If We Can Report on the Problem, We Can Report on the Solution

Curated on Posted on by Stefaan Verhulst

David Bornstein and Tina Rosenberg in the New York Times: “After 11 years and roughly 600 columns, this is our last….

David Bornstein: Tina, in a decade reporting on solutions, what’s the most important thing you learned?

Tina Rosenberg: This is a strange lesson for a column about new ideas and innovation, but I learned that they’re overrated. The world (mostly) doesn’t need new inventions. It needs better distribution of what’s already out there.

Some of my favorite columns were about how to take old ideas or existing products and get them to new people. As one of our columns put it, “Ideas Help No One on a Shelf. Take Them to the World.” There are proven health strategies, for example, that never went anywhere until some folks dusted them off and decided to spread them. It’s not glamorous to copy another idea. But those copycats are making a big difference.

David: I totally agree. The opportunity to learn from other places is hugely undertapped.

I mean, in the United States alone, there are over 3,000 counties. The chance that any one of them is struggling with big problems — mental health, addiction, climate change, diabetes, Covid-19, you name it — is pretty much 100 percent. But the odds that any place is actually using one of the most effective approaches to deal with its problems is quite low.

As you know, I used to be a computer programmer, and I’m still a stats nerd. With so many issues, there are “positive deviants” — say, 2 percent or 3 percent of actors who are getting significantly better results than the norm. Finding those outliers, figuring out what they’re doing that’s different, and sharing the knowledge can really help. I saw this in my reporting on childhood trauma, chronic homelessness and hospital safety, to name a few areas….(More)”

Adopting Agile in State and Local Governments

Curated on Posted on by Stefaan Verhulst

Report by Sukumar Ganapati: “Agile emerged initially as a set of values and principles for software development formalized in 2001 with the Agile Manifesto. For two decades, it helped revolutionize software development. Today, Agile approaches have been adapted to government services beyond software development, offering a new way of thinking and delivering in areas such as project management, policymaking, human resources, and procurement. 

The basics of Agile and associated methods have been covered in previous IBM Center for The Business of Government reports. These reports provide a good overview of Agile principles, use of Lean, and application of user-centered design. They provide insights into the evolution of Agile adoption in public sector over the last two decades. This new report, Adopting Agile in State and Local Governments, by Sukumar Ganapati of Florida International University, examines the adoption of Agile among state and local governments. State and local governments have increasingly adopted Agile methods in the last decade, applying them across a range of applications. At the same time, they vary widely in terms of their maturity levels in the adoption and implementation.

Professor Ganapati identifies three broad phases in this lifecycle of Agile maturity among public agencies in general.  The three phases are not clear cut, with distinctive breaks between where one phase ends and the next one begins. Rather, they could be conceived as a continuum, as public agencies evolve through the lifecycle of implementing Agile. The report highlights the evolution of the use of Agile methods in two states (Connecticut and California) and two local cities (New York and Austin). The cases show the rich contextual evolution of Agile and how the methods are applied for using technology to streamline enterprise processes and to address social policy problems. The four case studies show different trajectories of adopting Agile in state and local governments. The strategies for adopting and implementing Agile methods broadly differ in the three lifecycle phases of infancy, adolescence, and adulthood. The case studies offer lessons for enabling strategies to adopt Agile across these three phases…(More)”.

A Paradigm Shift in the Making: Designing a New WTO Transparency Mechanism That Fits the Current Era

Curated on Posted on by Stefaan Verhulst

Paper by Yaxuan Chen: “The rules-based multilateral trading system has been suffering from transparency challenges for decades. The theory of data technology provides a new perspective to assess the transparency provisions on their design, historic rationale, and evolution in light of the multilateral efforts for improvement since the General Agreement on Tariffs and Trade (GATT 1947). The development of frontier digital and data technologies, including mobile devices and sensors, new cryptographic technologies, cloud computing, and artificial intelligence, have completely changed the landscape of data collection, storage, processing, and analysis. In light of the new business models of international trade, trade administration, and governance, opportunities for addressing transparency challenges in the multilateral trading system have arisen.

While providing solutions to transparency problems of the past, data technology applications could trigger new transparency challenges in trade and governance. For instance, questions arise as to whether developing countries would be able to access or provide trade information with the same quantity, understandability, and timeliness as more developed countries. This is in addition to the emerging transparency expectations of the current era, with the pandemic as an immediate challenge and the rise of “real-time” economy in a broader context. For the multilateral trading system to stay relevant, innovations for a holistic global mechanism for supply chain transparency, the transformation of council and committee operations, a smart design for technical assistance to tackle the digital divide, automated and real-time dispute resolution options and further integration of inclusiveness and sustainability considerations into trade disciplines should be explored….(More)”.

User-Centricity: What It Means, How It Works, Why It’s Needed

Curated on Posted on by Stefaan Verhulst

Policy Brief by UserCentriCities project: “.. looks critically at the need for putting citizens at the heart of digital government – and analyses six successful projects in key European cities: Bologna (Emilia Romagna Region), Espoo, Milan, Murcia, Rotterdam and Tallinn. Building on lessons learned in a year of structured interviews with leading officials in the UserCentriCities project, the policy brief looks at key trends driving breakthroughs in digital-service delivery – in the public and private sector – and proposes a five-point roadmap for greater Europe-national-local collaboration in the service of citizens. The policy brief will launch at The 2021 UserCentriCities Summit, in the presence of Boštjan Koritnik, minister for public administration of Slovenia, which currently holds the Presidency of the Council of the European Union….(More)”.

Embrace Complexity Through Behavioral Planning

Curated on Posted on by Stefaan Verhulst

Article by Ruth Schmidt and Katelyn Stenger: “…Designing for complexity also requires questioning assumptions about how interventions work within systems. Being wary of three key assumptions about persistence, stability, and value can help behavioral designers recognize changes over time, complex system dynamics, and oversimplified definitions of success that may impact the effectiveness of interventions.

When behavioral designers overlook these assumptions, the solutions they recommend risk being short-sighted, nonstrategic, and destined to be reactive rather than proactive. Systematically confronting and planning for these projections, on the other hand, can help behavioral designers create and situate more resilient interventions within complex systems.

In a recent article, we explored why behavioral science is still learning to grapple with complexity, what it loses when it doesn’t, and what it could gain by doing so in a more strategic and systematic way. This approach—which we call “behavioral planning”—borrows from business strategy practices like scenario planning that play out assumptions about plausible future conditions to test how they might impact the business environment. The results are then used to inform “roughly right” directional decisions about how to move forward…(More)”

How 12th-century Genoese merchants invented the idea of risk

Curated on Posted on by Stefaan Verhulst

Essay by Karla Mallette: “Lately, we have all become risk assessment and risk management experts, thinking, talking and Tweeting about the chances we take when we engage in once-mundane activities. It’s hard to imagine doing without risk: the analytical instrument we use to calculate the advisability of undertakings that can result in gain or loss. Yet when the word risk entered the languages of western Europe during the 12th century (at roughly the same time as other words used to jigger the scales of Fortune: hazard and chance), it took some time to catch on. Niccolò Machiavelli (1469-1527) and Francesco Guicciardini (1483-1540) – the two great writers of the Italian 15th and 16th centuries who wrote about contingency and power while everything was collapsing around them – did not use the Italian rischio in the works for which they are best remembered, even though the Italians were early adopters of the word and the speculative behaviours it names.

The first known usage of the Latin word resicum – cognate and distant ancestor of the English risk – occurs in a notary contract recorded in Genoa on 26 April 1156. The captain of a ship contracts with an investor to travel to Valencia with the sum invested. The contract allocates the ‘resicum’ to the investor. In a typical arrangement, the captain received 25 per cent of the profit at the end of the journey. The investor or investors pocketed the resicum payout: the remaining 75 per cent. This contract also reminds us that the medieval Italian ship’s crew was an egalitarian society. It specifies that the voyage would be extended from Valencia to trade at Alexandria before returning to Genoa, but only if a majority of the men on board agreed.

Resicum worked a kind of practical magic in these early contracts. Canon law forbade the payment of interest on loans in medieval Europe (as Islamic law did in the eastern and southern Mediterranean). By inventing a bonus paid to the investor in the event of the successful completion of a journey, the resicum provided a workaround for venture capitalists and for the captain seeking capital. It also gave those who could not journey an opportunity to earn investment income. A small but significant proportion of the investors in these maritime contracts were retired seamen or women. Finally, it parcelled out the risk assumed by those who undertook the trans-Mediterranean journey…(More)”.

A Vision for the Future of Science Philanthropy

Curated on Posted on by Stefaan Verhulst

Article by Evan Michelson and Adam Falk: “If science is to accomplish all that society hopes it will in the years ahead, philanthropy will need to be an important contributor to those developments. It is therefore critical that philanthropic funders understand how to maximize science philanthropy’s contribution to the research enterprise. Given these stakes, what will science philanthropy need to get right in the coming years in order to have a positive impact on the scientific enterprise and to help move society toward greater collective well-being?

The answer, we argue, is that science philanthropies will increasingly need to serve a broader purpose. They certainly must continue to provide funding to promote new discoveries throughout the physical and social sciences. But they will also have to provide this support in a manner that takes account of the implications for society, shaping both the content of the research and the way it is pursued. To achieve this dual goal of positive scientific and societal impact, we identify four particular dimensions of the research enterprise that philanthropies will need to advance: seeding new fields of research, broadening participation in science, fostering new institutional practices, and deepening links between science and society. If funders attend assiduously to all these dimensions, we hope that when people look back 75 years from now, science philanthropy will have fully realized its extraordinary potential…(More)”.

How behavioral science could get people back into public libraries

Curated on Posted on by Stefaan Verhulst

Article by Talib Visram: “In October, New York City’s three public library systems announced they would permanently drop fines on late book returns. Comprised of Brooklyn, Queens, and New York public libraries, the City’s system is the largest in the country to remove fines. It’s a reversal of a long-held policy intended to ensure shelves stayed stacked, but an outdated one that many major cities, including Chicago, San Francisco, and Dallas, had already scrapped without any discernible downsides. Though a source of revenue—in 2013, for instance, Brooklyn Public Library (BPL) racked up $1.9 million in late fees—the fee system also created a barrier to library access that disproportionately touched the low-income communities that most need the resources.

That’s just one thing Brooklyn’s library system has done to try to make its services more equitable. In 2017, well before the move to eliminate fines, BPL on its own embarked on a partnership with Nudge, a behavioral science lab at the University of West Virginia, to find ways to reduce barriers to access and increase engagement with the book collections. In the first-of-its-kind collaboration, the two tested behavioral science interventions via three separate pilots, all of which led to the library’s long-term implementation of successful techniques. Those involved in the project say the steps can be translated to other library systems, though it takes serious investment of time and resources….(More)”.

Design for Social Innovation: Case Studies from Around the World

Curated on Posted on by Stefaan Verhulst

Book edited By Mariana Amatullo, Bryan Boyer, Jennifer May and Andrew Shea: “The United Nations, Australia Post, and governments in the UK, Finland, Taiwan, France, Brazil, and Israel are just a few of the organizations and groups utilizing design to drive social change. Grounded by a global survey in sectors as diverse as public health, urban planning, economic development, education, humanitarian response, cultural heritage, and civil rights, Design for Social Innovation captures these stories and more through 45 richly illustrated case studies from six continents.

From advocating to understanding and everything in between, these cases demonstrate how designers shape new products, services, and systems while transforming organizations and supporting individual growth.

How is this work similar or different around the world? How are designers building sustainable business practices with this work? Why are organizations investing in design capabilities? What evidence do we have of impact by design? Leading practitioners and educators, brought together in seven dynamic roundtable discussions, provide context to the case studies.

Design for Social Innovation is a must-have for professionals, organizations, and educators in design, philanthropy, social innovation, and entrepreneurship. This book marks the first attempt to define the contours of a global overview that showcases the cultural, economic, and organizational levers propelling design for social innovation forward today…(More)”

Do Awards Incentivize Non-Winners to Work Harder on CSR?

Curated on Posted on by Stefaan Verhulst

Article by Jiangyan Li, Juelin Yin, Wei Shi, And Xiwei Yi: “As corporate lists and awards that rank and recognize firms for superior social reputation have proliferated in recent years, the field of CSR is also replete with various types of awards given out to firms or CEOs, such as Fortune’s “Most Admired Companies” rankings and “Best 100 Companies to Work For” lists. Such awards serve to both reward and incentivize firms to become more dedicated to CSR. Prior research has primarily focused on the effects of awards on award-winning firms; however, the effectiveness and implications of such awards as incentives to non-winning firms remain understudied. Therefore, in the article of “Keeping up with the Joneses: Role of CSR Awards in Incentivizing Non-Winners’ CSR” published by Business & Society, we are curious about whether such CSR awards could successfully incentivize non-winning firms to catch up with their winning competitors.

Drawing on the awareness-motivation-capability (AMC) framework developed in the competitive dynamics literature, we use a sample of Chinese listed firms from 2009 to 2015 to investigate how competitors’ CSR award winning can influence focal firms’ CSR. The empirical results show that non-winning firms indeed improve their CSR after their competitors have won CSR awards. However, non-winning firms’ improvement in CSR may vary in different scenarios. For instance, media exposure can play an important informational role in reducing information asymmetries and inducing competitive actions among competitors, therefore, non-winning firms’ improvement in CSR is more salient when award-winning firms are more visible in the media. Meanwhile, when CSR award winners perform better financially, non-winners will be more motivated to respond to their competitors’ wins. Further, firms with a higher level of prior CSR are more capable of improving their CSR and therefore are more likely to respond to their competitors’ wins…(More)”.