Maximize every donation dollar using social-media marketing best practices With Social Media for Social Good, you have everything you need to get your organization online at all levels: Web 1.0: Websites, e-newsletters, and “Donate Now” buttons; Web 2.0: Blogging and social networking sites; and Web 3.0: The Mobile Web, texting, and smartphone Apps. Learn how to access free and inexpensive marketing tools, market via email, use Twitter and Facebook, raise money from new donors, understand the legalities involved in being online, establish privacy settings, and track ROI. Heather Mansfield owns DIOSA Communications. She has served as Nonprofit Community Manager for Change.org, was named a Fundraising Star of the Year by Fundraising Success Magazine, and serves on the board for the Latin America Working Group.
We are all immersed in a sea of social norms, but they are sometimes tricky to observe with any clarity. They are often invisible to us and emerge only when they are not observed. Social norms are important to understand because they are both limiting of our freedom, such as gendered and racialized norms, and at the same time the very conditions of our agency. Social Goodness presents an original, externalist answer to the question of the source or origin of social role normativity. Rather than grounding social normativity in the attitudes of persons, the book argues for an externalism that roots social role normativity in the social world itself: in its positions, institutions, and larger architecture. The core insight of externalism is that the function or structural feature of an enterprise or activity can bring with it normative demands quite independently of the attitudes of those who engage with it. According to the artisanal model, just as a carpenter, ceramicist, or chef is responsive to and evaluable under a set of artisanal norms or techniques, so too is a mother and or an academic or a President. The source of normativity is this technique or expertise, independent of the preferences, endorsements, or recognitive attitudes of individuals. The artisanal model for social role normativity has resources to explain both the "stickiness" or persistence of social norms and our ability to criticize existing norms and to engage in normative self-creation--to create new normative selves. The artisanal model also has resources to capture and express the social situatedness, locality, and materiality of social roles. The relational ontology of social roles, implicit in the artisanal model, provides a useful frame to consider both hierarchical and oppressive social relations.
Despite enormous investments of time and money, are we making a dent on the social and environmental challenges of our time? What if we could exponentially increase our impact? Around the world, a new generation is looking beyond greater profits, for meaningful purpose. But, unlike business, few social interventions have achieved significant impact at scale. Inspired by the modern innovation practices, popularized by bestseller The Lean Startup, that have fueled technology breakthroughs touching every aspect of our lives, Lean Impact turns our attention to a new goal - radically greater social good. Social change is far more complicated than building a new app. It requires more listening, more care, and more stakeholders. To make a lasting difference, solutions must be embraced by beneficiaries, address root causes, and include an engine that can accelerate growth to reach the scale of the need. Lean Impact offers bold ideas to reach audacious goals through customer insight, rapid experimentation and iteration, and a relentless pursuit of impact. Ann Mei Chang brings a unique perspective from across sectors, from her years as a tech executive in Silicon Valley to her most recent experience as the Chief Innovation Officer at USAID. She vividly illustrates the book with real stories from interviews with over 200 organizations across the US and around the world. Whether you are a nonprofit, social enterprise, triple bottom line company, foundation, government agency, philanthropist, impact investor, or simply donate your time and money, Lean Impact is an essential guide to maximizing social impact and scale.
This book is a collection of reflections by thought leaders at first-mover organizations in the exploding field of "Data Science for Social Good", meant as the application of knowledge from computer science, complex systems and computational social science to challenges such as humanitarian response, public health, sustainable development. The book provides both an overview of scientific approaches to social impact – identifying a social need, targeting an intervention, measuring impact – and the complementary perspective of funders and philanthropies that are pushing forward this new sector. This book will appeal to students and researchers in the rapidly growing field of data science for social impact, to data scientists at companies whose data could be used to generate more public value, and to decision makers at nonprofits, foundations, and agencies that are designing their own agenda around data.
Here is the story of Corporate Social Responsibility---what it means, where it came from, where it is going, what it requires of business. Told in an eyewitness, I-was-there style by a pioneer of the study of CSR in the nation's business schools, it takes the reader through a half century of corporate scandals and fierce struggles over corporate ethics---from Ralph Nader's 1960s Campaign GM to today's white collar crimes at Enron, WorldCom, Tyco, and other Wall Street giants. It lays bare the values that drive corporate culture, explores the motivational depths of corporate strategy and policy, demonstrates how biological impulses can lead business decision makers astray, questions the relevance and ethical commitment of business school education, reveals the spiritual side of management life, and holds out hope that the New Millennium will see improvement in the ethical performance of business. William C. Frederick is one of the founders of the study of Corporate Social Responsibility in the United States and initiated some of the key concepts and analytic categories. His books include Business and Society, Social Auditing, and Values, Nature, and Culture in the American Corporation. He was president of The Society for Business Ethics and The Society for Advancement of Socio-Economics, and chaired the Social Issues in Management division of The Academy of Management. He conducted studies of management education in Spain, Italy, Egypt, Yugoslavia, Ecuador, Nigeria, and Australia, and designed and taught programs for executives in U. S. corporations. He was dean of the business schools at the University of Kansas City and the University of Pittsburgh. He received a PhD in economics and anthropology from the University of Texas. Corporation, Be Good draws on the author's half-century of thinking about the social and ethical responsibilities of the modern corporation.
The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?
This timely, accessible reference and text addresses some of the most fundamental questions about human behavior, such as what causes racism and prejudice and why good people do bad things. Leading authorities present state-of-the-science theoretical and empirical work. Essential themes include the complex interaction of individual, societal, and situational factors underpinning good or evil behavior; the role of moral emotions, unconscious bias, and the self-concept; issues of responsibility and motivation; and how technology and globalization have enabled newer forms of threat and harm. New to This Edition *Many new authors; extensively revised with the latest theory and research. *Section on group perspectives, with chapters on bystanders to emergencies, remembering historical victimization, organizational dynamics, and globalization and terrorism. *Chapters on free will, conscious versus unconscious processes, media violence, dehumanization, genocide, and sexual violence. *Chapters on false moral superiority, compassionate goals in relationships, and moral emotions in incarcerated offenders.
What is a person? This fundamental question is a perennial concern of philosophers and theologians. But, Christian Smith here argues, it also lies at the center of the social scientist’s quest to interpret and explain social life. In this ambitious book, Smith presents a new model for social theory that does justice to the best of our humanistic visions of people, life, and society. Finding much current thinking on personhood to be confusing or misleading, Smith finds inspiration in critical realism and personalism. Drawing on these ideas, he constructs a theory of personhood that forges a middle path between the extremes of positivist science and relativism. Smith then builds on the work of Pierre Bourdieu, Anthony Giddens, and William Sewell to demonstrate the importance of personhood to our understanding of social structures. From there he broadens his scope to consider how we can know what is good in personal and social life and what sociology can tell us about human rights and dignity. Innovative, critical, and constructive, What Is a Person? offers an inspiring vision of a social science committed to pursuing causal explanations, interpretive understanding, and general knowledge in the service of truth and the moral good.
Create real change in the new social movement paradigm Social Movements for Good is a guidebook for driving change, by taking advantage of the social "currency" that makes movements go viral. Author Derrick Feldmann has spent a career showing organizations how to best reach donors, activists, and employees, and engage a new generation of supporters. In this book, he shares his secrets alongside the stories of today's most successful social good movements by companies and nonprofits. You'll learn about the leaders behind these movements, the individuals who responded, and the approaches that made it work. Modern social movements operate within a new paradigm, and this informative guide walks you through how these movements are created, why people get on board, and the strategy and support network that must be in place for it to succeed. Just going viral isn't enough to make a movement successful—there must be a plan, and the right people with the right skills to follow through with the execution. This book shows you who you need on your side, what they need to do their jobs, and which tools and methods are proving most effective every day. Read the stories of today's most successful social good movements Understand how modern social movements are created Learn how to truly activate a new generation of activists and supporters Formulate an approach that makes the public respond to your issue Effective social movements don't arise by accident. People don't spontaneously come together and effect real change. If you want your movement to succeed, you need a solid strategy and the tools to follow through. Social Movements for Good is your roadmap to viral success and the advancement of your cause.