NOTE: syllabus subject to change
Swidler, Ann. “Culture in Action: Symbols and Strategies.” American Sociological Review, vol. 51, no. 2, 1986, pp. 273–286.
Case Study I: The Amazon That Customers Don’t See
Case Study II: The Nightmare Inside Mission Chinese Food
Case Study III: The Key to Campbell Soup’s Turnaround? Civility
Meadows, Donella H. "Leverage points: Places to intervene in a system." 1999: 980989.
Robbie Tilleard, Applied Behavioral Scientist UK Behavioural Insights Team, Humu, Fluidly
Case Study I: How Evan Spiegel Fumbled Snap’s Redesign
Case Study II: Perry Chen Says He Wants To Revitalize Kickstarter. Employees Say He’s Doing the Opposite.
Case study III: How Pixar Fosters Creativity
Weick K.E. Small wins: Redefining the scale of social problems. American psychologist. 1984 Jan;39(1):40.
John Paul Stephens, Associate Professor, Organizational Behavior, Case Western University.
Case Study I: Inside the electric scooter startup with big workplace problems
Case Study II: Toxic Management Cost an Award-Winning Game Studio Its Best Developers
Case Study III: Invisibilia: How Learning To Be Vulnerable Can Make Life Safer
Monica C. Worline, Ph.D., Faculty Member, Center for Positive Organizations, University of Michigan Ross School of Business
Case Study I: The 'Bon Appétit' Test Kitchen and the Myth of the Happy Workplace
Case Study II: Bumble's New Leave Policy is a Lesson in How to do Diversity and Inclusion Right
Martha Feldman and Monica Worline, 2016: The Practicality of Practice Theory. AMLE, 15, 304–324
Iris Bohnet. What works. Harvard University Press, 2016. Shaping Norms, p 244-265
Iris Bohnet, Albert Pratt Professor of Business and Government and the co-director of the Women and Public Policy Program at Harvard Kennedy School
Martin, J., Feldman, M., Hatch, M., & Sitkin, S. (1983). The Uniqueness Paradox in Organizational Stories.
Ellen Lupton, Design is Storytelling, Cooper Hewitt Smithsonian Design Museum