The cultivation of experiences of awe. Like gratitude and curiosity, awe can leave us feeling inspired and energized. It’s another tool in your toolkit and it’s now attracting increased attention due to more rigorous research.
Getting to a “center with no sides” state is great. This is where my coachee was trying to get her team to - thinking of solutions to their central, big hairy goal. But it doesn’t come for free...you have to build up to that conversation. First she had to get them to locate themselves as *in* vs outside the circle of the question. Once they were aligned with the goals...that’s where the magic of the third conversation comes in.
Leading powerful, transformational change requires the ability to facilitate three essential conversations, to answer three key questions:
What is in and what is out? Ie, what are we talking about and what are we not going to talk about? Who is in and who’s out? Are we all in?
What is our center with no sides? Ie, what is the most central question we are hoping to solve together?
How can we dance on the edge of possibility? Once we know what we are talking about, and our most central question, how can we look past what’s possible to solve this challenge?
Costing is the process of data collection and analysis for
estimating the cost of a health intervention. High-quality
cost data on SBC are critical not only for developing
budgets, planning, and assessing program proposals,
but can also feed into advocacy, program prioritization,
and agenda setting. To better serve these data needs,
these guidelines aim to increase the quantity and quality
of SBC costing information. By encouraging cost analysts to use a standardized approach based on widely
accepted methodological principles, we expect the SBC
Costing Guidelines to result in well-designed studies
that measure cost at the outset, to allow assessment
of cost-effectiveness and benefit-cost ratios1
programming. Such analyses could also potentially help
advocates for SBC to better make the case for greater
investment in SBC programming.2
These guidelines lay
out a consistent set of methodological principles that
reflect best practice and that can underpin any SBC
The most common question I get on responsible design: ‘How do I actually embed ethical considerations into our innovation process?’ (They don’t actually phrase it like that, but you know… trying to be concise.)
Although I don’t love cramming a multifaceted field like ethics into a linear diagram, it’s helpful to show a simple process map. So here’s my attempt.
TL;DR: A framework for having hard conversations with stakeholders and teams. Especially useful where there’s disagreement on what you’re doing, why you’re doing it, prioritisation, and what success looks like. You should be able to get people using this in 10 minutes or less.
Consequence Scanning – an agile practice for Responsible Innovators
A timely new business practice; Consequence Scanning fits alongside other agile practices in an iterative development cycle. This is a dedicated time and process for considering the potential consequences of what you’re creating
SessionLab is the dynamic way to design your workshop and collaborate with your co-facilitators
The most intuitive session planning system for facilitators, consultants and trainers.
Design facilitation plans collaboratively, share professional-looking agendas with your clients and have a shared knowledge base within your team.
5Es of Experience Design: ENTICE, ENTER, ENGAGE, EXIT, EXTEND
When you design a meeting as an experience, keep the 5Es framework as 5 “phases” of the experience in mind. Ask yourself: How might I entice people to join the meeting, how to get them to enter the conversation, how best to engage the participants, how to exit on the right note and how to extend the action to maintain momentum. I’ll guide you through these five phases with tools and case studies, so you can apply them at your work.
Launching and sustaining effective collaborations and networks requires that we pay constant attention to five activities:
Convening the right people
Coordinating existing activities
Collaborating for systems impact
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
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.
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.