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[https://ssir.org/articles/entry/cutting_through_the_complexity_a_roadmap_for_effective_collaboration#] - - public:weinreich
management, partnerships, strategy - 3 | id:350254 -

Launching and sustaining effective collaborations and networks requires that we pay constant attention to five activities: Clarifying purpose Convening the right people Cultivating trust Coordinating existing activities Collaborating for systems impact

[https://scienceforwork.com/blog/training-make-change-stick/] - - public:weinreich
behavior_change, management, training - 3 | id:309763 -

Key Points: Behaviour modelling training (BMT) is a popular training intervention which focuses on changing behaviours on the job. BMT improves trainees’ knowledge, skills, and desired actions on the job You can design BMT to work even better, for example by describing both the “what” and the “why” of the new behaviors trainees learn

[https://www.linkedin.com/pulse/paid-social-worth-investment-wes-finley/] - - public:weinreich
advertising, management, social_media - 3 | id:281059 -

Often, a Facebook page with no Fans can drive greater visibility with $500 of investment than a page can achieve organically with 90 Million+ Fans. This Facebook campaign reaches 1.3 Million people and achieves 42,000 clicks through to a website for $643. Despite the declining ROI of organic content, surprisingly few brands actually promote their social posts regularly. And by ignoring this paid investment they waste time and money creating imagery and copy that will be seen by very few people.

[https://hbr.org/2019/11/breaking-down-the-barriers-to-innovation] - - public:weinreich
behavior_change, management, organization - 3 | id:277240 -

Fortunately, it’s possible to “hack” this problem. Drawing on the behavioral-change literature and on our experiences working with dozens of global companies, including DBS, Southeast Asia’s biggest bank, we’ve devised a practical way to break bad habits that squelch innovation and to develop new ones that inspire it. Like most hacks, our approach isn’t expensive, though it does take time and energy. It involves setting up interventions we call BEANs, shorthand for behavior enablers, artifacts, and nudges. Behavior enablers are tools or processes that make it easier for people to do something different. Artifacts—things you can see and touch—support the new behavior. And nudges, a tactic drawn from behavioral science, promote change through indirect suggestion and reinforcement. Though the acronym may sound a bit glib, we’ve found that it’s simple and memorable in a way that’s useful for organizations trying to develop better habits.

[https://breakthroughactionandresearch.org/our-work/costing-and-economic-evaluation/] - - public:weinreich
behavior_change, evaluation, how_to, management - 4 | id:272141 -

Currently Available Costing and Economic Evaluation Products The Business Case for Investing in Social and Behavior Change (report) new Guidelines for Costing Social and Behavior Change Interventions (report) new The Added Value of Costing Social and Behavior Change Interventions (brief) new Social and Behavior Change Business Case and Costing Webinar Generating Evidence to Inform Integrated Social and Behavior Change Programming in Nigeria Making the Business Case for Social and Behavior Change Programming (activity brief)

[http://www.liberatingstructures.com/9-what-so-what-now-what-w/] - - public:weinreich
consulting, creativity, management, training - 4 | id:271953 -

Together, Look Back on Progress to Date and Decide What Adjustments Are Needed (45 min.) What is made possible? You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What. The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

[https://www.thinkcompany.com/2019/01/the-content-strategy-of-civil-discourse-part-five/] - - public:weinreich
creativity, management, social_media, strategy - 4 | id:267016 -

In part four, we looked at the difference between hierarchical and collaborative conversations. Now we bring it all together and ask, “What can we do?” The answer is, a lot. There are, as it turns out, many solutions to how we can do a better job of talking to each other, and any one of these are approaches you can try in your own lives or organizations.

[https://www.shopsplusproject.org/article/tool-helps-strengthen-capacity-and-sustainability-social-marketing-organizations] - - public:weinreich
management, organization, social_marketing - 3 | id:266047 -

SHOPS Plus developed the Social Marketing Organizational Development Assessment Tool that benchmarks progress in the institutional development of social marketing organizations. The tool assesses a social marketing organization across three areas of sustainability: technical, institutional, and financial.

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