Innovation, much like improv, isn’t easy, but it can be a powerful way to bring people into a conversation they might typically avoid or feel excluded from. In our latest discussion with the Innovation Toolkit Team, Jen and Josh walk us through the power improvisation can have to start these conversations and how they refined their unique approach.
It’s no secret that change can be difficult and slow, especially when it comes to changes at work. Just this week, I heard an executive say, “Anyone who tells you that change is easy hasn’t done it before.”
Yet this year, many of us have quickly embraced virtual collaboration tools. We’ve all experienced numerous other changes, especially as we untethered from the “40 hour+ work on-site” culture. Why have we been so quick to adopt Zoom, Slack, and Office 365? What can we learn from this recent experience so that we can support our colleagues through future change?
In 2012, The Economist penned an obituary for the Public-Private Partnership (PPP). The headline: ‘RIPPP’. Eight years later however PPPs are very much alive and the appetite for them has not slowed in spite of high-profile scandals and debates about the commodification of public infrastructure.
PPPs, while diverse and increasingly complex, can most easily be thought of as a long-term contract between a public agency and a private party to execute or operate a project.
Regular sources of stress in our lives can arise from challenges at work, challenges in personal life such as with partnership and parenting, and challenges from societal divisions at home and abroad, among many other factors. With one public crisis after another appearing in the news to add to what’s happening directly in our lives, these stress factors may pile on and conspire to make well-being hard to maintain.
On the evening of April 13, 1970, there was a loud “BAM!”, then “Houston, we’ve had a problem.”
Apollo 13 had “lost” the moon because an oxygen tank explosion that wasn’t predicted caused a series of systems failures in propulsion, electrical power, and life support, and the world focused on how three isolated men over 200,000 miles from Earth would get safely home.
Despite our modern world, many systems aren’t built with uncertainty in mind. Alas, these unexpected events may become the new normal. Fortunately, Imanuel has been leading the charge to re-examine how we design and implement systems with new approaches that make them more resilient to the unexpected. Listen in as we explore how his work is helping the world prepare for the next natural disaster or global pandemic.
It’s an understatement to say that we’ve all experienced a lot of change during the coronavirus pandemic. Despite the challenges, some positives have come out of this situation, especially when it comes to how federal agencies and other organizations have quickly adapted to keep the government running and work moving. Organizational agility has been a goal for many years now, with numerous agency mission statements highlighting the need for it.
As the Coronavirus began impacting social and professional life, I noticed a lot of friends, family, and acquaintances posting to social media that they were learning or relearning how to knit and crochet.
“Field of Dreams” is a delightful movie. If you haven’t seen it, do yourself a favor and curl up on a do-nothing night and watch it. But even if you haven’t seen “Field of Dreams”, I’m sure you’ve heard the most famous line from it, “if you build it, he will come.” But since language is more fluid than the ocean, and changes to suit the context du jour, you more than likely have heard it as, “if you build it, they will come.”
A few days ago, I was taking an exercise class at the gym. The highly motivational instructor often tells the class, “Your goal tonight is to fail! If you get to the point that you can’t do the exercise or lift your weight, then you have achieved your goal of muscle failure!” It got me thinking…