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.
types of people re: org change
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.
Transformation sounds impressive, glamorous even, but what does it actually mean? After six years of leading transformation in government, this is my attempt to explain what it is, what it’s not, and how to spot the difference. It’s always good to start with a definition, and Cambridge Dictionary offers this one: ‘transformation: a complete change in the appearance or character of something… especially so that thing is improved’. This gives us some clues, but it’s not nearly complete. So with the help of my Twitter community, here’s 6 characteristics of what transformation is, and what it is not.
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.
Learn how a brand book helps your nonprofit promote a positive brand identity and maintain consistency across marketing channels and platforms.
resources for mapping, assessing and weaving networks
The Cultural Web is a tool used to map the culture of an organisation and is a way of seeing and understating the different influences that affect organisational culture. It can be used to map existing culture and it can also used to map future culture based on the question: ‘What does the culture need to look like to make this change happen’? The two maps can then be compared in order to promote discussion and highlight what, where and how change can be implemented.
If you or a small group of colleagues are the ones trying to bring a new practice to your organization, you are an innovator. You are inspired by a new practice you discovered, but will likely face problems getting it accepted. Consider that the challenges you experience when spreading a new practice are totally normal. It doesn’t mean you are failing, should stop trying, or there is anything “wrong” with staff and colleagues. It just means that your role is to plan how to motivate other members of the system
A 'one size fits all' approach is often the fundamental flaw of these programs, say Wharton and Penn researchers.
What should a charity do when it has more money than it needs to carry out its original mission?
