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

[http://www.chriscorrigan.com/parkinglot/facilitation-resources/] - - public:weinreich
conference, consulting, creativity, management, organization, professional_resource - 6 | id:264295 -

Here is a collection of resources I use in my facilitation practice. By and large these resources support facilitation of participatory and self-organizing process at scales ranging from very small groups to large conferences. I use some of these tools directly and others as inspirations to design and create my own processes. The first section provides links to participatory group process that are inclusive and self-organizing to varying degrees. The section on process architecture and maps contains links to sites whose worldviews can inform process design from single meetings to large scale change. The next three sections cover more specific tools useful for particular purposes, and finally the last section contains links to sources of ongoing inspiration.

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