New and in-depth explorations of solutions to social, environmental, or organizational problems (more)
Anxiety about debt and financial stability can severely reduce the productivity and health of employees, which can hurt a company’s bottom line. Businesses, government, and philanthropic organizations should embrace the case for improving the financial well-being of workers.
The current approach to community revitalization has helped arrest and even reverse the degradation of American neighborhoods. But it cannot solve the problem without local ownership and control of assets and the decommodification of property.
Plutocratic biases are baked into the policies that structure charitable giving and big foundations. We must overhaul philanthropy to make it better serve democratic ends.
Too many organizations ignore or avoid addressing internal conflict. A healthy perspective on disagreement can increase resilience and spur needed innovation.
New research explores when top-down control works best in international development work, and when organizations should let employees in the field navigate challenges by using their own judgment.
To achieve greater equity, we must yield to the decision-making authority of the communities we seek to help.
Five principles based in social science that will help organizations connect their work to what people care most about.
Organizations are increasingly turning to system change to tackle big social problems. But systems are complex, and mastering the process requires observation, patience, and reflection. To begin, here are two
approaches to pursuing system change.
Progress in dealing with the problem of climate change will require that the institutions of government, business, and community work not in isolation from each other, let alone at cross-purposes, but by reinforcing each other’s efforts through consolidation.
Most global development programs still segment people by demographics when trying to change their behavior. We must learn from the private sector and segment people based on the reasons behind their actions. Open access to this article is made possible by The Surgo Foundation.
