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Diálogos Innovación Social: ¿cómo podríamos trabajar juntos los próximos 365 días?

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AnaMaría PardoPachón (amp2)
AnaMaría PardoPachón (amp2)

En abril de 2013 se reunen en Bogotá la Fundación Telefónica, el Centro de Innovación Social de la ANSPE y la revista Innovación Social. El motivo: ¿cómo podrían ayudar a identificar, fomentar y escalar el naciente ecosistema de innovación social en Colombia, comenzando en Bogotá? En un taller de 3h se reunieron representantes de todos los agentes o actores de ese naciente ecosistema: gobierno, empresa, fundaciones y ONGs, incubadoras, emprendedores sociales y líderes de opinión. El objetivo: trabajar alrededor de 6 preguntas que concluyeran en 6 posibles soluciones. Para conocer los resultados de esta primera experiencia piloto, póngase en contacto con el Centro de Innovación Social de la ANSPE o con el área de educación de Fundación Telefónica.

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+ amp2 identificar explorar Diálogos de Innovación Social Co-diseñado y facilitado por: Ana María Pardo Pachón Bogotá, 3 de abril de 2013 accionar descubrir conectar
+ amp2 Nosotros HOY ¿Y los demás? MAÑANA
Fuente: www.animales.dibujos.net ¿Cómo podemos contribuir para alborotar + amp2 el avispero?
+ amp2 LA SESIÓN 10min Registro 5min Presentación 15min TweetEncuesta 10min Presentación: dónde estamos y para dónde vamos 5min Temáticas y dinámica 10min Ideas: 1min30 por tema 15min Descanso 5min Elección de temática y agrupación 35min “Clusterizacion” - Brief 30min Presentación ideas elegidas y próximos pasos (5min/equipo)
ALGUNAS SUGERENCIAS DE COMPORTAMIENTO + amp2 1. Aplazar el juicio: TODAS las ideas son válidas. No hay expertos, sólo PDV (puntos de vista) 2. Construir SOBRE las ideas de otros 3. Mantenerse centrado sobre el tema 4. Una “conversación” al tiempo 5. Ceñirse estrictamente al tiempo 6. Cuantas más ideas, mejor 7. Escribir en un listado a parte, todas aquellas ideas que surjan pero que no versen sobre el tema/ conversación 8. Se formarán grupos de a 4/5 personas. Multidisciplinares y multisectoriales. UNA IDEA POR POST-­IT MAYÚSCULAS PALABRAS CLAVE LO + GRÁFICO POSIBLE
+ amp2 CONOCERNOS
+ amp2 EL PROCESO - LA METODOLOGÍA Fuente: frog Hechos Retos Ideas Modelos Prototipos Fuente: @srosillo / livrodesignthinking.com.br
colaboración cuarto sector riesgo desafíos competencias co-creación divergencia social innovation convergencia + amp2 multidisciplinariedad emprendimiento social empresa social human centred design diseño social innovación social empatía observación iteración pilotos prototipado centrado en el usuario colaboración restricciones ¿EN DÓNDE ESTAMOS? necesidades social design social entrepreneurship social venture comprensión hechos
+ amp2 ¿EN DÓNDE The Social Economy ESTAMOS? The State The Market The Household The Grant Economy Source: The Young Foundation Fuente: http://www.managementexchange.com The interfaces Formally, if there are four sub economies, there will be six interfaces. The first three interfaces are between the state and the other three sub-economies.3 Central to these interfaces is the way finance crosses the borders, inwards in the form of taxation and fees, outwards in the form of grants, procurement, and investment. There are many others, including the regulatory, fiscal and legal conditions determined by the state, and the platforms and tools provided by the state for the actors in other parts of the social economy. Each of these can be critical for innovation (for example changes in personal tax to allow new forms of caring), and are subject to innovation in themselves (for example the creation of Community Interest Company status as an element in company law). The fourth interface is between the private market and grant economy. These relations include, for example, corporate sponsorship, charitable donations, Fuente: http://nooventures.edublogs.org Fuente: The Young Foundation
The challenge for policy makers is to identify which ideas are stage, and to identify which pilots are best able to improve selecting from among those pilots, the projects that should ventures and the ventures that should be scaled up to achieve regional authorities design programmes that stimulate a pipeline then be promoted to the next. ¿PARA DÓNDE VAMOS? Algunos caminos para diseñar, desarrollar y hacer crecer la Innovación Social The spiral model of social innovation showing the four stages9 Fuente: Young Foundation, Social Innovation Exchange 2. Why opt for social innovation? In the past, societal challenges such as the ageing + amp2 of Europe, sustainability were primarily perceived as problems that actors. Individuals wishing to tackle them turned to traditional THE PROCESS OF SOCIAL INNOVATION 6 Systemic change 5 Scaling 2 Proposals 1 Prompts 3 Prototypes 4 Sustaining Fuente: Young Foundation / NESTA
¿PARA DÓNDE VAMOS? Algunos caminos para diseñar, desarrollar y hacer crecer la Innovación Social + amp2 This summary table shows, for example, a model authorities can choose to promote social innovation. The steps are presented in an order of increasing involvement into social innovation, but the order can differ depending on a region’s level of knowledge and development. Some can start from Step 4, for example, while others might need to start from Step 1. Some might be interested in Step 6, while others might not want to implement it. Changing Minds & Creation of a Smart Specialisation Strategy Step 1:Learn about Social Innovation and put the pieces together (Crash course, Idea Jams) Step 2: Streamline the actions on SI Step 3: Get Insider Knowledge: Track, Spot and Anticipate Step 4: Develop a Smart Specialisation Strategy and Plan including SI Actions on Accelerating Implementation Step 5: Develop collaboration tools with socially engaged community. Develop auditing, innovation training and workshop activities. Step 6: Transition Innovation platform Step 7: Incubation Trajectory specifically targeted at Social Innovation Step 8: Social Innovation Cluster/ Laboratory Although all the steps are important, five are crucial: Scaling-up, Cross- Regional Exchange and Systemic change Step 9: Special Economic Zone for Social Innovation. Step 10: Cross-Regional and international Trade and Exchange of social innovation within the Innovation Union framework. Source: Guide to Social Innovation, Comisión de la Unión Europea  Step 1: Learn about Social Innovation and put the pieces together (Crash course, Idea Jams)  Step 4: Develop a Smart Specialisation Strategy and Plan including SI
+ amp2 TEMÁTICAS y dinámica ¿Cómo podríamos fomentar una cultura de innovación y emprendimiento social? ¿Cómo podríamos aprender sobre el ecosistema de IS en Colombia y poner todas las piezas juntas? ¿Cómo podríamos hacer visibles y tangibles los problemas o retos? ¿Cómo podríamos conectar personas, ideas y recursos? ¿Cómo podríamos fomentar el prototipado, los pilotos y los ensayos? ¿Cómo podríamos apoyar a incubar, lanzar y acelerar (nuevos) proyectos? ¿Cómo podríamos escalar y difundir el movimiento y ecosistema?
+ amp2 Algunas referencias sugeridas - ¿QUÉ? - Informes SOCIAL INNOVATOR SERIES: WAYS TO DESIGN, DEVELOP AND GROW SOCIAL INNOVATION THE OPEN BOOK OF SOCIAL INNOVATION Robin Murray Julie Caulier-Grice Geoff Mulgan GUIDE TO SOCIAL INNOVATION February 2013 Regional and Urban Policy Financing Social Impact Funding social innovation in Europe – mapping the way forward
+ amp2 Algunas referencias sugeridas - ¿QUÉ? - Informes SOCIAL ENTERPRISE AND SOCIAL BUSINESS INNOVATION IN EUROPE FINAL PROJECT CONFERENCE LOCATION: 227, RUE DE LA LOI - WETSTRAAT B-1040 BRUSSELS METRO SCHUMAN Project funded under the Socio-economic Sciences and Humanities Authors: Jürgen Howaldt and Michael Schwarz Contractor: Social Innovation: Concepts, research fields and international trends Sozialforschungsstelle Dortmund ZWE der TU-Dortmund Evinger Platz 17 D-44339 Dortmund Tel. +49-(0)231-85 96-261 Fax +49-(0)231-85 96-100 Email: howaldt@sfs-dortmund.de Dortmund, May 2010 This study/expertise has been written within the research and development program „Working – Learning – Developing Skills. Potential for Innovation in a Modern Working Environment“ for the affiliated project „International Monitoring“(IMO). The program is funded by the Federal Ministry of Education and Research (BMBF) and the European Social Funds (ESF). Empowering people, driving change Social Innovation in the European Union TEGRATION CLIMATE CHANGE SMART IMPROVE WELLBEING WELFARE GREEN INCLUSIVE JOBS MICROFINANCE GROWTH GROWTH FAIR TRADE SOCIAL EXCLUSION DEVELOPMENT EDUCAT ION HEALTH COMMUNITY SOCIAL ENTREPRENEURSHIP EQUALITY STAINABILITY CHALLENGES TOOLS BARRIERS PROXIMITY SOCIAL INNOVATION SMART
+ amp2 Algunas referencias sugeridas - ¿QUÉ? - Reportes Creativity and Prosperity: The Global Creativity Index 25Mayo de 2012 Medellín-Colombia OBSERVAR 25 1 Innovaciones Sociales para la equidad POR UN MEJOR FUTURO URBANO INFORME Mapa de las inversiones de impacto en España Por José Luis Ruiz de Munain Fontcuberta y Javier Martín Cavanna PATROCINADORES Innovar para el cambio social De la idea a la acción Elena Rodríguez Blanco · Ignasi Carreras · Maria Sureda Programa ESADE-PwC de Liderazgo Social 2011-12
Algunas referencias sugeridas - ¿CÓMO? - Manuales... + amp2 EXVLQHVVFKDOOHQJH $QLQWURGXFWLRQWRVHUYLFH GHVLJQDQGDVHOHFWLRQRI VHUYLFHGHVLJQWRROV 'HVLJQPHWKRGV IRUGHYHORSLQJ VHUYLFHV www.keepingconnected.co.uk The Social Design Methods Menu, beta 1 THE SOCIAL DESIGN METHODS MENU In perpetual beta Lucy Kimbell and Joe Julier Welcome to OpenIDEO! We’re excited that you’re considering bringing OpenIDEO design challenges to your campus. This University Toolkit is here to guide you through the process of sharing OpenIDEO challenges with your campus. Read through it when you’re getting started, use it as a template when you’re looking for inspiration or refer to it as What is OpenIDEO? OpenIDEO is an open innovation platform where we tackle design challenges for social and environ-mental impact. OpenIDEO has over 40,000 community members from 170+ countries — and each member brings unique skills, experience and insights to our collaborative efforts. On OpenIDEO we value these key principles ( learn more here ): These values are present in all of our work together, from the way we share ideas to how we commu-nicate with one another. These values will be important for you and your classmates to understand and incorporate in your own efforts too. a guide when you need to get unstuck. No matter how you use it, we know you’ll enjoy being a part of such a collaborative, open and fun design and innovation process – so let’s get started! Since OpenIDEO is a digital platform that relies on virtual collaboration, it can sometimes be confusing to take these online challenges and translate them to ‘offline’ moments you can share with your friends. For some students, getting involved may be as simple and discreet as hosting a brainstorm among friends. For others, it might mean something bigger like starting an OpenIDEO club on campus. It all depends on what works best for your school’s culture, interests and schedule. The most important thing is to share OpenIDEO challenges with your community in ways that feel high-impact, engaging, authentic and fun. Inclusive Collaborative Optimistic Community-centered Always in Beta collective action toolkit groups make change www.frogdesign/CAT v1.01 11.2012 TOOLKIT 2ND EDITION WICKED PROBLEMS: PROBLEMS WORTH SOLVING A HANDBOOK A CALL TO ACTION BY JON KOLKO
Algunas referencias sugeridas - ¿CÓMO? - Espacios... + amp2
Algunas referencias sugeridas - ¿DÓNDE? - Plataformas... + amp2
+ amp2 40062461 Wicked Problems II Spring 2012 !iel and Martin: Integrative Thinking Three Ways 4 !iel and Martin: Integrative Thinking Three Ways 4 Tim Brown: An Evolutionary Approach to Design 16 Tim Brown: An Evolutionary Approach to Design 16 The Magazine of the Rotman School of Management. Spring 2012 Hilary Cottam: The Era of the Participatory System 28 Also in this issue A New Agenda for Business Schools 22 The New !ole of the Chair 48 Constructive Capitalism 81 Wicked Problems II William Lawrence Professor Director, Institute Competitiveness, University; Corporate Director Professor and Co-Director, International Business, of Management, U of Corporate Director 40062461 Wicked Problems II Spring 2012 The Magazine of the Rotman School of Management. Spring 2012 Hilary Cottam: The Era of the Participatory System 28 Also in this issue A New Agenda for Business Schools 22 The New !ole of the Chair 48 Constructive Capitalism 81 Wicked Problems II Lawrence Director, Institute Competitiveness, Corporate Director Co-Director, International Business, Management, U of Director Algunas referencias sugeridas - ¿DÓNDE? - Tendencias...
+ amp2

More Related Content

Diálogos Innovación Social: ¿cómo podríamos trabajar juntos los próximos 365 días?

  • 1. + amp2 identificar explorar Diálogos de Innovación Social Co-diseñado y facilitado por: Ana María Pardo Pachón Bogotá, 3 de abril de 2013 accionar descubrir conectar
  • 2. + amp2 Nosotros HOY ¿Y los demás? MAÑANA
  • 3. Fuente: www.animales.dibujos.net ¿Cómo podemos contribuir para alborotar + amp2 el avispero?
  • 4. + amp2 LA SESIÓN 10min Registro 5min Presentación 15min TweetEncuesta 10min Presentación: dónde estamos y para dónde vamos 5min Temáticas y dinámica 10min Ideas: 1min30 por tema 15min Descanso 5min Elección de temática y agrupación 35min “Clusterizacion” - Brief 30min Presentación ideas elegidas y próximos pasos (5min/equipo)
  • 5. ALGUNAS SUGERENCIAS DE COMPORTAMIENTO + amp2 1. Aplazar el juicio: TODAS las ideas son válidas. No hay expertos, sólo PDV (puntos de vista) 2. Construir SOBRE las ideas de otros 3. Mantenerse centrado sobre el tema 4. Una “conversación” al tiempo 5. Ceñirse estrictamente al tiempo 6. Cuantas más ideas, mejor 7. Escribir en un listado a parte, todas aquellas ideas que surjan pero que no versen sobre el tema/ conversación 8. Se formarán grupos de a 4/5 personas. Multidisciplinares y multisectoriales. UNA IDEA POR POST-­IT MAYÚSCULAS PALABRAS CLAVE LO + GRÁFICO POSIBLE
  • 7. + amp2 EL PROCESO - LA METODOLOGÍA Fuente: frog Hechos Retos Ideas Modelos Prototipos Fuente: @srosillo / livrodesignthinking.com.br
  • 8. colaboración cuarto sector riesgo desafíos competencias co-creación divergencia social innovation convergencia + amp2 multidisciplinariedad emprendimiento social empresa social human centred design diseño social innovación social empatía observación iteración pilotos prototipado centrado en el usuario colaboración restricciones ¿EN DÓNDE ESTAMOS? necesidades social design social entrepreneurship social venture comprensión hechos
  • 9. + amp2 ¿EN DÓNDE The Social Economy ESTAMOS? The State The Market The Household The Grant Economy Source: The Young Foundation Fuente: http://www.managementexchange.com The interfaces Formally, if there are four sub economies, there will be six interfaces. The first three interfaces are between the state and the other three sub-economies.3 Central to these interfaces is the way finance crosses the borders, inwards in the form of taxation and fees, outwards in the form of grants, procurement, and investment. There are many others, including the regulatory, fiscal and legal conditions determined by the state, and the platforms and tools provided by the state for the actors in other parts of the social economy. Each of these can be critical for innovation (for example changes in personal tax to allow new forms of caring), and are subject to innovation in themselves (for example the creation of Community Interest Company status as an element in company law). The fourth interface is between the private market and grant economy. These relations include, for example, corporate sponsorship, charitable donations, Fuente: http://nooventures.edublogs.org Fuente: The Young Foundation
  • 10. The challenge for policy makers is to identify which ideas are stage, and to identify which pilots are best able to improve selecting from among those pilots, the projects that should ventures and the ventures that should be scaled up to achieve regional authorities design programmes that stimulate a pipeline then be promoted to the next. ¿PARA DÓNDE VAMOS? Algunos caminos para diseñar, desarrollar y hacer crecer la Innovación Social The spiral model of social innovation showing the four stages9 Fuente: Young Foundation, Social Innovation Exchange 2. Why opt for social innovation? In the past, societal challenges such as the ageing + amp2 of Europe, sustainability were primarily perceived as problems that actors. Individuals wishing to tackle them turned to traditional THE PROCESS OF SOCIAL INNOVATION 6 Systemic change 5 Scaling 2 Proposals 1 Prompts 3 Prototypes 4 Sustaining Fuente: Young Foundation / NESTA
  • 11. ¿PARA DÓNDE VAMOS? Algunos caminos para diseñar, desarrollar y hacer crecer la Innovación Social + amp2 This summary table shows, for example, a model authorities can choose to promote social innovation. The steps are presented in an order of increasing involvement into social innovation, but the order can differ depending on a region’s level of knowledge and development. Some can start from Step 4, for example, while others might need to start from Step 1. Some might be interested in Step 6, while others might not want to implement it. Changing Minds & Creation of a Smart Specialisation Strategy Step 1:Learn about Social Innovation and put the pieces together (Crash course, Idea Jams) Step 2: Streamline the actions on SI Step 3: Get Insider Knowledge: Track, Spot and Anticipate Step 4: Develop a Smart Specialisation Strategy and Plan including SI Actions on Accelerating Implementation Step 5: Develop collaboration tools with socially engaged community. Develop auditing, innovation training and workshop activities. Step 6: Transition Innovation platform Step 7: Incubation Trajectory specifically targeted at Social Innovation Step 8: Social Innovation Cluster/ Laboratory Although all the steps are important, five are crucial: Scaling-up, Cross- Regional Exchange and Systemic change Step 9: Special Economic Zone for Social Innovation. Step 10: Cross-Regional and international Trade and Exchange of social innovation within the Innovation Union framework. Source: Guide to Social Innovation, Comisión de la Unión Europea  Step 1: Learn about Social Innovation and put the pieces together (Crash course, Idea Jams)  Step 4: Develop a Smart Specialisation Strategy and Plan including SI
  • 12. + amp2 TEMÁTICAS y dinámica ¿Cómo podríamos fomentar una cultura de innovación y emprendimiento social? ¿Cómo podríamos aprender sobre el ecosistema de IS en Colombia y poner todas las piezas juntas? ¿Cómo podríamos hacer visibles y tangibles los problemas o retos? ¿Cómo podríamos conectar personas, ideas y recursos? ¿Cómo podríamos fomentar el prototipado, los pilotos y los ensayos? ¿Cómo podríamos apoyar a incubar, lanzar y acelerar (nuevos) proyectos? ¿Cómo podríamos escalar y difundir el movimiento y ecosistema?
  • 13. + amp2 Algunas referencias sugeridas - ¿QUÉ? - Informes SOCIAL INNOVATOR SERIES: WAYS TO DESIGN, DEVELOP AND GROW SOCIAL INNOVATION THE OPEN BOOK OF SOCIAL INNOVATION Robin Murray Julie Caulier-Grice Geoff Mulgan GUIDE TO SOCIAL INNOVATION February 2013 Regional and Urban Policy Financing Social Impact Funding social innovation in Europe – mapping the way forward
  • 14. + amp2 Algunas referencias sugeridas - ¿QUÉ? - Informes SOCIAL ENTERPRISE AND SOCIAL BUSINESS INNOVATION IN EUROPE FINAL PROJECT CONFERENCE LOCATION: 227, RUE DE LA LOI - WETSTRAAT B-1040 BRUSSELS METRO SCHUMAN Project funded under the Socio-economic Sciences and Humanities Authors: Jürgen Howaldt and Michael Schwarz Contractor: Social Innovation: Concepts, research fields and international trends Sozialforschungsstelle Dortmund ZWE der TU-Dortmund Evinger Platz 17 D-44339 Dortmund Tel. +49-(0)231-85 96-261 Fax +49-(0)231-85 96-100 Email: howaldt@sfs-dortmund.de Dortmund, May 2010 This study/expertise has been written within the research and development program „Working – Learning – Developing Skills. Potential for Innovation in a Modern Working Environment“ for the affiliated project „International Monitoring“(IMO). The program is funded by the Federal Ministry of Education and Research (BMBF) and the European Social Funds (ESF). Empowering people, driving change Social Innovation in the European Union TEGRATION CLIMATE CHANGE SMART IMPROVE WELLBEING WELFARE GREEN INCLUSIVE JOBS MICROFINANCE GROWTH GROWTH FAIR TRADE SOCIAL EXCLUSION DEVELOPMENT EDUCAT ION HEALTH COMMUNITY SOCIAL ENTREPRENEURSHIP EQUALITY STAINABILITY CHALLENGES TOOLS BARRIERS PROXIMITY SOCIAL INNOVATION SMART
  • 15. + amp2 Algunas referencias sugeridas - ¿QUÉ? - Reportes Creativity and Prosperity: The Global Creativity Index 25Mayo de 2012 Medellín-Colombia OBSERVAR 25 1 Innovaciones Sociales para la equidad POR UN MEJOR FUTURO URBANO INFORME Mapa de las inversiones de impacto en España Por José Luis Ruiz de Munain Fontcuberta y Javier Martín Cavanna PATROCINADORES Innovar para el cambio social De la idea a la acción Elena Rodríguez Blanco · Ignasi Carreras · Maria Sureda Programa ESADE-PwC de Liderazgo Social 2011-12
  • 16. Algunas referencias sugeridas - ¿CÓMO? - Manuales... + amp2 EXVLQHVVFKDOOHQJH $QLQWURGXFWLRQWRVHUYLFH GHVLJQDQGDVHOHFWLRQRI VHUYLFHGHVLJQWRROV 'HVLJQPHWKRGV IRUGHYHORSLQJ VHUYLFHV www.keepingconnected.co.uk The Social Design Methods Menu, beta 1 THE SOCIAL DESIGN METHODS MENU In perpetual beta Lucy Kimbell and Joe Julier Welcome to OpenIDEO! We’re excited that you’re considering bringing OpenIDEO design challenges to your campus. This University Toolkit is here to guide you through the process of sharing OpenIDEO challenges with your campus. Read through it when you’re getting started, use it as a template when you’re looking for inspiration or refer to it as What is OpenIDEO? OpenIDEO is an open innovation platform where we tackle design challenges for social and environ-mental impact. OpenIDEO has over 40,000 community members from 170+ countries — and each member brings unique skills, experience and insights to our collaborative efforts. On OpenIDEO we value these key principles ( learn more here ): These values are present in all of our work together, from the way we share ideas to how we commu-nicate with one another. These values will be important for you and your classmates to understand and incorporate in your own efforts too. a guide when you need to get unstuck. No matter how you use it, we know you’ll enjoy being a part of such a collaborative, open and fun design and innovation process – so let’s get started! Since OpenIDEO is a digital platform that relies on virtual collaboration, it can sometimes be confusing to take these online challenges and translate them to ‘offline’ moments you can share with your friends. For some students, getting involved may be as simple and discreet as hosting a brainstorm among friends. For others, it might mean something bigger like starting an OpenIDEO club on campus. It all depends on what works best for your school’s culture, interests and schedule. The most important thing is to share OpenIDEO challenges with your community in ways that feel high-impact, engaging, authentic and fun. Inclusive Collaborative Optimistic Community-centered Always in Beta collective action toolkit groups make change www.frogdesign/CAT v1.01 11.2012 TOOLKIT 2ND EDITION WICKED PROBLEMS: PROBLEMS WORTH SOLVING A HANDBOOK A CALL TO ACTION BY JON KOLKO
  • 17. Algunas referencias sugeridas - ¿CÓMO? - Espacios... + amp2
  • 18. Algunas referencias sugeridas - ¿DÓNDE? - Plataformas... + amp2
  • 19. + amp2 40062461 Wicked Problems II Spring 2012 !iel and Martin: Integrative Thinking Three Ways 4 !iel and Martin: Integrative Thinking Three Ways 4 Tim Brown: An Evolutionary Approach to Design 16 Tim Brown: An Evolutionary Approach to Design 16 The Magazine of the Rotman School of Management. Spring 2012 Hilary Cottam: The Era of the Participatory System 28 Also in this issue A New Agenda for Business Schools 22 The New !ole of the Chair 48 Constructive Capitalism 81 Wicked Problems II William Lawrence Professor Director, Institute Competitiveness, University; Corporate Director Professor and Co-Director, International Business, of Management, U of Corporate Director 40062461 Wicked Problems II Spring 2012 The Magazine of the Rotman School of Management. Spring 2012 Hilary Cottam: The Era of the Participatory System 28 Also in this issue A New Agenda for Business Schools 22 The New !ole of the Chair 48 Constructive Capitalism 81 Wicked Problems II Lawrence Director, Institute Competitiveness, Corporate Director Co-Director, International Business, Management, U of Director Algunas referencias sugeridas - ¿DÓNDE? - Tendencias...