SOCIAL IMPACT BY DESIGN

Paul C. Light

PADM-GP 2132Tuesdays 4:55 pm – 6:35 pmCenter for Global and Spiritual Life 275Contact me at paul.light@nyu.eduOffice Hours: Wednesdays at 10:00-12:00, and by appointment

Course Description

This course is designed to help students understand and make their own mark in today’s revolution in how to innovate. Although the world still needs dedicated innovators of all kinds to create the new combinations of ideas for solving to difficult social problems, this course is based on the notion that durable social change depends on five tools for innovating in how to innovate: (1) innovative social exploring to call others to action and identify the root cause that needs to be addressed, (2) innovative social finance to leverage existing funding toward high-impact investment (and divestment) and create innovative ways to prospect for funding and impact, (3) innovative social design to collect ideas that might be pieced together to redress a seemingly intractable problem and combine, test, and launch those ideas, (4) innovative social advocacy to frame the debate in favor of the specific innovation and codify these ideas for sustainable implementation, and (5) innovative social delivery to scale new combinations of ideas to maximum effect, and operate at scale through strong organizations that change as needed to produce impact and defend it from inevitable opposition.

Just because we need innovations in these tools does not mean that existing methods are no longer needed—the key is to find ways to fine-tune what we already have to make it work as effectively as possible in an ever-changing ecosystem. The course will ask students to explore these tools using their own experience and concerns as a frame for viewing innovations in how to innovate as essential to their own success in changing the world as it is today into the world as they think it should become.

Before turning to course details and the reading schedule, I should emphasize my belief that everyone can make significant contributions in how to innovate. I do not believe that we have too many innovators just yet, though there is some evidence even now to suggest that we may be facing a “social-innovation bubble” fashioned by duplication and overlap, under-investment in capacity and collaboration. But I do believe that we do must improve how we innovate to assure faster, more effective innovating. And I also believe that we need a wide range of talent and interest to create the innovations in exploring, financing, designing, advocating, and delivering social change. Absent disciplined and innovative methods in how to innovative, I do not believe the innovation will come soon enough to avoid irreversible damage in the world that should have been.

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Grading

Your grade will be based on the following assignments:

1. 75 percent will be divided in equally across three 1,500-word memos described in the class schedule below

2. 25 percent will be based on the final exam

Each of the memos must be based on at least five “credible, research-based” sources. Short magazine articles, newspaper stories, abstracts of academic articles, and web pages are important sources for describing problems, solutions, and assumptions, and can be used in your paper. However, they will not be counted as credible, research-based source. You’ll need think tank reports, peer-reviewed articles, government analyses, etc. to meet the requirement.

Full class participation is expected and assumed. If you can’t do the reading, tell me why. If you can’t make a class, tell me why, too?

Course Norms

I will show up on time prepared for class, and you will show up on time prepared for class. You must email me in advance if you are going to be late or absent, and must provide a reasonable excuse.

All readings are available online at NYUClasses, but please let me know if something is missing or locked. And please let me know if the syllabus is wrong on dates, readings, etc.

Memos

All written work will be graded for content and writing. I believe that a good memo must combine persuasive content and accessible writing—good content without good writing is confusion, good communication without content is a waste of energy. Please read the next page for my advice on how to write a memo for me.

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MEMORANDUMTo: Paul LightFrom: Introduction to Public Policy StudentsRe: Memo FormatDate: September 2014

Generally start each memo with the pronoun “I,” as in “I am writing to discuss the problem of poor memo writing in the field of social entrepreneurship….”

Then move onto a guide/roadmap of what’s coming, as in “The following memo is divided into three parts:” Use single spaced paragraphs to address the question at hand, but use double spaces to separate each paragraph. ALL PARAGRAPHS SHOULD BE SET FLUSH LEFT.

Feel free to use bullets to make specific points. Place centered page numbers at the bottom of each page.

Make sure your writing is clear—read the memo out loud to make sure sentences are relatively short. Consider numbering or using bullets to breakdown particularly long sections with the key information, but note that bullets should be set one tab under each paragraph as shown here:

Use endnotes for your sources Use active voice in your writing—e.g., “I intend to address the lack of access to

veterans mental health care” Check your spelling and grammar, do not exceed word count, set 1” margins on all

sides of the memo, and single-space and staple the memo

Use widow/orphan controls to avoid dangling sentences (widows/orphans) across page breaks, and do not allow hyphenation. I have no preference for left or block paragraph justification, but will not accept right or centered paragraph justification.

Cite all sources in endnotes based on the two-page, simple-as-can-be Turabian style guide found at https://library.tamu.edu/help/help-yourself/citing-sources/files/Using%20Endnotes%20in%20Turabian%20Documentation.pdf. Word will set these up as endnotes with a simple click, and make sure you number them 1, 2, 3, etc. Using word, just click document element, citations, and insert an endnote—we are not writing research papers here, and don’t need the “speed bumps” and formalism created by footnotes.

Nobody is perfect, let alone myself. I find typos and grammatical errors in my books and reports after proofing, proofing, and more proofing. I am willing to bet there are typos in this syllabus, even in this short memo. But do your very best to catch the mistakes, and deliver a product that is both persuasive and polished.

Your memo must have page numbers centered and placed at the bottom of the page. All paragraphs should be separated by two single spaces.

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WEEKLY SCHEDULE

PLANNING FOR INNOVATION

I. DEFINING SOCIAL INNOVATION (WEEK ONE)

A. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Social Innovation: Ways to Design, Develop and Grow Social Innovation, The Young Foundation and NESTA, 2010; pages 2-10 (“Introduction”); quick introductions to hundreds of tools for social innovation with a bit of context thrown in; available online at https://www.nesta.org.uk/sites/default/files/the_open_book_of_social_innovation.pdf, also available on NYUClasses

B. CHOOSING TERMS

1. Carmen Păunescu, “Current Trends in Social Innovation Research: Social Capital, Corporate Social Responsibility, Impact Measurement,” Management & Marketing: Challenges for the Knowledge Society, 2014; take a look at the tables in the article for insights on the words we use

C. FOCUSING ON THE OUTCOME

1. Paul C. Light, Reshaping Social Entrepreneurship, Stanford Social Innovation Review, Fall 2007; my first engagement in the dispute between inclusive and exclusive models of social entrepreneurship

2. Roger L. Martin, and Sally Osberg, “Social Entrepreneurship: The Case for Definition,” Stanford Social Innovation Review, Spring 2007, a push-back against the inclusive model of social entrepreneurship

3. Frank R. Baumgartner, “Some Thoughts on Reform Miracles,” paper presented at the Reform Miracles International Seminar, May 27-28, 2005; relatively short and the most accessible of his many papers

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II. PLANNING FOR INNOVATION (WEEK TWO)

A. BEGIN THINKING ABOUT THE FIVE QUESTIONS YOU MUST ANSWER IN YOUR FIRST MEMO: (1) What problem do you seek to solve? (2) What is the size of the problem? (3) What is the recent trend in the problem? (4) What is the primary cause of the problem? (5) What are the consequences of the problem for society?

B. REDISCOVERING INNOVATION

1. James A. Phills Jr., Kriss Deiglmeier, and Dale T. Miller, “Rediscovering Social Innovation,” Stanford Social Innovation Review, Fall 2008; a terrific effort to sort terms

2. Christian Seelos, and Johanna Mair, “Innovation is not the Holy Grail,” Stanford Social Innovation Review, Fall 2012; a cautionary note about means and ends

C. PLANNING ON OUTCOMES (USE FOR MEMO ONE)

1. Robert J. Lempert, Steven W. Popper, and Steven C. Bankes, Shaping the Next 100 Years: New Methods for Quantitative Long-Term Policy Analysis, RAND Corporation, 2003, Chapter 2; a very useful summary of how we’ve tried to map the future since the dawn of time, more or less

2. Danielle Stein, and Craig Valters, “Understanding Theory of Change in International Development,” Asia Foundation, 2012; the most over-used term in innovation planning right now, but a very important way to think about problems, solutions, and outcomes

3. Shelley Wiseman, Matthew Chinman, Patricia A. Ebener, Sarah Hunter, Pamela Imm, and Abraham Wandersman, 10 Steps for Achieving Results-Based Accountability, RAND, 2007; an introduction to RAND’s “Getting to Outcomes” system that is so short you won’t have time to pick up a highlighter

4. Innovation Network, “Logic Model Workbook,” Innovation Network, 2010 (Logic Model Planning); fast and easy refresher on the most deterministic planning approach that out there

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INNOVATIONS IN SOCIAL EXPLORING

III. CALLING (WEEK THREE)

A. ALERT THE INNOVATORS

1. Jonathan Bays, Tony Goland, and Joe Newsum, And the Winner Is…. Capturing the Promise of Philanthropic Prizes, McKinsey & Company, 2009; a bit on the long side, but easily skimmed for the basic conclusions about the current “prize industry; also contains a couple of very useful charts on designing an effective prize competition

B. AND THE WINNING ATTRIBUTE IS….

1. Francis B. M. deWaal, “The Antiquity of Empathy,” Science, May 2012; a short article on the like between empathy for the other and pro-social behavior; a key concept in social innovation today

2. Hermann Brandstätter, “Personality Aspects of Entrepreneurship: A Look At Five Meta-Analyses,” Journal of Personality and Individual Differences, 2011; the most accessible academic piece on the link between personality attributes and entrepreneurship; design a fellowship program for the results, and you’ll win a prize for sure

3. Nicos Nicolau and Scott Shane, “Can Genetic Factors Influence the Likelihood of Engaging in Entrepreneurial Activity,” Journal of Business Venturing, Winter 2009; Sections 1-2, 6-7; feel free to jump around in the middle, but the point of the article is pretty clear and quite unsettling for those who believe they know the right person when they see him or her

4. Adrienne Day, “The Answer is on the Ground,” Stanford Social Innovation Review,” Fall 2009; an introduction to the Positive Deviance Initiative and the search for anomalies that might lead to innovation

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IV. MAPPING (WEEK FOUR)

A. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Innovation, The Young Foundation and NESTA, 2010, Section 1: Chapter 1 (“Prompts, Inspirations, and Diagnoses”); just in case this topic is unfamiliar

B. WATCH FOR HAZARDS

1. Dieter Zinnbauer, “Up Next in 2015: Facing Corruption,” Stanford Social Innovation Review, February 5, 2015; a fast blog post

2. Daniel Kaufmann and Aart Kraay, “On Measuring Governance: Framing Issues for Debate,” January 11th, 2007; a short analysis of the World Bank Governance Indicators; go to the WGI website for a look at http://info.worldbank.org/governance/wgi/index.aspx#home

C. DEFINE THE PROBLEM (USE FOR MEMO ONE)

1. Travis P. Wagner, “Using Root Cause Analysis in Public Policy Pedagogy,” Journal of Public Affairs Education, Summer 2014; a close look at “root-cause analysis” as a tool of problem analysis

2. Paula Braveman and Laura Gottlier, “The Social Determinants of Health: It’s Time to Consider the Causes of the Causes,” Public Health Reports, 2014; time to get real; causes have causes

D. LINK CAUSE TO EFFECT (ALSO USE FOR MEMO ONE)

1. Christian Selos, and Johanna Mair, “The Role of Research in Social Innovation,” unpublished paper, 2014; very accessible, dare I suggest fun?

2. Jessico Benko, “The Hyper-Efficient, Highly Scientific Scheme to Help the World’s Poor,” Science, December 12, 2013; a story about the rise of randomized control trials to study development

3. Justin Loiseau and Claire Walsh, “Where Credit is Due,” Policy Bulletin, Abdul Latif Jameel Poverty Action Lab, and Innovations for Poverty Action, February 2015; a quick read on how randomized control trials were used by the action lab to evaluate cause-and-effect in poverty alleviation

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INNOVATIONS IN SOCIAL FINANCE

V. LEVERAGING (WEEK FIVE)

A. MEMO ONE DUE

B. BEGIN THINKING ABOUT THE FIVE QUESTIONS YOU MUST ADDRESS IN MEMO TWO: (1) What is your proposed solution to the problem you seek to solve? (2) How will your solution address the causes of the problem as outlined in your first memo? (3) How long will it take for your solution to have an effect on the causes? (4) Which other organizations might join in your effort, and why? (5) What are the primary costs of your solution (and the costs are not just in money)?

C. NOT JUST IN CASE THIS WEEK; REQUIRED

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Innovation, The Young Foundation and NESTA, 2010, Section 3: Chapter 2 (“Support in the Grant Community”); a long list of financing options

D. INVEST IN IMPACT

1. Cathy Clark, et al., Social Impact 2.0, Insight at Pacific Community Ventures, Duke University Center for the Advancement of Social Entrepreneurship, and ImpactAssets, 2013; more details on funds that actually make impact investments

2. Clara Miller, and Toni Johnson, “Mission-Aligned Investing: More Complex than It Seems,” Stanford Social Innovation Review, June 4, 2015; a blog post on the reality of impact investing

E. PAY FOR SUCCESS

1. George Overholser, and Caroline Whistler, “The Real Revolution of Pay for Success: Ending 40 years of Stagnant Results for Communities,” Community Development Investment Review, April 2013; a positive perspective on the need to tie funding to programmatic outcomes

F. AGGREGATE THE FUNDING

1. Grantmakers for Effective Organizations, “How Can Grantmakers Aggregate Resources to Grow Impact,” Briefing Paper Topic 6, Grantmakers for Effective Organizations, 2011; very short paper about the advantages of aggregated funding

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VI. PROSPECTING (WEEK SIX)

A. SPARK ENTERPRISE

1. Julie Battilana, Matthew Lee, John Walker, and Cheryl Dorsey, “In Search of the Hybrid Ideal,” Stanford Social Innovation Review, Summer 2012; a fast introduction to the “hybrid nonprofit” built to earn money and, while, or by creating social value

2. Hima Batavia, Justin Chakma, Hassan Masum, and Peter Singer, “Market Minded Development,” Stanford Social Innovation Review, Winter 2011; an introduction to social enterprise from one of the most visible social-enterprise investors, the Acumen Fund here in NYC; important reading

B. BE RESPONSIBLE (CORPORATE SOCIAL RESPONSIBILITY)

1. Gordon L. Clark, Andreas Feiner, and Michael Viehs, From the Stock Holder to the Stakeholder: How Sustainability Can Drive Financial Performance, University of Oxford and Arabesque Partners, 2014; the case that being responsible is good for profits; read the “report highlights” page, and Chapters 2 and 4, then skip around as you wish

2. Herman Aguinis, and Ante Glavas, “Embedded Versus Peripheral Corporate Social Responsibility: Psychological Foundations,” Industrial and Organizational Psychology, November 2013; my favorite piece on how to tell the difference between real and false CSR

C. WHEN ALL ELSE FAILS, CROWDFUND

1. Jeanne, “The Untold Story Behind Kickstarter Stats,” appsblogger post, June 16, 2012; fast; read it online at http://www.appsblogger.com/behind-kickstarter-crowdfunding-stats/

2. Ethan Mollick, and Venkat Kuppuswamy, “After the Campaign: Outcomes of Crowdfunding,” unpublished paper, January, 2014; the piece that sparked the appsblogger post; a relatively short analysis of what happens to crowd winner

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INNOVATIONS IN SOCIAL DESIGN

VII. COLLECTING (Week Seven)

A. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Social Innovation: Ways to Design, Develop and Grow Social Innovation, The Young Foundation and NESTA, 2010, Section 1: Chapter 2 (“Proposals and Ideas”); easy introduction to solutions

B. THINK LIKE A DESIGNER

1. Tim Brown, and Jocelyn Wyatt, “Design Thinking for Social Innovation,” Stanford Social Innovation Review, September 2010; a variation of Brown’s original Harvard Business Review piece, but much more relevant to social innovation

2. Venkat Ramaswamy, and Francis Gouillart, “Building the Co-Creative Enterprise: Give All Your Stakeholders a Bigger Say, and They’ll Lead You to Better Insights, Revenues, and Profits,” Harvard Business Review, October, 2010; the new term for organizational operations; stay in touch with the outside world

C. LAB, HIVE, SWARM

1. The Rockefeller Foundation and the Bridgespan Group, “Social Innovation Labs: How Social Innovation Labs Can Advance Your Work,” 2014; a quick PowerPoint slide deck on the Rockefeller Foundation’s ongoing study of its innovation labs

2. Lee Fleming, “Breakthroughs and the ‘Long Tail’ of Innovation,” MITSloan Management Review, Fall 2007; one of my all-time favorites on the success rates of teams versus “lone wolves”

D. WHEN IN DOUBT, CROWDSOURCE

1. Kevin J. Boudreau, and Karim R. Lakhani, “Using the Crowd as an Innovation Partner,” Harvard Business Review, April 2013; a basic introduction to the crowdsourcing concept; be sure to consider the “when” and “how” table at page 64; crowdsourcing obviously comes in many flavors

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VIII. COMBINE (Week Eight)

A. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Innovation, The Young Foundation and NESTA, 2010; Section 1: Chapter 3 (“Prototyping and Pilots”)

B. CREATE A NEW COMBINATION

1. GROPE ALONG

a) Olivia Golden, “Innovation in Public Sector Human Services Programs: The Implications of Innovation by ‘Groping Along,” Journal of Policy Analysis and Management, Spring 1990; she had it right then, and she is still right now; call it what you wish, but innovation involves evolutionary tinkering

2. CO-CREATE/COLLABORATE

a) Satish Nambisan, “Platforms for Collaboration,” Stanford Social Innovation Review, Summer 2009; the choice of a platform depends on the problem at hand; nice typology of which platforms to use and when

A. PROTOTYPE

1. NESTA, “Prototyping Framework: A Framework for Testing New Ideas,” NESTA, 2013; an attractive, readable introduction to a prototyping framework that can be used to winnow ideas before launch

B. LAUNCH LEAN

1. Peter Murray, and Steve Ma, “The Promise of Lean Experimentation,” Stanford Social Innovation Review, Summer 2015; a relatively short article on the new thinking in launching innovative ideas

2. Ben Mangan, “Is Your Nonprofit Really Ready to Use the Lean Startup?” Stanford Social Innovation Review, March 5, 2014; blog post challenging the new thinking; short and to the point

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INNOVATIONS IN SOCIAL ADVOCACY

IX. MARKET (WEEK NINE)

A. MEMO TWO DUE

B. BEGIN THINKING ABOUT THE FIVE QUESTIONS YOU MUST ANSWER IN YOUR THIRD AND FINAL MEMO: (1) Assuming that your solution is adopted, what are three important assumptions that will affect its impact? (2) What is the one important assumption that is the most vulnerable to a breakdown? (3) What are two signposts that you will use to alert yourself to an impending breakdown of this important, vulnerable assumption? (4) If the signpost shows impending failure, what will you do to hedge against its failure? (5) What will you do to shape against failure?

C. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Innovation, The Young Foundation and NESTA, 2010, Section 3: Chapter 1 (“Support in the Public Sector”)

D. PREPARE FOR SETBACKS

1. James A. Dewar, Carl H. Building, William M. Hix, and Morlie H. Levin, Assumption-Based Planning: A Planning Tool for Very Uncertain Times, RAND, 1993, entire, figure out how this applies to solving the problem on your agenda

E. FREE THE DATA

1. Lawrence Lessig, “Against Transparency,” New Republic, October 9, 2009; a law professor weighs in on the transparency movement

2. Ellen Miller, and Michael Klein, “TNR Debate: Too Much Transparency? (Part II),” New Republic, October 11, 2009; the Sunlight Foundation responds with the positives of open government and more data

F. FRAME THE MESSAGE

1. Frameworks Institute, “Changing the Public Conversation on Social Issues: A Beginners Guide to Strategic Frame Analysis,” an e-course located at http://sfa.frameworksinstitute.org/; an e-course that will take an hour or so to read if you don’t watch all the videos

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X. CODIFY (WEEK TEN)

A. FOLLOW THE MONEY

1. Robert Maguire, and Viveca Novak, “Shadow Money Magic: Five Easy Steps That Let You Play Big in Politics, Keep Your Donors Hidden and Game the IRS,” Center for Responsive, April 2013; a sobering cookbook on how the new campaign finance system obscures accountability; feel free to browse the current dialogue about campaign money on https://www.issueone.org/

2. Jonathan Rauch, “Political Realism: How Hacks, Machines, Big Money, and Back-Room Deals Can Strengthen American Democracy,” Center for Effective Public Management, May 2015; a research brief in favor of smoke-filled rooms and big money; on the long side, though, so just read the introduction and the section on the “upsides” of machines starting at p. 10, and the section on “chaos” starting at p. 18

B. LOBBY FOR POLICY

1. Fraser Nelson, David W. Brady, and Alana Conner Snibbe, “Learn to Love Lobbying,” Stanford Social Innovation Review, Spring 2007; a “yes-you-can” piece on the role of lobbying in social change

C. VOTE, RUN, LEAD

1. Jennifer L. Lawless and Richard L. Fox, “Why Are Women Still Not Running for Public Office?” Issues in Governance Studies, Number 16, Brookings Institution, May 2008; an early report from a huge study of women candidates; once you’re finished, watch a candidate training module or two at https://voterunlead.org/go-run/learn/

2. Shaila Dewan, “GOP Gains by Tapping Democrats’ Base for State Candidates,” New York Times, November 29, 2014; very short story on how the Republicans are gaining ground by using their substantial state legislative power

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INNOVATIONS IN DELIVERY

XI. SCALE (WEEK ELEVEN)

A. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Innovation, The Young Foundation and NESTA, 2010, Section 1: Chapter 5 (“Scaling and Diffusion”)

B. STRETCH THE OUTCOMES

1. Jeffrey Bradach, and Abe Grindle, “Transformative Scale: The Future of Growing What Works: Nine Strategies to Deliver Impact at a Scale that Truly Meets Needs, Stanford Social Innovation Review, February 2014; a useful inventory of the options for extending impact; good examples

2. Youth Villages, “Private Placement Memorandum,” November 2011; a perfect example of a scaling plan that doubled as a request for funding; breeze through it to ask “why scale?”

B. ACCELERATE

1. Ross Baird, Lily Bowles, and Saurabh Lall, “Bridging the ‘Pioneer Gap:’ The Role of Accelerators in Launching High-Impact Enterprises,” Aspen Network of Development Entrepreneurs and Village Capital, 2013; entire, but feel free to skim here and there

C. MANAGE THE ECOSYSTEM

1. Paul Bloom, and J. Gregory Dees, “Cultivate Your Ecosystem,” Stanford Social Innovation Review, 2008; a very useful piece about how organizations manage and exploit the “ecosystem” in which they operate

2. Peter Murray, “The Secret of Scale: How Powerful Civic Organizations Like The NRA And AARP Build Membership, Make Money, And Sway Public Policy,” Stanford Social Innovation Review, Fall 2013; I’m shocked, shocked that there might be politics in scale; government policy might be a path to impact; think about it, then think about polarization and smoke-filled rooms again

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XII. OPERATE (WEEK TWELVE)

A. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Innovation, The Young Foundation and NESTA, 2010; Section 1: Chapter 4 (“Sustaining”)

B. DON’T BELIEVE EVERYTHING YOU READ

1. Jason R. Pierce, and Herman Aguinis, “The ‘Too-Much-of-a-Good-Thing’ Effect in Management,” Journal of Management, 2013, pick at least two of the examples of the conventional wisdom about good management that start at page 318: leadership, conscientiousness, enriched job design, experience in personnel selection, venture planning, firm growth rate, diversification, and organizational slack

C. GET ROBUST

1. Paul Klein, “Are Nonprofits Getting in the Way of Social Change?” Stanford Social Innovation Review, May 15, 2015; a tough blog post that calls the question about sluggish nonprofits, then visit his organization and see his own approach to social change at http://impaktcorp.com/

2. Sheri Fink, Adam Nossiter, and James Kanter, “Doctors Without Borders Evolves as It Forms the Vanguard in Ebola Fight,” New York Times, October 10, 2014; a reasonably short article that answers Paul Klein with a different question: “Where was the private sector in Sierra Leone?” Just asking.

D. OPERATE AT SCALE

1. Billy Shore, “Great Ideas and Great Execution Require Different Skills,” Stanford Social Innovation Review, June 3, 2014; a blog post that makes the key point that execution is key to success; scale it up so you can deliver on the promises made

2. Paul C. Light, “A Cascade of Failures: Why Government Fails, and What to Do About It,” Brookings Institution Research Brief, July 2014; take a look at the last table; what goes wrong, and how to fix it; can we innovate in delivery, and where do we get the ideas? Think about Docs without Borders again

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XIII. DEFENDING CHANGE (WEEK THIRTEEN)

A. MEMO THREE DUE

B. “STAY FROSTY”

1. Angela Duckworth, Patrick D. Quinn, and Martin E. P. Seligman, “Positive Predictors of Teacher Effectiveness,” Journal of Positive Psychology, 2009; one of the first assessments of “grit” as a driver of change from a future MacArthur Genius Award winner and the father of the “positive psychology” movement

2. Jeffrey Aaron Snyder, “Teaching Kids ‘Grit’ is All the Rage. Here’s What’s Wrong with It,” The New Republic, May 6, 2014; a very tough critique of KIPP’s effort to teach grit that fits with similar critiques of the teaching empathy.

C. GET PROOF

1. The Bridgespan Group, “The What Works Marketplace: Helping Leaders Use Evidence to Make Smarter Choices,” The Bridgespan Group, and Results for America, April 2015; read the executive summary, introduction, and key findings #1 and #2; a very good report on how to validate your work, or at least where you can find some guidance

2. Jason Saul, and Matt Groch, “Introducing the Impact Genome Project,” Stanford Social Innovation Review, April 9, 2014; a short blog post about a new tool for challenging traditional measurement strategies; get ready for this; the latest thing for impact investing, etc.

3. Emily E. Arnold-Fernádez, “The Problem with the Impact Genome Project,” Stanford Social Innovation Review, May 29, 2014; a short blog post on why a Pandora for nonprofits won’t work

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INNOVATIONS IN LEADERSHIP (A MISSING CATEGORY?)

XIV. PREPARE (WEEK FOURTEEN)

A. JUST IN CASE

1. Robin Murray, Julie Caulier-Grice, and Geoff Mulgan, The Open Book of Innovation, The Young Foundation and NESTA, 2010; Section 1: Chapter 6 (“Systemic Change”)

B. TAKE A JOURNEY

1. Wiley W. Souba, “The Inward Journey of Leadership,” Journal of Surgical Research, January, 2006; ask yourselves these questions; they’ll come up soon

2. Geraldine Hepp, and Roshan Paul, “The Inner Journey of the Changemaker,” Stanford Social Innovation Review, November 14, 2014; a last blog post with another set of questions

XV. FINAL EXAM (WEEK FIFTEEN)

A. DECEMBER 22 (4:55 PM - 6:35 PM)

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