Getting Beyond Better Course Syllabus- December...

1CourseonSocialEntrepreneurshipbasedonGettingBeyondBetter

byRogerL.MartinandSallyR.Osberg

Outlineforacourseon

SocialEntrepreneurship

BasedonGettingBeyondBetter:HowSocialEntrepreneurshipWorks(HBRPress,2015)

ByRogerL.MartinandSallyR.Osberg

ThiscourseisdesignedforstudentswithastronginterestinlookingunderthehoodofSocialEntrepreneurship.UsingthebookGettingBeyondBetterbyRogerL.MartinandSallyR.Osbergasthecoursebackbone,eachclasswilldiveintounderlyingtheoriestoexplainhowsocialentrepreneursworktocreateequilibriumchange.Thecourseweavestogetherthemesofwickedproblemsandmindsets,coupledwiththethinkingtoolsofdesignthinking,integrativethinking,andsystemsthinking.Thesethemeshighlightwhosocialentrepreneursareandhowtheythink.Thecourseisdividedintotwoparts.Thefirstexaminesthecontextinwhichsocialentrepreneurswork.Thesecondlooksathowtheydowhattheydo.Thecourseculminateswithanexplorationofsocialimpactmeasurement.Ideally,eachclassisabout2hoursinlength.AdescriptionofeachreadingisincludedasanAppendixafterthesyllabus.ThissyllabuswaspreparedbyNogahKornbergincollaborationwithRogerL.Martin.Ifyouhavethoughtsorquestions,[email protected],wearehappytoassist.

PartI:TransformationforGoodSHIFTINGTHEEQUILIBRIUM,Classes1-3 Westartourexaminationofsocialentrepreneurshipbyseekingtobetterunderstandsocialentrepreneursandtheworldtheylivein.Theopeningframeisoneofwickedproblems,thecomplexandever-shiftingproblemsthatsocialentrepreneursseektosolve.Then,tounderstandthepeoplebehindthesolutions,weexploremindsetsandmentalmodels.Ourmindsets,acollectionofmentalmodels,influenceourbehavioursandgreatlyimpactouractions.Exploringmindsetsallowsstudentstoreachadeeperunderstandingofwhosocialentrepreneursareandwhytheyengagewithwickedproblemsinthewaythattheydo.GettingBeyondBetteranchorreading:Introduction,ForwardandChapter1.1.IntroductiontoSocialEntrepreneurship

• Martin,RogerandSallyOsberg.“SocialEntrepreneurship:TheCaseforDefinition.”StanfordSocialInnovationReview.5,no2(Spring2007):28-39.

• Martin,RogerandSallyOsberg.GettingBeyondBetter:HowSocialEntrepreneurshipWorks.Boston:HarvardBusinessReviewPress,2015.

• Austen,Hilary.ArtistryUnleashed:AGuidetoPursuingGreatPerformanceinWorkandLife.Toronto:UniversityofTorontoPress,2010.Pages87-131.



2.SocialEntrepreneurshiptoSolveWickedProblems• Dees,J.Gregory.“TheMeaningof‘SocialEntrepreneurship.’”CenterforSocialInnovation,

StanfordSchoolofBusiness(October1998,revisedMay2001).• Worsham,ErinL.“ReflectionsandInsightsonTeachingSocialEntrepreneurship:AnInterview

withGregDees.”AcademyofManagementLearningandEducation.11,no3(2012):442-452.• Christensen,ClaytonM,HeinerBaumann,RudyRugglesandThomasM.Sadtler.“Disruptive

InnovationforSocialChange.”HarvardBusinessReview(December2006):94-101.• Rittel,HorstW.J.andMelvinM.Webber.“Dilemmasinageneraltheoryofplanning.”Policy

Sciences.4,Issue3(June1973):155-169.• Naughton,John.“ThomasKuhn:themanwhochangedthewaytheworldlookedatscience.”

TheGuardian.19August2012.Web.3.WhoWeAre:MindsetsandMentalModels

• Rivenburgh,Diana.TheNewCorporatesFactsofLife.UnitedStatesofAmerica:AmericanManagementAssociation,2014.Pages37-62.

• Dweck,CarolS.Mindset:TheNewPsychologyofSuccess.UnitedStatesofAmerica:BallantineBooks,2006.Pages1-54.

• Martin,RogerL.TheOpposableMind.Boston:HarvardBusinessReviewPress,2007.Pages1-24.• Kahneman,Daniel.Thinking,FastandSlow.Canada:Doubleday,2013.Pages19-30.• Thaler,RichardH.andCassR.Sunstein.Nudge.UnitedStatesofAmerica:PenguinGroup,2008.

Pages17-39.THENATUREOFSOCIALENTREPRENEURSHIP,Classes4-5 Increatingtheirequilibrium-shiftingsolutions,socialentrepreneursleveragetoolsfromtheworldsofbusinessandgovernment.Onceweunderstandhowbusinessoperates(throughtheexchangeofvalue:aproductorserviceformoney)andhowgovernmentsoperate(throughmandatorychangesinbehaviourbasedonlaws),wecanbeginlookingathowsocialentrepreneurscreatetheirsolutions.GettingBeyondBetteranchorreading:Chapter2.4.Business-LedInnovation

• Drucker,PeterF.,FrancesHesselbeinandJoanSnyderKuhl.PeterDrucker’sFiveMostImportantQuestions.NewJersey:Wiley,2015.

• Collins,Jim.GoodtoGreatandtheSocialSectors:AMonographtoAccompanyGoodtoGreat.Colorado,2005.

• Johnson,MarkW.,ClayM.ChristensenandHenningKagermann.“ReinventingYourBusinessModel.”HarvardBusinessReview(December2008):50-59.

5.Government-LedTransformation

• King,EdenB.,DerekR.AveryandPaulSackett.“ThreePerspectivesofEmploymentDiscrimination50YearsAftertheCivilRightsAct-APromiseFulfilled?”JournalofBusinessandPsychology.28,Issue4(December2014):375-382.

• Singh,ShaneP.“BeyondTurnout:TheConsequencesofCompulsoryVoting.”PoliticalInsight.5,Issue2(September2014):22-25.

• Meslin,Dave.“TheAntidotetoApathy.”TED.com.Web.• Jefferson,Thomas.“FirstInauguralAddress.”AvalonProjectatYaleLawSchool.Web.



PartII:PathstoTransformationUNDERSTANDINGTHEWORLD,Classes6-7 Socialentrepreneursgoaboutmakingchangethroughanintegrativeprocess.Thefirststageofthisprocessistobetterunderstandthecontextinwhichtheproblemexists.Therearetwoaspectsofcontextthatareimportanttounderstand:Thefirstisthebigpictureofhowthingsworkasasystemandthesecondistheinteractionofactorswithinthatsystem.GettingBeyondBetteranchorreading:Chapter3.6.SystemsThinking

• Ackoff,Russell.“SpeechonSystems.”Onlinevideoclip.YouTube.August2014.Web.• Meadows,DonellaH.ThinkinginSystems.Sterling,VA:Earthscan,2008.Pages11-34.• Senge,PeterM.TheFifthDiscipline.UnitedStatesofAmerica:DoubleDay,RandomHouse,1990.

Pages68-91.• Norman,Don.TheDesignofEverydayThings.UnitedStatesofAmerica:BasicBooks,Perseus

BooksGroup,2013.Pages37-73.7.EthnographicResearch:LearningfromPeopleandStories

• Brown,Tim.ChangebyDesign.NewYork:HarperCollins,2009.Pages39-62.• Patnaik,Dev.“BigThinkInterviewwithDevPatnaik.”YouTube.23April2012.Web.• Whitney,PatrickandVijayKumar.“Faster,Cheaper,DeeperUserResearch.”Design

ManagementJournal.14,no.2(Spring2003):50-57.• Bettencourt,LanceandAnthonyW.Ulwick.“TheCustomer-CenteredInnovationMap.”Harvard

BusinessReview(May2008):109-114.ENVISIONINGANEWFUTURE,Class8 Inthesecondstageoftheprocess,socialentrepreneursimagineanewreality.Thisclasswillexploreideasofimaginationandcreativity.GettingBeyondBetteranchorreading:Chapter4.8.AspirationsforaBetterWorld

• Lafley,A.G.andRogerL.Martin.PlayingtoWin.Boston:HarvardBusinessReviewPress(2013).Pages1-50.

• Kelley,TomandDavidKelley.“ReclaimYourCreativeConfidence.”HarvardBusinessReview(Dec2012):30-35.

• Greene,Maxine.ReleasingtheImagination.SanFrancisco:Jossey-Bass,WileyImprint,1995.Pages17-31.

• Rottenberg,SarahandIsabelO’Meara.“TheArtofLooking.”RotmanonDesign.Toronto:UniversityofTorontoPress,2013.Pages172-177.

• King,MartinLuther.“IHaveaDream.”Web.



BUILDINGAMODELFORCHANGE,Classes9-10 Thethirdstageintheprocessistobuildthesolution.Asaresultoftheirdeepunderstandingofthecontext,socialentrepreneursusedifferentmechanismstocreateamodeltosustainablyshiftanunhappyequilibrium.TheyapproachtheuseofthesemechanismswithaDesignThinkinglens.Theyexpectsolutionstobeprototypedanditerated,basedonfeedbackfromusers.GettingBeyondBetteranchorreading:Chapter5.9.DesigningThinkingforaBetterAnswer

• Brown,Tim.ChangebyDesign.NewYork:HarperCollins.2009.Pages13-38.• Brown,TimandJocelynWyatt.“DesignThinkingforSocialInnovation.”StanfordSocial

InnovationReview.(Winter2010):pg.30-35.• Brown,TimandRogerMartin.“DesignforAction.”HarvardBusinessReview(Sept2015):56-64.• Buchanan,Richard.“WickedProblemsinDesignThinking.”DesignIssues.8,No.2(Spring1992):

5-21.10.Mechanisms:MakingItWork

• Osterwalder,AlexanderandYvesPigneur.BusinessModelGeneration.NewJersey:Wiley,2010.• Brown,Tim.“FromBlueprinttoGeneticCode:TheMeritsofEvolutionaryApproachtoDesign.”

RotmanonDesign.Toronto:UniversityofTorontoPress,2013.Pages66-71.SCALINGTHESOLUTION,Class11 Socialentrepreneurshipisaboutcreatinganewequilibriumbyshiftinghowasystemworks;ananswerthatfitsintoasmallpartofthesystemisnotenough.Shiftingasystemrequiresthesolutionbescalableandsustainable.Thefourthstageexploresachievingscale.GettingBeyondBetteranchorreading:Chapter6.11.ScalingSocialSolutions

• Sutton,RobertI.andHuggyRao.ScalingUpExcellence.UnitedStates:CrownBusiness,2014.Pages3-32.

• Dees,J.GregoryandBethBattleAnderson.“ScalingSocialImpact.”StanfordSocialInnovationReview.1,no.4.(Spring2004):24-32.

• Fabricant,Robert.“MindtheGaps.”RotmanonDesign.Toronto:UniversityofTorontoPress,2013.Pages146-156.



APATHFORWARD,Class12 Untilrecently,itwaseasytoclaimpositiveimpact,buthardtoproveit.Now,SocialImpactMeasurementandSocialReturnonInvestmentaretwoavenuestomaketangiblethischange.Oneapproachlookstodescribethechange,whiletheotherusesfinancialproxiestocommunicateimpact.Thisclasswillexploretheseapproachestomeasurementandimpact.GettingBeyondBetteranchorreading:Chapter7.12.MeasuringImpactandSocialReturnonInvestment

• Brooks,David.“HowtoLeaveaMark.”NewYorkTimes.27Jan2015.Web.• Mulgan,Geoff.“MeasuringSocialValue.”StanfordSocialInnovationReview(Summer2010):38-

43.• Emerson,JedwithMarkCabaj.“SocialReturnonInvestment.”MakingWaves.Vol.11,No.2.

Pages:10-14.• Arvidson,Malinandall.“BriefingPaper:TheambitionsandchallengesofSROI.”ThirdSector

ResearchCentre.Dec2010.Web. • Fujiwara,Daniel.“TheSevenPrincipleProblemsofSROI.”SIMETRICA.11Aug2015.Web.



AppendixBelowyouwillfindmoreinformationaboutthesourcesselectedforthissyllabus.1. IntroductiontoSocialEntrepreneurshipThesereadingsframethecourseandofferstudentsanoverviewofthecontent.Here,weintroducethenotionofstanceasafoundationforunderstandinghowandwhysocialentrepreneursactastheydo.Martin,RogerandSallyOsberg.“SocialEntrepreneurship:TheCaseforDefinition.”StanfordSocialInnovationReview.5,no2(Spring2007):28-39.

AlmostadecadeafterJ.GregoryDeescoinedtheterm“socialentrepreneurship,”Martin,professorandformerdeanoftheRotmanSchoolofManagement,andOsberg,PresidentandCEOoftheSkollFoundation,maketheargumentthatweneedtodefineitmorefully.Uptothispoint,manydisparateactivitieswereclassedundertheumbrellaof“SocialEntrepreneurship”.Thedefinitionprovidedinthisarticleaddedarigourtoapreviouslyopenconversation.

Austen,Hilary.ArtistryUnleashed:AGuidetoPursuingGreatPerformanceinWorkandLife.Toronto:UniversityofTorontoPress,2010.Pages87-131.

Austen,aleadingthinkeronthesubjectofartistryacrossdomains,outlinestheconnectionbetweenthestanceweholdandtheexperiencesweseek.

2. SocialEntrepreneurshiptoSolveWickedProblemsThesereadingsbuildthestudents’understandingofsocialentrepreneurshipandwickedproblems.Socialentrepreneurs,byandlarge,seektotackleandsolvewickedproblemsintheworld–andaricherunderstandingofthebroadnatureoftheseproblemsshedslightonthepathtosolvingthem.Dees,J.Gregory.“TheMeaningof‘SocialEntrepreneurship.’”CenterforSocialInnovation,StanfordSchoolofBusiness(October1998,revisedMay2001).

Inthispaper,Dees,academicscholarandfatherofsocialentrepreneurship,bothprovidesanexploratorydefinitionof“SocialEntrepreneurship”andexploresthedifficultiesassociatedwithcombiningentrepreneurshipandsocialgood.

Worsham,ErinL.“ReflectionsandInsightsonTeachingSocialEntrepreneurship:AnInterviewwithGregDees.”AcademyofManagementLearningandEducation.11,no3(2012):442-452.

ThisinterviewwithDees,aftertwentyyearsofteachingsocialentrepreneurship,providescontexttotheteachingofthesubject.Itmakesthecase,aswithalldisciplines,thatthiswayofthinkinganddoingcanbelearned.



(2.SocialEntrepreneurshiptoSolveWickedProblemscont’d)Christensen,ClaytonM,HeinerBaumann,RudyRugglesandThomasM.Sadtler.“DisruptiveInnovationforSocialChange.”HarvardBusinessReview(December2006):94-101.

AcademicscholarChristensen’sbookTheInnovator’sDilemmahighlightedhownewplayersdisruptindustriesthroughinnovation.Inthisarticle,histheoryisappliedtothesocialsector.Theauthorsarguethatsocialsectorsrequirescalableinnovations.

Rittel,HorstW.J.andMelvinM.Webber.“Dilemmasinageneraltheoryofplanning.”PolicySciences.4,Issue3(June1973):155-169.

Thisseminalworkonwickedproblems,writtenbyprofessorsandtheoristsHorstandMelvin,outlinesthenatureandthecharacteristicsofwickedproblems.

Naughton,John.“ThomasKuhn:themanwhochangedthewaytheworldlookedatscience.”TheGuardian.19August2012.Web.

ThisGuardianarticleexaminestheimplicationsofThomasKuhn’sbook,TheStructureofScientificRevolutions.

3. Whoweare:MindsetsandMentalModelsThesereadingshighlighthowourmentalmodelsinformourmindsetsand,inturn,howmindsetsinfluencebehaviours.Socialentrepreneursmustnavigatemultiple,complex,evenopposingmentalmodelstocreatethenewequilibrium.Rivenburgh,Diana.TheNewCorporatesFactsofLife.UnitedStatesofAmerica:AmericanManagementAssociation,2014.Pages37-62.

Inthischapter,Rivenburgh,CEOandPresidentofStrategicImperativesInc.,introducestheconceptsofmindsetsandmentalmodels.Shelinkstotheirimportancetothewayinwhichweengagewiththeworldaroundus.

Dweck,CarolS.Mindset:TheNewPsychologyofSuccess.UnitedStatesofAmerica:BallantineBooks,2006.Pages1-54.

Inthisintroductorychapter,Dweck,aworld-leadingeducationresearcherandprofessor,discussesthedifferencebetweenafixedandgrowthmindset.

Martin,RogerL.TheOpposableMind.Boston:HarvardBusinessReviewPress,2007.Pages1-24.

MartinoutlinesthetheoryofIntegrativeThinking:aproblem-solvingmethodologyfocusedonleveragingthetensionofopposingmodels.



(3:WhoWeAre:MindsetsandMentalModelscont’d)Kahneman,Daniel.Thinking,FastandSlow.Canada:Doubleday,2013.Pages19-30.

Kahneman,psychologistandNobelLaureateinEconomics,explainshowourbrainengageswiththeworldthroughtwokindsofthinking(System1–fast,easy,andheuristic-basedandSystem2–slow,effortful,andbasedonreasoning).SocialentrepreneursneedtoengagewiththeirSystem2toquestionandchallengethemodelstheyhold.

Thaler,RichardH.andCassR.Sunstein.Nudge.UnitedStatesofAmerica:PenguinGroup,2008.Pages17-39.

Thischapter,writtenbyeconomistThalerandlegalscholarSunstein,highlightshowunawarepeoplecanbeofwhathasshapedtheirthinking,models,andbiases.

4. Business-LedInnovationThesereadingsofferthosenewtotheunderlyingconceptsofbusinessanoverviewofhowbusinesseswork.Understandingtheseconceptswillenablestudentstoidentifyhowsocialentrepreneurshipcanmosteffectivelyleveragethesebusinesspractices.Drucker,PeterF.,FrancesHesselbeinandJoanSnyderKuhl.PeterDrucker’sFiveMostImportantQuestions.NewJersey:Wiley,2015.

Thestructureofthebook,usingguidingquestionsandtheiranswers,offersthosenewtobusinessanintroductiontothecomponentsofabusinessandtheirimportance.Drucker,managementconsultant,educator,andauthor,laysthegroundworkforourunderstandingofmodernbusiness.

Collins,Jim.GoodtoGreatandtheSocialSectors:AMonographtoAccompanyGoodtoGreat.Colorado,2005.

ThissupplementaryreadingtoGoodtoGreat,writtenbyCollins(abusinessconsultantandlecturer),explorestheimplicationsofbusinesspracticesinthesocialsector.Ithelpsmakethecasethatthoseworkingtoimprovetheworldrequiretheuseofbusinesstoolstodogoodwork.

Johnson,MarkW.,ClayM.ChristensenandHenningKagermann.“ReinventingYourBusinessModel.”HarvardBusinessReview(December2008):50-59.

Inthisarticle,Johnson,Christensen,andKagermann(consultantsandauthors)discusstheconditionsunderwhichabusinessneedstoshiftitsmodelandhowtogoaboutdoingso.



5. Government-LedTransformationThesereadingslookatthevisionofwhatgovernmentwasdesignedtodointheUnitedStatesandexploretheimplicationsoftwolawsonsociety.Thesereadingsareintendedtoillustratehowgovernmentcaneffectchangeandtodrawouthowsocialentrepreneurscanleverageelementsofthisapproachintheirownmodelsforchange.King,EdenB.,DerekR.AveryandPaulSackett.“ThreePerspectivesofEmploymentDiscrimination50YearsAftertheCivilRightsAct--APromiseFulfilled?”JournalofBusinessandPsychology.28,Issue4(December2014):375-382.

TheCivilRightsActof1964waslegislationintendedtooutlawdiscriminationbasedonrace.Inthiseditorial,differentperspectivesareofferedastowhatextentitwassuccessfulinshiftingbehaviourandattitudes.

Singh,ShaneP.“BeyondTurnout:TheConsequencesofCompulsoryVoting.”PoliticalInsight.5,Issue2(September2014):22-25.

Thisarticleexploressomeofthebenefitscountrieshaveseenfromimplementingcompulsoryvoting.Inthedescriptions,weseedifferentwaysthatgovernmentcanenforceitslaws.

Meslin,Dave.(2010)“TheAntidotetoApathy.”Video.

InthisTEDxtalk,Meslin,acommunityactivist,looksatwaysinwhichcitizensarediscouragedfromparticipatinginciviclife.Heoffersdesignsolutionsforcitizenengagement.

Jefferson,Thomas.“FirstInauguralAddress.”AvalonProjectatYaleLawSchool.Web.

Inthisspeech,Jefferson,thethirdPresidentoftheUnitedStates,laysouttheidealroleofthegovernment.

6. SystemsThinkingThereadingsbuildanunderstandingofSystemsThinkingbyfocusingontheconceptsoffeedbackloops,causationandhumaninteractions.Ifsocialentrepreneursarelookingtoshifthowsystemswork,theymustfirstunderstandthosesystemsandtheactorswithinthem.Ackoff,Russell.(August2014)“SpeechonSystems.”Video

Inthislecture,academicscholarAckoff,introducessystemsthinkinganditsimportancetounderstandingtheworld.

Meadows,DonellaH.ThinkinginSystems.Sterling,VA:Earthscan,2008.Pages11-34.

Meadows,ascientistandwriter,laysoutthelanguageofsystemsthinkingandexplainshowtoreadsystemmaps.Theconceptoffeedbackinsystemsisalsointroduced.

Senge,PeterM.TheFifthDiscipline.UnitedStatesofAmerica:DoubleDay,RandomHouse,1990.Pages68-91.

Senge,anacademicscholar,addsthedimensionofcausalitytoourunderstandingofsystems.



(6.SystemsThinkingcont’d)

Norman,Don.TheDesignofEverydayThings.UnitedStatesofAmerica:BasicBooks,PerseusBooksGroup,2013.Pages37-73.

Systemscansometimesfeelabstractandimpersonal.Inthisreading,Norman,thedirectorofTheDesignLabattheUniversityofCalifornia,SanDiego,discussesthehumandimensionofsystemsandtheinfluencethatourmentalmodelshaveonourbehaviour.

7. EthnographicResearch:LearningfromPeopleandStoriesThereadingsexplainwhatethnographicresearchisandhowdesignersuseittogaininsights.Theseinsightsformthefoundationofmodelsofchange.Brown,Tim.ChangebyDesign.NewYork:HarperCollins,2009.Pages39-62.

Human-centereddesignreliesonadeepunderstandingofendusers–thepeoplewhowilleventuallyusetheproduct,serviceorsystem.Inthischapter,BrownofIDEO,outlineswhydesignersuseethnographicresearchtodrivetheirunderstandingandinsights.

Patnaik,Dev.“BigThinkInterviewwithDevPatnaik.”YouTube.23April2012.Web.

Inthisvideo,Patnaik,founderofdesignfirmJumpAssociates,offersexamplesofwhyempathymattersandhowinsightsfromempathyarereflectedinhowcompaniesoperate.

Whitney,PatrickandVijayKumar.“Faster,Cheaper,DeeperUserResearch.”DesignManagementJournal.14,no.2(Spring2003):50-57.

Whitney,directoroftheInstituteofDesignattheIllinoisInstituteofTechnology,andprofessorKumar,outlinewhyusingethnographicresearchtouncoverneedsisimportant,especiallywhenworkinginunfamiliarcultures.

Bettencourt,LanceandAnthonyW.Ulwick“TheCustomer-CenteredInnovationMap.”HarvardBusinessReview(May2008):109-114.

Whilethearticlehasabusinessfocus,theunderlyingtheme—appreciatingwhatpeoplearetryingtoaccomplishinasystemandbuildingabetterwaytodoso—hasresonanceforsocialentrepreneursaswell.

8. AspirationsforaBetterWorldThesereadingstacklethesubjectofcreatinganewvisionfromavarietyofangles.Apowerfulvisionofanewequilibriumisakeystepforsuccessfulsocialentrepreneurship.Lafley,A.G.andRogerL.Martin.PlayingtoWin.Boston:HarvardBusinessReviewPress(2013).Pages1-50.

Lafley,executivechairmanofProcterandGamble,andMartinoutlinethefiveinterconnectingquestionsabusinessmustanswertodevelopastrategy.Theirfirstquestionfocusesonacompany’saspiration.

Kelley,TomandDavidKelley.“ReclaimYourCreativeConfidence.”HarvardBusinessReview(Dec2012):30-35.

Manypeopleareheldbackfromcreatinganewvisionbecauseoffear.TheKelleybrothers,foundersofIDEOandthoughtleaders,exploretheabilitytoovercomethesefearstobuildsomethingbetter,throughwhattheycallcreativeconfidence.



(8.AspirationsforaBetterWorldcont’d)Greene,Maxine.ReleasingtheImagination.SanFrancisco:Jossey-Bass,WileyImprint,1995.Pages17-31.

Greene,aneducationphilosopher,writesabouttheinfluenceoftheartsonlearning.Inthisexcept,shediscussestheneedtoseeimaginationasaskillthatallowspeopletofreethemselvesfromtheconfinesofarealityhandeddowntothemandtocreateabetterfuture.

Rottenberg,SarahandIsabelO’Meara.“TheArtofLooking.”RotmanonDesign.Toronto:UniversityofTorontoPress,2013.Pages172-177.

Inthisshortarticle,RottenbergandO’Meara,bothatJumpAssociates,makethecasethatlookingattheworldthroughdifferentlensesenablespeopletoseenewthings.Thisabilitytoseeanewpropelsourabilitytoenvisionanewreality.

King,MartinLuther.“IHaveaDream.”Web.

King,aleaderoftheAmericanCivilRightsMovement,articulatedhisnewvisionfortheworld.

9. DesignThinkingforaBetterAnswerThesereadingsexploretheDesignThinkingprocess.Oncesocialentrepreneurshaveavisionofanewequilibrium,theymustcreateamodelforchange.DesignThinkingisonepathtocreatingsuchamodel.Brown,Tim.ChangebyDesign.NewYork:HarperCollins.2009.Pages13-38.

Inthisopeningchapter,Brownexplainstheevolutionandbestpracticesofdesignthinking.StudentswillhavereadchaptertwoofthisbookforClass6onethnographicresearch.

Brown,TimandJocelynWyatt.“DesignThinkingforSocialInnovation.”StanfordSocialInnovationReview.(Winter2010):pg.30-35.

Inthisarticle,BrownandWyatt,ExecutiveDirectorofIDEO.org,exploretheapplicationofdesignthinkingtosocialgood.Usingexamplesfromthefield,thearticleshighlightshowthemethodologyisusedbynon-profitsaswell.

Brown,TimandRogerMartin.“DesignforAction.”HarvardBusinessReview(Sept2015):56-64.

Addressingthechallengeofscalinganewoffering,BrownandMartinexplaininterventiondesign.Ithighlightstheimportanceofprototypingthenewofferingwithusersforfeedbacktobetterunderstandhowtheuserwillinteractwiththeoffering.Thisallowsfortweaksandchangestotheofferingsothatitbestmeetstheuserneeds.

Buchanan,Richard.“WickedProblemsinDesignThinking.”DesignIssues.8,No.2(Spring1992):5-21.

RichardBuchanan,anacademicscholar,offerscontexttothedevelopmentofDesignThinkinganditsapplicationtosolvewickedproblems.



10. Mechanisms:MakingItWorkInGettingBeyondBetter,MartinandOsberglayoutkeymechanismbywhichsocialentrepreneurscanaffectchange.Thesereadingsmakeexplicitdifferentwaystothinkabouttheseunderlyingmechanisms.Osterwalder,AlexanderandYvesPigneur.BusinessModelGeneration.NewJersey:Wiley,2010.

TheBusinessModelCanvashighlightsthemanycomponentsofabusinessthatneedtoworktogether.Understandingwhatthesepartsarewillhelpstudentsthinkthroughthevarietyofareaswheremechanismscanbeused.

Brown,Tim.“FromBlueprinttoGeneticCode:TheMeritsofEvolutionaryApproachtoDesign.”RotmanonDesign.Toronto:UniversityofTorontoPress,2013.Pages66-71.

Inthisarticle,Brownputsforththeargumentthatweneedtothinkaboutwhatmakesanewideapossible,inadditiontotheideaitself.

11. ScalingSocialSolutionsThesereadingsfocusonscalingingeneral,aswellashighlightingchallengesinscalingsolutionstowickedproblems.Scalingisthefinalstageoftheapproachsocialentrepreneurstaketocreatelarge-scalechange.Sutton,RobertI.andHuggyRao.ScalingUpExcellence.UnitedStates:CrownBusiness,2014.Pages3-32.

Sutton,andRao,bothprofessorsandresearchersatStanfordUniversity,usecasestudiesandbusinesstheorytoexplorehowtosuccessfullyscaleanideaorenterprise.

Dees,J.GregoryandBethBattleAnderson.“ScalingSocialImpact.”StanfordSocialInnovationReview.1,no.4.(Spring2004):24-32.

DeesandAnderson,lecturerandleaderinthenon-profitsector,focusonscalingtheimpactofanidea.Theyofferreaderspossiblemechanismstoscalesocialimpact.

Fabricant,Robert.“MindtheGaps.”RotmanonDesign.Toronto:UniversityofTorontoPress,2013.Pages146-156.

Fabricant,principalandfounderoftheDesignImpactGroup,highlightsfourchallengeswithscalingdesignsolutionstowickedproblems.

12. SocialImpactMeasurementThesereadingsexploretheideas,strengthsandchallengesofsocialimpactmeasurementandsocialreturnoninvestment.Brooks,David.“HowtoLeaveaMark.”NewYorkTimes.27Jan2015.Web.

Brooks,NewYorkTimesjournalist,discusseswhypeoplearedrawntoworkinginspacesthataredoingsocialgood.Heobserveshowgovernmentistoorigidtobringaboutchangeandhowmarketsproduceinequality.



(12.SocialImpactMeasurementcont’d)Mulgan,Geoff.“MeasuringSocialValue.”StanfordSocialInnovationReview(Summer2010):38-43.

Mulgan,advisorandprofessor,offersanoverviewonthechallengesassociatedwithmeasuringsocialvalue.

Emerson,JedwithMarkCabaj.“SocialReturnonInvestment.”MakingWaves.Vol.11,No.2.Pages:10-14.

ThisarticleprovidesanoverviewandshortcasestudyofSocialReturnonInvestment(SROI).ItalsodiscusseshowanSROIstudycanhelpanorganizationseekoutinvestment(orinthecaseofnon-profits,funding).

Arvidson,Malinandall.“BriefingPaper:TheambitionsandchallengesofSROI.”ThirdSectorResearchCentre.Dec2010.Web.

Exploringbothsocialimpactmeasurementandsocialreturnoninvestment,thispaperdiscussesthechallengeswiththemethodologies.Inaworldwherewelookforobjectivemeasuresofimpact,bothprocessincludesignificanthumanjudgment.

Fujiwara,Daniel.“TheSevenPrincipleProblemsofSROI.”SIMETRICA.11Aug2015.Web.

Theseprinciplesareacommunity-ledattempttoinstitutestandardsforhowSROIisconducted.ThisreadinggivesinsightintohowthoseworkingwithSocialReturnonInvestmentwouldlikethefieldtodevelop.

Date post:	20-May-2020
Category:	Documents
Upload:	others
View:	2 times
Download:	0 times

Getting Beyond Better Course Syllabus- December...

Documents