micheal smets - 70% of corporate change fail - use paradox lens (be introduced during doctoral; high power professional) - where: business, commercial venture, executive education, open program, generate impoact from custom p - when: corporate transformation - why: fun, doc student (impact realized 10yr), - data driven and rigorous (not about you, it's them ) - not teaching but education and learning STORY TELLING (Tim pollock) - why: - who: identifying audience - what: element of drama (tying and untying knot - wrtch up tension - untie - let them know what happen) - aom: 20k customer / hbr, sloan (beyond general public) - homerun hitters strikeout a lot (don't put all eggs in one basket; many irons in flyer but be ambitious) - be conversational (don't use 30 words what can be done by 5 words) - we're previleged (interesting and intriguing question) - stumbled into new data (corporate social responsibility - luck and open) - paper that might get cited but not read, - gap in the research - how to make business behave better - incentivize finance people (how do we change whole system, climate change, inequality, skepticism of government) - when in career: - self-interested profit maximization, market primacy (fair government - government disappeared during covid - humans are exceptional) SOCIAL POLICY jeannette colyvas - general public - departe of learning science - daning krugure (less you know - the more you think you know) - need to fix systems - scientist entrep - - unit of observation != unit of intervention (stratification) - intervention sounds so coerceive (colonisation - inertia - incremental change) - how: don't talk about network (engaged in local network, check you premise (if you ngage in social policy) - self efficacy: tradeoff to pick up / econometric - good stuff (gates foundation is reading them) who can nonprofit boards (local cities and town has; give get - nominal - network, policy and media)