Decision making processes and the adoption of energy saving techniques in social housing

Many innovative techniques and large policy measures have been introduced to reduce energy consumption. Despite the high ambitions and societal pressures, the adoption rate of energy measures is still low. Using adoption theories this paper provides a framework to analyse the adoption process of energy saving techniques in building processes. The stakeholders in the adoption process of energy measures are analysed during every phase of a building project. This framework is used to analyse four projects of a social housing corporation. The low rate of adoption of energy saving techniques can be explained by the large number and variety of stakeholders involved

Networks: open, closed or complex. Connecting philosophy, design and innovation, part 3

This is the third and final paper of a series bringing a philosophical investigation to matters of design and innovation. With the others examining: first, the urges to reconsider innovation from a creative, specifically design, direction (‘Beyond Success’); and second, the type of dynamic innovation that may be thus reconsidered (‘Ecstatic Innovation’); this paper will investigate a way of constructing this type of design-driven innovation. It will begin by looking at the networks that can be created to deliver a dynamic, continually innovative innovation and will start by considering two concepts of network: the open and the closed. While there seems to be an easy distinction to be made between open and closed, and its mapping onto similarly convenient ideas of good and bad, I hope to show that this is not the case. The complexity of networked forms of organisation demand that we bring to them a complexity of thought that comes from philosophy. Nevertheless, such an account will also need to engage with discourses from other disciplinary areas: notably organisational theory, innovation management and design. The outcome is of importance to thinking the organisational structures in which innovation is managed

Fostering energy awareness in residential homes using mobile devices

There is considerable global effort being made towards identifying ways of reducing energy consumption to cope with growing demands. Although there is potential for energy saving in many sectors, our focus is on reducing energy consumption in residential homes. We have developed a system which combines home automation and energy usage monitoring technologies. The system offers a range of tools designed for mobile devices to assist users with monitoring their energy usage and provides mechanisms for setting up and controlling home appliances to conserve energy. In this paper we describe our system and a user study we have conducted to evaluate its effectiveness. The findings of the study show the potential benefits of this type of mobile technology

Increasing Effectiveness in Global NGO Networks

A tsunami hits a densely populated coast. Aid organizations mobilize, and the world watches as several national members of the same global network respond independently in an uncoordinated way. A new treaty is being developed that would allow countries to claim carbon offsets through forest conservation. But national leaders in the same global nonprofit network disagree about its value. A large organization solicits funds from a major U.S. foundation. At the same time, its sister nonprofit, with the same brand name, approaches the foundation. The funder's leaders are confused, and wonder about the seeming conflict. The question of how much to centralize -- or decentralize -- decision-making and operations has dogged global organizations for centuries. Studies of for-profits show that the best answer can be different at different points in an organization's growth. But few such studies exist for nongovernmental organizations (NGOs), and for too many of these nonprofits, the scenarios described above will sound all too familiar because they reflect flashpoints that occur when an operational structure is no longer optimal. What's needed is a way for an NGO's leaders to get out ahead of these flashpoints when possible, by learning to determine in advance when their organization's approach to operations and decision-making need to be revised, and along what lines. In an effort to help with this important task, we synthesized what we've learned through case work with a diverse group of global nonprofits; we also conducted interviews with the leaders and staff at more than 30 global NGOs. Our findings illuminate an emerging approach that blends the best of efficiencies at an organization's center and local innovation in the field

Climate Justice and Women's Rights: A Guide to Supporting Grassroots Women's Action

This Guide emerged from a "Summit on Women and Climate" in Bali, Indonesia, and aims to increase timely and appropriate funding for worldwide climate action initiatives led by women and their communities. The Guide is not a comprehensive resource on climate change or women's rights. Instead, it addresses an urgent need within the funding community and offers concrete, practical guidance that: Orients grantmakers to the importance of funding at the intersection of climate justice and women's rights.Draws lessons from specific examples of funding for women's climate change initiatives.Provides guidance on how funders can collaborate to direct timely and appropriate funding to women and their communities.Advocates for bringing women's voices into climate change policy discussions.Highlights the strong impact that small (less than $10,000) to medium-sized ($10,000-$50,000) grants can make in women-organized efforts to address climate change at the community level, across geographic boundaries and in global climate policy. Grassroots women's climate activism is becoming increasingly critical to women's collective and individual rights, freedom and survival

Business begins at home

One of the most significant trends in the post-industrial era has been for the home to become an important focus for work. The boundaries between work and home are now increasingly blurred, reversing the forces of the industrial era in which places deemed suitable for each were clearly demarcated and physically separate. The most recent published figures available from the Labour Force Survey (2005)1 indicate that 3.1m people now work mainly from home, 11% of the workforce. This represents a rise from 2.3m in 1997 (9% of the workforce), a 35% increase. The majority of homeworkers (2.4m or 77% of the total) are 'teleworkers' – people who use computers and telecommunications to work at home. The number of teleworkers has increased by 1.5m between 1997 and 2005, a 166% increase. Clearly, it is the growth in the number of teleworkers which is driving the increase in homeworking