comm. grp
Goal
Improve
educational
outcomes
Improve
resident
participation
Represent
resident
interests
Offer
Teaching
excellence and
time
Problem
insights and
funding
Problem
insights and
ideas
Want
Social value,
new revenue
streams
Local teaching
expertise
Funding and
teaching time
87. Activity
Map out the coordination that needs to
occur to implement your programme
Hunter, S. T., Cushenbery, L., & Friedrich, T. (2012). Hiring an innovative workforce: A necessary yet uniquely challenging endeavor. Human Resource Management Review, 22(4), 303-322.
http://www.bbc.co.uk/education
Peter Higgs (L)
Betts, A., Bloom, L., & Weaver, N. (2015). Refugee Innovation: Humanitarian Innovation that Starts with Communities:[report]. Refugee Studies Centre.
Mumford, M. D., Mobley, M. I., Reiter‐Palmon, R., Uhlman, C. E., & Doares, L. M. (1991). Process analytic models of creative capacities. Creativity Research Journal, 4(2), 91-122.
Guilford, J. P. (1967). Creativity: Yesterday, today and tomorrow. The Journal of Creative Behavior, 1(1), 3-14.
Kuhn, M. H., & McPartland, T. S. (1954). An empirical investigation of self-attitudes. American sociological review, 19(1), 68-76.
Feist, G. J. (1998). A meta-analysis of personality in scientific and artistic creativity. Personality and social psychology review, 2(4), 290-309.
Benabou, R., & Tirole, J. (2003). Intrinsic and extrinsic motivation. The review of economic studies, 70(3), 489-520.
Lepper, M. R., Greene, D., & Nisbett, R. E. (1973). Undermining children's intrinsic interest with extrinsic reward: A test of the" overjustification" hypothesis. Journal of Personality and social Psychology, 28(1), 129.
Benabou, R., & Tirole, J. (2003). Intrinsic and extrinsic motivation. The review of economic studies, 70(3), 489-520.
Hunter, S. T., Cushenbery, L., & Friedrich, T. (2012). Hiring an innovative workforce: A necessary yet uniquely challenging endeavor. Human Resource Management Review, 22(4), 303-322.
Murnieks, C., & Mosakowski, E. (2007). Who am i? looking inside the 'entrepreneurial identity’, Bandura, A. (1997). Self-efficacy: The exercise of control. Macmillan.
Fletcher, D. R. (2005). Providing enterprise support for offenders: realising new opportunities or reinforcing old inequalities?. Environment and planning C: government and policy, 23(5), 715-731.
http://schlaf.me/post/81679927670
Hunter, S. T., Bedell, K. E., & Mumford, M. D. (2007). Climate for creativity: A quantitative review. Creativity research journal, 19(1), 69-90.
Hunter, S. T., Cushenbery, L., & Friedrich, T. (2012). Hiring an innovative workforce: A necessary yet uniquely challenging endeavor. Human Resource Management Review, 22(4), 303-322.
Mingers, J., & White, L. (2010). A review of the recent contribution of systems thinking to operational research and management science. European Journal of Operational Research, 207(3), 1147-1161.
Kania, J & Kramer, M. (2011). Collective Impact. Stanford social innovation review.
Malone, T. W., & Crowston, K. (1994). The interdisciplinary study of coordination. ACM Computing Surveys (CSUR), 26(1), 87-119.
Schelling, T. C. (1960). The strategy of conflict. Cambridge, Mass.
Malone, T. W., & Crowston, K. (1990, September). What is coordination theory and how can it help design cooperative work systems?. In Proceedings of the 1990 ACM conference on Computer-supported cooperative work (pp. 357-370). ACM.