Please enable JavaScript.

Coggle requires JavaScript to display documents.

Creating Good Work (Understanding social enterprise (Corporate life and…

- - - - By contrast, social entrepreneurs create an identity where they can do well by doing good. Couched in imported business buzzwords this can at times ring false, but it is ethical in the fullest sense of the word.
- - - - a nonprofit corporation does not issue shares and has no “owners.” It is formed for a purpose other than making money (i.e., a social mission), and the directors and managers have an affirmative duty to pursue that social mission for the benefit of the corporations members or the general public.
      - Partnerships offer the greatest flexibility of all the legal forms. From a legal point of view, partnerships are largely unregulated, and partners can agree among themselves to almost any structure or arrangement.
      - “S” corporations are similar to C corporations, except that they don’t pay taxes on their net income. Profits are allocated to the shareholders and taxed as ordinary income (usually at a higher rate than investment income). An S corporation can have only one class of shares, and shareholders must be natural persons; corporations and partnerships cannot own shares in an S corporation.
      - A limited liability company (LLC) is not a corporation, although it has some similar features, including limited liability. But unlike a corporation, which has a fairly rigid structure and has to live within carefully defined rules and boundaries, an LLC has a more flexible structure and its members can agree among themselves to run the LLC in a manner that suits their own purposes.
      - “C” corporations are the most common form of business in the United States. Formed primarily to generate profits for their owners, C corporations pay tax on their net income and then pass profits through to the shareholders in the form of dividends, which are taxed as investment income
    - - For social entrepreneurs, the most important factor when choosing a state in which to form the company is the degree to which the directors and managers of the company are permitted to take social mission into consideration when making business decisions.
- - - - First the activity is deliberate. Part of what is distinctive about human activity is our ability to engage in deliberate rather than random choice and behavior.
      - The second dimension is disruption , as understood in contrast to incremental change. At least three perspectives have been referenced within discussions of disruptive innovation: radical product , technology , and business-model development.
      - entrepreneurship. The final dimension is design — not as a “downstream step in the development process” but rather as innovative systems thinking serving to unite inspiration , ideation , and implementation, crossing the traditional boundaries between public, for-profit, and not-for-profit enterprises.
    - - Deliberate disruptive design bears the potential to harness that which is effective within market systems (the head) as a legitimate means to attaining greater social justice (the heart).
- - - - Costs: Unfortunately too many social marketers take audience reluctance as a reason to hammer away at the benefi ts again and again. But commercial marketers know that if a product is seen as hard to use, maybe the answer is trying to motivate and teach the customer to try harder—but change the product!
      - Self-efficacy: This awkwardly labeled term simply highlights the O and A factors noted earlier in the chapter. Does the target audience feel that they have the opportunity and ability to act—not whether you think they do!
      - Benefits: It is important to understand what the target audience sees— or might see—as the benefi ts of the action you are advocating
      - Others: People oft en do not act—no matter what they think—because others don’t want them to. Th is is a signifi cant problem in the developing world where “western” innovations in health or schooling or commerce are introduced.
- - - - Step 2: Adjusting our relationships, our behavior, and rules according to our new understanding of our model.
      - Step 3: When we do this something new emerges, because something diff erent always happens whenever there is an interaction between our models and behaviors—once we have taken the fi rst two steps.
      - Step 1: Adjusting our models on the basis of the new understanding that has emerged.
      - Step 4: Returning to step 1—going back and readjusting our models on the basis of this new emergence.
      - Step 5: Returning to step 2—adjusting our relationships on the basis of our new model.
      - Step 6: Returning to step 3—emergence happens within the interaction.
      - Step 7: Returning to step 1—we return to our models, adjusting them according to our new understanding..
      - Step 8: Returning to step 2—we adjust our relationships again.
      - Step 9: Returning to step 3—emergence happens.
        .
      - Step 10: Returning to step 1—the process continues