Corruption. The Age of NGO's Rise to Power. The Benghazi incident. Interview Tips. Recycled crafts. Interesting Search Engines. CrowdFunding/CrowdSourcing. Growth Hacking. The NSA Files: PRISM & Boundless Information. Preppers. Behavioural Economics. Intelligence Services. 100 Metaphysics & Psychology. Social Science Theory/Research. Intelligence Collective. Social Psychology. Learning Theories. Research methodology. Corruption | corporations. Corruption. Mushrooms! Pictures, Types and Inspiration. The Age of NGO's Rise to Power. The Benghazi incident. Preppers. Interesting Search Engines. CrowdFunding/CrowdSourcing. Growth Hacking. The NSA Files: PRISM & Boundless Information. Big Data Tools. Interview and Job Advice. BODY LANGUAGE. Fukushima. Dark Matter. Theory of Change. Theory of Change: A Collaborative Tool? ? Social Edge. We all have a whole boatload of different theories of change: change happens when the heart is deeply moved (people feel the injustice of racism) or when law demands it (Lyndon B.
Johnson signs the Civil Rights Act in 1964), change happens better when you are seduced into it than when you are threatened into it, or vice versa, there are views that say it takes a hero (Martin Luther King) or that heroes are irrelevant (the tides of history theory) — dozens of opinions and points of view. And then there is The Theory of Change. Let’s not get into the argument as to how change happens unless we have to — this event is about The Theory of Change — and I learned about it via the wonderful Beth Kanter (picture here) and she pointed me to this background info. The Theory of Change is a methodology, designed to create the kind of change social entrepreneurs are interested in. It involves: • Identifying long-term goals and the assumptions behind them Heady stuff. . • What is your experience? Change management. Change management is an approach to transitioning individuals, teams, and organizations to a desired future state.[1] In a project management context, change management may refer to a project management process wherein changes to the scope of a project are formally introduced and approved.[2][3] History[edit] 1960s[edit] Everett Rogers wrote the book Diffusion of Innovations in 1962.
There would be five editions of the book through 2003, during which time the statistical analysis of how people adopt new ideas and technology would be documented over 5000 times. The scientific study of hybrid corn seed adoption led to the commonly known groupings of types of people: Innovators, Early Adopters, Early Majority, Late Majority and Laggards. 1980s[edit] McKinsey consultant Julien Phillips first published a change management model in 1982 in the journal Human Resource Management, though it took a decade for his change management peers to catch up with him.[4] 1990s[edit] 2000s[edit] 2010s[edit] 4 Principles For Creating Change, And 4 Barriers That Make It Harder. Many people now are struggling to make change; to drive social or environmental impact whether they are social entrepreneurs or people working from within organizations to make a difference.
In this piece, we wanted to focus on thinking about how communities of change makers can thrive. It’s not enough for change making to be the sole remit of a handful of do-gooders or NGOs. By highlighting some of the barriers and core principles that are vital to the success of a world in which everyone is a change maker, we hope to begin to mainstream the art of change making and destroy the social entrepreneur’s monopoly on social change.
Barrier 1: Experts As Idols. Reasoning Is Sharper in a Foreign Language. The language we use affects the decisions we make, according to a new study.
Participants made more rational decisions when money-related choices were posed in a foreign language that they had learned in a classroom setting than when they were asked in a native tongue. To study how language affects reasoning, University of Chicago psychologists looked at a well-known phenomenon: people are more risk-averse when an impersonal decision (such as which vaccine to administer to a population) is presented in terms of a potential gain than when it is framed as a potential loss even when the outcomes are equivalent. In the study, published online in April in Psychological Science, native English speakers who had learned Japanese, native Korean speakers who had learned English and native English speakers studying French in Paris all surrendered to the expected bias when they encountered the question in their native tongue.
In their foreign language, however, the bias disappeared. Emotional intelligence. Metamotivation.