It’s really not that complicated: Simple lessons from the evidence base about crime reduction for the UK’s new Policing and Crime Commissioners.
Cause and Effect: Visualizing Sustainability (Gestalten, 2012) showcases the campaigns, posters, digital media, and guerrilla marketing that have the power to change not only how we think about the environment, but also what we do about it. The thesis is simple: The more elegant the delivery, the more receptive we are to the message.
Scottish Power’s “World of Difference”
This is good stuff. Shows some serious thinking about the firm’s place in its wider social context and some sensible long termism.
What makes people tick? Transactional payoffs or something less material? Career analyst Dan Pink examines the puzzle of motivation, starting with a fact that social scientists know but most managers don’t: Traditional rewards aren’t always as effective as we think.
Greening an airport - or not
Michael Gilberson on plans to offset the environmental impact of Chicago airport with a farm of solar panels:
“Seriously? A solar power project supplying maybe 5 to 10 percent of the airport’s electricity constitutes going green? How much in carbon emissions are avoided by a solar power project, and at what cost, and how much would be avoided by, for example, some ground control improvements that shaved 1 minute off the time each plane idles before taking off…..
On-the-ground organization, airfield layout, and at least some takeoff and landing matters are dictated by airport management, and making improvements in these areas could reduce airplane emissions on the ground”.
Solar “feels good” and but harder organisational changes would make people better off. Guess one gets the press?
As the marketing power of social media grows, it no longer makes sense to treat it as an experiment. Here’s how senior leaders can harness social media to shape consumer decision making in predictable ways.
When people are trying to decide the ‘best’ structure for their organization they often forget that work has to flow through it, and that different structures have different attributes.
Structure decisions are made based on personalities, politics, and expediency. This is a mistake on two counts. First, failing to explicitly recognize that structure choices impact organizational capabilities, and second that getting work done efficiently in order to meet organizational goals is, or should be, the purpose of the organizing frameworks and structures.
“The most important thing for a CEO to do is to provide a coherent, compelling strategic direction for the company, one that is understood by everyone who has to contribute to its achievement. For that, a story must be told”
Working with Stepping Out, we’ve published a book to inspire and guide public sector workers thinking of leading a mutual or social enterprise spin out, based on the personal stories and experiences of the pioneers who have done it.