Publications

2017 Climate Change Deep Dive Report
2017 Climate Change Deep Dive Report, in 2017 Climate Change Deep Dive. ; 2017 :1-28.Abstract

The 2017 Climate Change Deep Dive presented ALI Fellows with a holistic perspective of the causes and consequences of climate change, as well as potential solutions to mitigate its effects. The two-day conference featured speakers from Harvard Business School (HBS), Harvard’s Paulson School of Engineering and Applied Sciences (SEAS), the Harvard Kennedy School of Government (HKS), Harvard Faculty of Arts and Sciences (FAS), and Harvard Law School (HLS).

Throughout the Deep Dive, ALI Fellows explored the complexities of climate change issues and solutions using case studies to further their thinking. At the close of the two-day conference, Deep Dive Chair Forest Reinhardt pushed ALI Fellows to reflect on their learning and synthesize their takeaways.

Kanter RM, Malone A-LJ, Kang J. Frederick Southwick and Reducing Medical Errors. [Internet]. 2017. Click here to purchaseAbstract

Medical errors both in the U.S. and worldwide occur at alarming rates. In the U.S. medical errors were the third leading cause of death. Southwick experienced the consequences of preventable medical errors firsthand. As a physician and a professor, he researched and wrote about the causes and solutions for medical errors over the years. Southwick also launched pilot programs applying different quality improvement frameworks from other fields to medicine. Although the results were positive, he encountered resistance from many physicians. To build more skills, Southwick became an Advanced Leadership Fellow in 2010 and a Senior Advanced Leadership Fellow in 2011. He used his time at Harvard to develop solutions that would address the root causes of medical errors. The complexities in healthcare and the entrenched cultural norms presented strong barriers to creating change. The case explores Southwick's efforts in getting medical professionals to work collaboratively, communicate effectively, and create a new sustainable culture that improves healthcare outcomes. Southwick's experience raises the question of how one person can best make a difference in a large, complex, entrenched system.

Kanter RM, Raffaelli R, Cohen J. Jeffrey Dunn and Sesame Workshop: Bringing Big Bird Back to Health. [Internet]. 2017. Click here to purchaseAbstract

Sesame Workshop was transforming in 2016. CEO Jeff Dunn had reorganized and shifted the iconic institution to respond to digital disruption and a consensus culture. This case examines his efforts to turn Sesame Workshop around. It notes Sesame's storied history and the underlying financial troubles that Dunn confronted upon taking over in 2014. It shows how Dunn's leadership changes, increased communication, new partnership deals, and a focus on digital, sought speed, innovation, and accountability to better fulfill Sesame's educational mission. By 2016, Sesame was in the middle of its change, and Dunn contemplated how best to position the organization for success in the future.

Winsten J, Yatsko P. Howard Koh and Public Health Campaigns for Tobacco Control and Organ Donation. [Internet]. 2017. Click here to purchaseAbstract

Years before Harvard University Professor Howard Koh was appointed by President Barack Obama as the 14th U.S. Assistant Secretary for Health (2009-2014) for the U.S. Department of Health and Human Services (HHS), where he went on to address a vast portfolio of health challenges, he played a leading role in two highly impactful coalition-based public health campaigns focused on tobacco control and organ donation. The tobacco tax and organ donation campaigns illustrate how public health advocates can effectively build and rally coalitions of diverse groups around a results-focused health mission. They underscore the perseverance and other leadership traits that public health leaders like Koh harness to push through innovative strategies in the face of powerful entrenched groups committed to preserving the status quo. And while the campaigns also demonstrate the difficulties of sustaining public health initiatives due to changing political and economic circumstances, leaders like Koh must surmount disappointments to find new ways to continue the mission over the course of a long career.

Koh H, Yatsko P. Jay Winsten and the Designated Driver Campaign. [Internet]. 2017. Click here to purchaseAbstract

Center for Health Communication at the Harvard T.H. Chan School of Public Health Director Jay Winsten spearheaded a national mass media campaign, the Harvard Alcohol Project, also known as the Designated Driver Campaign, to rapidly diffuse the "designated driver" into the American lexicon and culture. The campaign broke new ground in the process, most notably by harnessing on an unprecedented scale the Hollywood entertainment community's power to disseminate messages and facilitate social learning. Writers incorporated the campaign's designated driver message into the scripts of more than 160 prime-time television episodes during four television seasons. The campaign persuaded large numbers of Americans to adopt the practice of choosing a designated driver-i.e., a member of a social group who agrees to stay sober in order to safely drive others in the group who have been drinking alcohol. The campaign provided a model for a generation of advocates seeking to mobilize the power of Hollywood to advance social causes, and convinced funding organizations that media advocacy campaigns were worth supporting.

Kanter RM, Franking E. Garrett Moran and Scaling Year Up to Close the Opportunity Divide. [Internet]. 2017. Click here to purchaseAbstract

Garrett Moran joined Year Up (a workforce development program) in late 2013. Tasked with systematizing and scaling operations, Moran spearheaded a number of changes that allowed Year Up to serve 3,000 youth in 2016 up from 1,800 youth annually when he started. While preparing for the future, he expected that Year Up would soon have the ability to serve 10,000 students annually by 2021. This goal would demand a pace of growth that YU had not yet experienced - increasing annual growth from an already accelerated 400 students per year over the past three years to an average of 1,000 students per year through 2021. The path forward was complicated and this case covers the challenges and opportunities of reaching scale by expanding their direct service program and exploring other ways to close the opportunity gap.

Education and Gender Equality: 2016 Education Deep Dive Report
Education and Gender Equality: 2016 Education Deep Dive Report, in 2016 Education Deep Dive. Cambridge, MA ; 2016 :1-62.Abstract

Across the world, education remains the most powerful tool for improving the lives of women and girls. Important advances have been made in gender and education equality in the last several decades, but millions of girls continue to live without access to quality education and opportunities to develop personal agency. The United Nation's 2015 Sustainable Development Goals enshrine inclusive, equitable, and quality education and the empowerment of women and girls as a global focus for the next ten years. Facing this challenge, the 2016 Advanced Leadership Initiative Deep Dive on Education and Gender Equality at Harvard University identified both key strategies and outstanding challenges in the global fight for gender empowerment in education.

Kanter RM, Malone A-LJ. Advanced Leadership Field Perspectives: São Paulo. [Internet]. 2016. Click here to purchaseAbstract

With Brazil's crisis as the backdrop, the 2016 ALI Fellows, Partners, and guests, traveled throughout São Paulo in June of 2016 and were exposed to social innovations in Heliopolis (the largest favela), the transformation of Vila Madalena (neighborhood), cultural inclusion efforts in Sala São Paulo and Pinacoteca (downtown), and highly respected social change leaders and thinkers throughout the trip. The participants were able to engage with a wide array of projects and understand the challenges on the ground more clearly.

Kanter RM, Stine-Rowe K. Vivian Derryck and African Governance. [Internet]. 2016. Click here to purchaseAbstract

 

As a veteran international development specialist, Vivian Lowery Derryck spent 35 years trying to influence governments in Africa by working with State Department and United States Agency for International Development (USAID) officials, African heads of state, and non-profit leaders across the continent. She believed the right outside pressure and expert collaboration could meaningfully shape U.S. foreign policy toward Africa and improve democracy in African governance. Derryck left her tenure as Senior Vice President and Director of Public-Private Partnerships at the former Academy for Educational Development (AED) and joined the inaugural Advanced Leadership Initiative Fellowship program at Harvard University. She thought it would be an ideal opportunity to build on a long-standing desire to start an institute to build African democracy and strengthen good governance on the continent. She launched the Bridges Institute to promote civil society as a pivotal actor in bringing about more inclusive and effective policy dialogue in Africa. This case follows her journey and raises important questions about how to achieve such large scale change.

 

Kanter RM, Stine-Rowe K. Marissa Wesely and Women's Empowerment. [Internet]. 2016. Click here to purchaseAbstract

After thirty-three years as a corporate lawyer, Marissa Wesely became a 2014 Advanced Leadership Initiative Fellow at Harvard University to pursue her passion of advancing women's rights, particularly in the developing world. She took on a leadership role with the Win-Win Coalition, which worked with women's funds and local women's organizations, advocated for the value of cross-sector partnerships and coached key players to work together and find common ground despite different vocabularies and expectations. The case covers key lessons and questions for consideration during Wesely's early stage efforts to launch the Win-Win Coalition into global prominence under a cohesive identity and strategy.

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