This lecture focuses the dynamics within systems, how to identify and analyze gaps as well as evaluate how change takes place within more complex systems. Students will be introduced to the process of systems mapping and will participate in a class exercise to create and analyze a systems map for a specific social system. Students may apply the lessons from this lecture to the preparation of their major assignment, which will be introduced in this class (due Class 9).
This lecture will be structured workshop-style. Students will work with Engineers without Borders to understand the process of systems mapping. Students will then create and analyze a systems map for a specific social system, which will then be used as the basis for the major group assignment.
This document summarizes a class on considerations for social enterprises. It includes the agenda, which covers marketing, operational considerations, and legal considerations for social enterprises. The document provides guidelines for student presentations on business cases, including the required components and time allotment. It also gives examples of pitching a social enterprise business model. Finally, it discusses considerations for marketing, human resources, operations, and different legal forms for social enterprises.
This class consolidates the learning students received throughout the course. Students will build a business case for the ventures theyve assessed using the techniques described in the course (storyboarding, business modeling, etc.), focusing on making a compelling and informed argument for why the social entrepreneur youve been working with should pursue the course of action youve determined in your analysis.
The document discusses guidelines for developing effective learning objectives and selecting appropriate content, including ensuring objectives are SMART, considering different cognitive levels, and choosing valid, significant content that incorporates facts, skills, and attitudes. It also outlines principles for selecting teaching strategies, such as using active learning, engaging multiple senses, and incorporating emotion, as well as research on how the brain learns best with real-life problems, projects, and mnemonic devices.
This document provides information about the final presentations for the APS 1015: Social Entrepreneurship class taking place on Thursday, May 22, 2014. It lists the instructors, Norm Tasevski and Alex Kjorven, and titles for two of the presentations: "The Business Case Clean Care" and "The Business Case Public Inc.".
The document discusses two patterns of organization in writing: cause and effect, and compare and contrast. It provides examples of words and phrases that signal these patterns to the reader. For cause and effect, words like "because", "result", and "lead to" indicate a cause followed by an effect. Compare and contrast structures use words like "similarly", "however", and "instead" to show how things are alike or different. Well-organized writing clearly guides the reader through these relationships between ideas.
This presentation covers the entire aspects of 6 sigma quality methodology. You can have this presentation as a reference to anything related to 6 sigma. This is one of the best material to be refereed before the implementation of 6 sigma in your organization, whether it is in service sector or in manufacturing..
Fundamentals of Business Process Management: A Quick Introduction to Value-Dr...Marlon Dumas
油
Marlon Dumas of University of Tartu gives an introduction and quick tour of the business process management lifecycle. Seminar given at the Estonian BPM Roundtable, 10 October 2013.
Students will be exposed to methods for screening entrepreneurial ideas and evaluating its business potential. Students will be introduced to data collection methodologies and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
This class will focus on the remaining 2 elements of the system intervention process: financial modeling and target setting. Students will be led through the process of understanding how to determine a viable business margin for their venture, and how to set reasonable yet motivating business targets that guide business model execution.
This class will focus on understanding how to design solutions to a gap in a social system and looks at the first two steps in the system intervention process. Students will be led through an interactive Empathy Mapping exercise followed by an introduction to Business Modeling and the components of a business model canvas.
This lecture will be structured workshop-style, in collaboration with Clean Care and Public Inc. Students will be introduced to these two real-life social enterprises and have the opportunity to better understand the social problems these organizations are trying to solve and the challenges they are facing in doing so. This workshop is the first step in analyzing the two beneficiary organizations as part of developing proposed solutions, which make up the final assignment.
This document outlines the agenda and content for the first class of an introduction to social entrepreneurship course. The class will include introductions, a review of the syllabus and class structure, establishing ground rules, and defining key concepts related to social entrepreneurship. Specifically, it will explore how social entrepreneurship differs from traditional entrepreneurship in terms of motivations, innovation approaches, resourcefulness, and risk-taking. The class will also provide an example of a social enterprise and introduce the idea of analyzing social systems.
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team. This class will also feature a live case with a guest social entrepreneur.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them. This lecture will feature a guest speaker.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
Students will be exposed to methods for evaluating the business potential of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions. This class will also feature a live case with a guest social entrepreneur.
This class will focus on understanding how to design solutions to a gap in a social system. Students will understand the differences between market-based and non-market based solutions and the limitations of each, and will learn how best to design an intervention for each type of solution using Human-Centered Design tools.
This lectures focuses on analyzing the gaps that exist within larger systems (e.g. society-wide) and the role each sector in our society (public, private and nonprofit) plays to either reinforce or remove those gaps.
This lecture will be structured workshop-style. Students will work with Engineers without Border to understand the process of systems mapping. Students will then create and analyze a systems map for a specific social system, which will then be used as the basis for the major group assignment.
This document summarizes the first class of a social entrepreneurship course. It introduces the instructors and outlines the agenda, which includes introductions, reviewing the syllabus and class structure, defining social entrepreneurship, discussing what motivates social entrepreneurs, and an introduction to social systems. The class will also discuss what was learned and preview the next week's topic. Key topics covered are defining social entrepreneurship, distinguishing it from traditional entrepreneurship and different sectors, and how disruption can create social change by changing business models and systems.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
This document summarizes a class about managing social enterprises for social impact. It discusses achieving both social and financial goals, including identifying social goals, measuring social value created, and communicating impact. Key points include balancing social and financial objectives, embedding social goals across business operations, using both qualitative and quantitative metrics, and targeting communications to different audiences like investors and governments. Measurement challenges like attribution and feasibility are also addressed.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
The document summarizes a class on validating market-based social entrepreneurship solutions. It discusses recapping ideas from the previous class, screening entrepreneurial ideas through an internal process, and validation techniques. The internal screening process involves assessing ideas based on their social fit and business potential. Various validation techniques are then presented, including primary research methods like interviews, and developing an interview guide to gather feedback and test assumptions.
This document summarizes a guest lecture about intervening in social systems through business model disruption. The key points made are:
1. Systems are made up of interlocking business models, and systems change when business models change.
2. Disruption involves fundamentally changing business models, such as moving from ownership to sharing, disintermediating processes, unlocking inventory, commoditizing value sources, and changing capital risk sequences.
3. Characteristics of disruptions are that they initially provide lower quality but good enough products at lower margins but higher volumes, and ultimately grow the market by serving non-consumers.
Students will be exposed to methods for screening entrepreneurial ideas and evaluating its business potential. Students will be introduced to data collection methodologies and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions.
This class will focus on the remaining 2 elements of the system intervention process: financial modeling and target setting. Students will be led through the process of understanding how to determine a viable business margin for their venture, and how to set reasonable yet motivating business targets that guide business model execution.
This class will focus on understanding how to design solutions to a gap in a social system and looks at the first two steps in the system intervention process. Students will be led through an interactive Empathy Mapping exercise followed by an introduction to Business Modeling and the components of a business model canvas.
This lecture will be structured workshop-style, in collaboration with Clean Care and Public Inc. Students will be introduced to these two real-life social enterprises and have the opportunity to better understand the social problems these organizations are trying to solve and the challenges they are facing in doing so. This workshop is the first step in analyzing the two beneficiary organizations as part of developing proposed solutions, which make up the final assignment.
This document outlines the agenda and content for the first class of an introduction to social entrepreneurship course. The class will include introductions, a review of the syllabus and class structure, establishing ground rules, and defining key concepts related to social entrepreneurship. Specifically, it will explore how social entrepreneurship differs from traditional entrepreneurship in terms of motivations, innovation approaches, resourcefulness, and risk-taking. The class will also provide an example of a social enterprise and introduce the idea of analyzing social systems.
Students will learn about some of the key management challenges involved in running a social enterprise. Concepts to be covered include goal-setting and target-setting, identifying and measuring key metrics (both financial and social) and leading and inspiring a team. This class will also feature a live case with a guest social entrepreneur.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them. This lecture will feature a guest speaker.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
Students will be exposed to methods for evaluating the business potential of their entrepreneurial idea, and evaluate some of the challenges associated with synthesizing market data and applying this data to business decisions. This class will also feature a live case with a guest social entrepreneur.
This class will focus on understanding how to design solutions to a gap in a social system. Students will understand the differences between market-based and non-market based solutions and the limitations of each, and will learn how best to design an intervention for each type of solution using Human-Centered Design tools.
This lectures focuses on analyzing the gaps that exist within larger systems (e.g. society-wide) and the role each sector in our society (public, private and nonprofit) plays to either reinforce or remove those gaps.
This lecture will be structured workshop-style. Students will work with Engineers without Border to understand the process of systems mapping. Students will then create and analyze a systems map for a specific social system, which will then be used as the basis for the major group assignment.
This document summarizes the first class of a social entrepreneurship course. It introduces the instructors and outlines the agenda, which includes introductions, reviewing the syllabus and class structure, defining social entrepreneurship, discussing what motivates social entrepreneurs, and an introduction to social systems. The class will also discuss what was learned and preview the next week's topic. Key topics covered are defining social entrepreneurship, distinguishing it from traditional entrepreneurship and different sectors, and how disruption can create social change by changing business models and systems.
This class focuses on understanding some of the emerging issues and opportunities currently facing the field of social entrepreneurship. The lecture will also provide students with a sense of the career opportunities available to them.
Social entrepreneurship generally aims to deliver solutions that can amplify social impact, across individuals, communities, and regions. Scaling social innovation is not always straightforward, and includes a different set of considerations than starting a social enterprise.
This document summarizes a class about managing social enterprises for social impact. It discusses achieving both social and financial goals, including identifying social goals, measuring social value created, and communicating impact. Key points include balancing social and financial objectives, embedding social goals across business operations, using both qualitative and quantitative metrics, and targeting communications to different audiences like investors and governments. Measurement challenges like attribution and feasibility are also addressed.
This class will cover some of the key considerations social entrepreneurs face when launching and growing their social enterprise. Emphasis will be placed on operational, human, legal and marketing considerations. Students will also develop a basic financial analysis for their enterprise to determine the financial feasibility of their venture.
The document summarizes a class on validating market-based social entrepreneurship solutions. It discusses recapping ideas from the previous class, screening entrepreneurial ideas through an internal process, and validation techniques. The internal screening process involves assessing ideas based on their social fit and business potential. Various validation techniques are then presented, including primary research methods like interviews, and developing an interview guide to gather feedback and test assumptions.
This document summarizes a guest lecture about intervening in social systems through business model disruption. The key points made are:
1. Systems are made up of interlocking business models, and systems change when business models change.
2. Disruption involves fundamentally changing business models, such as moving from ownership to sharing, disintermediating processes, unlocking inventory, commoditizing value sources, and changing capital risk sequences.
3. Characteristics of disruptions are that they initially provide lower quality but good enough products at lower margins but higher volumes, and ultimately grow the market by serving non-consumers.
Learning objective: Examine methods to build your capacity to foster high-performing teams
As organizations become increasingly collaborative, the nature of teamwork has evolved significantly. Today, team leaders often find themselves managing virtual teams across various time zones, navigating home-office distractions, and addressing a range of personal challenges their team members may face. In this dynamic workplace, effective leadership requires a blend of traditional and modern skills to drive results and foster a supportive team workplace.
This course is designed to equip you with essential skills for leading and participating in todays varied and remote teams. You will explore the stages of team development, learn practical teamwork strategies, and familiarize yourself with collaboration tools that enhance productivity and cohesion. The seminar emphasizes creating a facilitative油workplace油by empowering team members to make decisions at all levels, which can significantly strengthen team dynamics and engagement.油
Additionally, you will gain insights into promoting a compassionate and caring approach, ensuring that team members feel supported and valued. Join us to develop the capabilities needed to lead your team effectively, achieve organizational goals, and build a resilient, collaborative workplace.油
At the end of the seminar, attendees will:
1.油油 油Learn techniques to guide your team through each phase to ensure growth and cohesion.
2.油油 油Discover methods to enhance collaboration, manage virtual interactions, and overcome familiar challenges in a modern workplace.油
3.油油 油Learn how to leverage resources to improve productivity, streamline communication, and maintain team cohesion across different time zones and locations.
4.油油 油Understand how to empower team members to exercise decision-making authority at all levels, fostering a sense of ownership and engagement.
5.油油 油Learn how to address personal challenges faced by team members and ensure they feel supported and valued.
6.油油 油Enhance your leadership capabilities to effectively navigate the complexities of modern teamwork and achieve organizational goals.
Learning objectives: Examine practical strategies to enhance your ability to persuade and motivate others
In modern workplaces, the ability to lead and drive change is not solely dependent on formal authority. This session explores essential techniques for enhancing your influence and persuading others, regardless of your official position.
In todays dynamic workplace, effective leadership extends beyond formal authority. The ability to influence and persuade others is essential for achieving success and driving positive outcomes. Today's session is designed to equip participants with practical strategies for enhancing their persuasive power and motivational skills, regardless of their organizational position.
By applying these strategies, you will enhance your ability to lead, motivate, and achieve goals even without formal authority, making a significant impact in your workplace.
At the end of the seminar, attendees will:
1.油油 油Explore techniques for effectively persuading colleagues and stakeholders, even when you do not hold formal authority.油
2.油油 油Examine methods for understanding and aligning with others' goals and motivations.油
3.油油 油Learn strategies for establishing and maintaining credibility and trust within your organization. Understand how consistent performance and reliability can enhance your influence and support your leadership efforts.
4.油油 油Gain insights into effective communication techniques that blend logical reasoning with emotional appeal.油
5.油油 油Discover the importance of building strong professional networks and how to utilize these relationships to bolster your influence and advocate for your ideas.
Tran Quoc Bao Leading Chief Executive Officer CEO in Vietnam Healthcare -the ...Ignite Capital
油
Tran Quoc Bao: The Visionary Transforming Vietnams Healthcare Landscape
Tran Quoc Bao, CEO of Prima Saigon, stands as one of Vietnams most influential healthcare leaders, making a profound mark on the countrys healthcare sector and beyond. As the first Vietnamese member of the Advisory Panel for the Asian Hospital & Healthcare Management, Bao shapes global healthcare trends. Under his leadership, Prima Saigon has become the benchmark for excellence in international daycare and ambulatory services.
With nearly two decades of experience at the crossroads of healthcare and finance, Bao is not only a clinical innovator but also a master strategist. He has held leadership roles at prominent institutions like City International Hospital, FV Hospital, and TMMC Healthcare (Tam Tri Hospital Group), as well as international experience at The Alfred Hospital in Australia. His crowning achievement was leading Cao Tang Hospital through its transformation into Vietnams first Joint Commission International (JCI)-accredited hospitalan achievement that propelled Vietnams healthcare system onto the global stage.
Baos influence reaches far beyond his clinical expertise. Armed with elite financial credentialsCFA速, CMT速, CPWA速, and FMVA速he has directed over $2 billion in healthcare mergers and acquisitions, fundamentally reshaping the countrys healthcare investment landscape. His rare ability to merge healthcare innovation with financial insight has earned him widespread recognition as a thought leader in the sector.
A prolific writer, Bao has contributed over 20 articles to leading publications such as Bloomberg, Forbes, and US News, offering valuable perspectives on healthcare investment and innovation. His insights have made him a sought-after authority globally. He has also received numerous accolades, including "Healthcare Executive of the Year Vietnam 2021" and Medical Tourism Leader of the Year 2021 from Medical Excellence Japan.
Beyond his leadership at Prima Saigon, Bao advises global consulting giants like BCG, Bain, and McKinsey on strategic healthcare investments and partnerships. His unparalleled expertise continues to shape the future of healthcare in Asia and around the world, solidifying his legacy as one of the most influential healthcare leaders in Vietnam.
Graeme Cowan, keynote speaker: Building Team Safety, Resilience and Growth Gr...Graeme Cowan Enterprises
油
Graeme Cowan is a team care and resilience speaker. His keynote topics include:
GREAT TEAMS CARE - Building safety, resilience, and growth
SELFCARE ISN'T SELFISH - Resilience for uncertain times
CREW CARE - Building psychologically safe and resilient teams
R U OK?365 - How to support a teammate (or loved one) in distress
He has found that in the best teams - people have each other's back, enjoy working together, and care about each other
GetData Graph Digitizer With Crack Free Download [Latest]wkmbwmnk
油
GetData Graph Digitizer is a software tool designed to extract data points from scanned or digital images of graphs and plots. It's especially useful for situations where you have a graph (usually in an image or PDF format) but don't have access to the underlying raw data. The tool allows you to digitize the graph, turning visual data into usable numerical values for analysis or further processing.
Please Copy This Direct Download Link Below
https://t.ly/_5B52
Note: >> Please copy the link and paste it into Google New Tab now Download link
Key Features of GetData Graph Digitizer:
Graph Digitization: The primary function of GetData Graph Digitizer is to convert scanned images of graphs (e.g., scatter plots, line charts, bar graphs, etc.) into numerical data points. Users can click on various points on the graph to extract coordinates (X and Y values).
The PPT provides nutshell amount of information required for a group work process and why each phase is important with reference attached for complete understanding. Hence you would get to know with this group work process explained can be applied to any target people.
During my 2nd round interview with Walmart Canada for a KAM role, I developed this slide presenting upgradation for Walmart.ca website vis a vis Flipkart, a comparative analysis of walmart.ca with its biggest rival and a strategic breakdown of my plans for the future
Traktor is a popular DJ software developed by Native Instruments, designed for professional DJs, music producers, and anyone looking to mix and manipulate audio tracks. It offers powerful tools for live performances, studio mixing, and creating custom soundscapes. Traktor is known for its robust feature set, intuitive interface, and excellent integration with hardware controllers and audio equipment.
Please Copy This Direct Download Link Below
https://postcrack.org/download-setup/
Note: >> Please copy the link and paste it into Google New Tab now Download link
Key Features of Traktor:
1. Advanced Mixing and Cueing
Multiple Decks: Traktor supports up to 4 decks, allowing you to mix and manipulate multiple tracks simultaneously. Each deck can be customized with its own settings and effects.
Cue Points: DJs can set multiple cue points within tracks to quickly jump to specific parts of the
Strategic Management in Public Administration .pptxErnestojrSayson1
油
In public administration, strategic management refers to the application of strategic principles to public organizations, aiming to improve government efficiency, policy implementation, and service delivery. The goal is to align the mission and vision of public agencies with the changing needs and demands of society while navigating the complexities of governance, policy, and public expectations
Exploring DesignOps as a Business Strategic FunctionPatrizia Bertini
油
Is Design Operations a Business Strategic Function?
To answer this question, we explored the job market across the UK, US, and EU (minus the UK) to understand how DesignOps is positioned today. The data speaks for itself: DesignOps remains an underdefined discipline, with unclear career paths and expectations, leading to a confusing market and sometimes unrealistic demands.
Whats the solution? Awareness and Intentionality.
Material management is the process of planning, sourcing, storing, and controlling materials to ensure efficient production and cost-effectiveness. It helps in optimizing inventory, reducing waste, and maintaining a smooth supply chain.
1. APS 1015: Social Entrepreneurship
Class 2: Deep Dive into Social Systems
Wednesday, May 21, 2014
1
Instructors:
Norm Tasevski (norm@socialentrepreneurship.ca)
Alex Kjorven (alex@socialentrepreneurship.ca)
2. 息 Norm Tasevski
Agenda
Recap of the Basics of Social Systems
Systems Change Discussion
Systems Mapping Class Exercise
Break
Prep for Tomorrow
2
4. 息 Norm Tasevski
What is a System?
A set of "Things (people, organizations, objects) that are
interconnected in such a way that they form their
own pattern of behaviour over time
Donella Meadows
5. 息 Norm Tasevski
System Behaviour
A system creates/causes its own responses
Outside forces can influence system response, but
dont cause the response
The same outside force that acts upon two different
systems can therefore elicit two different responses
Example: the flu virus
5
6. 息 Norm Tasevski
System Components
1. Elements
2. Interconnections
3. Functions/Purpose
Example: Soccer (Football)
6
Elements
Interconnections
Purpose
7. 息 Norm Tasevski
System Components
Elements
Tangible (people, buildings)
Intangible (team pride, learned skills)
Interconnections
Physical flows (e.g. objects moving)
Information flows (e.g. rules, instructions)
Function/Purpose
Intended responses (e.g. goal to win a soccer match)
Unintended responses (e.g. violence after a soccer match)
7
13. 息 Norm Tasevski
Cause and Effect Chains
Effect:
A symptom of a social condition
The symptom disappears if the cause underlying the
condition is addressed
Cause:
The underlying reason why a symptom exists
Proximate Causes: a cause closely related to an effect
Ultimate Causes: a cause more distantly related to an
effect
The ultimate cause is the key bottleneck the most
important part of the chain!
13
14. 息 Norm Tasevski
Cause and Effect Chain - Example
14
Poverty
ResultEffect
Hunger
Cause
(Proximate)
Cant grow
enough food
Cause (Ultimate)
Bad soil?
Soil erosion?
Not enough
water?
Not enough
labour?
Over-used
soil?
Dont know
how to
prevent it
Rains too
hard
Changing
rain
patterns?
No irrigation
resources?
People sick?
16. 息 Norm Tasevski
The Vicious Circle
A symptom (effect) of a social condition can also
be a cause, which then serves to further deepen
the social condition
16
17. 息 Norm Tasevski
Vicious Circle - Example
17
Poverty
ResultEffect
Hunger
Cause
(Proximate)
Cant grow
enough food
Cause (Ultimate)
Bad soil?
Soil erosion?
Not enough
water?
Not enough
labour?
Over-used
soil?
Dont know
how to
prevent it
Rains too
hard
Changing
rain
patterns?
No irrigation
resources?
People sick?
Malnutrition
Poor Health
Hunger could therefore be
both an effect and a cause of
poverty
18. 息 Norm Tasevski
Vulnerability vs. Resiliency
Vulnerability
The reduced ability for elements within a system to
withstand shocks to the system
Examples of shocks:
A crop failure/drought
A health crisis/new illness
Resiliency
The absence of vulnerability (i.e. the ability to absorb
shocks to a system)
18
19. 息 Norm Tasevski
Turning Vulnerability into Resiliency
Reduce the likelihood of incidents that induce
vulnerability
E.g. reduce spread of illness with mosquito spray campaign
Lessen the severity of incidents that induce
vulnerability
E.g. reduce severity of drought with irrigation
Improve ones ability to cope with vulnerability-
inducing incidents
E.g. provide insurance to farmers to cope with drought
19
22. 息 Norm Tasevski
Step 2: Cause and Effect
Document the causes and effects of poverty in Tabe
Ere, Ghana (10 minutes)
In groups:
Write each cause and effect on a separate sticky
note
Dont sort the causes/effects just yet
22
23. 息 Norm Tasevski
Step 3: Cause and Effect Mapping
Map the causes and effects of poverty in Tabe Ere,
Ghana (10 minutes)
In groups:
Sort the sticky notes according to effect, proximate
cause and ultimate cause
23
EffectCause
(Proximate)
Cause
(Ultimate)
#3: NORM
Start with some introductions so we can get to know who you are
then we will review the syllabus and class structure
ground rules for the class
first part of the lecture before the break will be on social entrepreneurship defining it, providing examples, and introducing some of the key themes that we will talk about further in the course
the second part of the lecture after the break will focus on social enterprise definitions, examples, and setting the stage for later lectures
well then review what we learned, and prep for next weeks lecture
#6: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#7: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#14: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#15: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#17: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#18: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#19: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#20: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#22: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#23: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#24: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#25: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#27: Flu the virus doesnt attack a person, the body creates the conditions for the flu to flourish
Talk about the way this happens
#28: NORM
Focus on the distinction between entrepreneur and enterprise