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

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summary of key points of book

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: Clarifying purpose Convening the right people Cultivating trust Coordinating existing activities Collaborating for systems impact

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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

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.

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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.

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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)