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Duke University's Robert Thompson explains the intersection between empathy, creativity, and imagination. Part 9 of our series on Empathy 101 (view the rest below)

Winning requires not just playing at your best, but helping your teammates play better too, says Ashoka Fellow and Positive Coaching Alliance founder Jim Thompson. The key? Empathy. Part 11 of our series on Empathy 101 (view the rest below)

Our social systems often encourage us to suppress our innate capacities for empathy. Ashoka Fellow David Castro, founder of I-LEAD, shares what we can do to restore those skills. Part 12 of our series on Empathy 101 (view the rest below)

Empathy is a lifestyle, not an event, says Ashoka Fellow and Founder of Threshold Collaborative Alisa Del Tufo.

Cultivating empathy is as much about modeling it yourself as it is developing it in others, says Mary Watson, Associate Dean at The New School. And that requires working environments that break down the walls between the personal and professional. Part 16 of our series on Empathy 101 (view the rest...

Empathy isn't about presuming what another person needs, says Prospect Sierra's Mark Basnage. It requires actively listening, and learning to separate your judgments from another's person's reality. Part 18 of our series on Empathy 101 (view the rest below)

In response to Bill Clinton's now world famous proclamation that Hillary Clinton is the best darn changemaker he ever met, Yahoo National Political Columnist Matt Bai commented, "I find the whole phrase changemaking incredibly irritating because I don't know what it means. It sounds like someone at...

When Darrel Hammond, founder of KaBoom! set out to make sure that every child has a great place to play, his plan for building playgrounds had a special twist. Like other successful social entrepreneurs, Hammond’s approach challenges the dominant leadership paradigm in society – one in which a few...

KaBoom!の創設者Darrel Hammondは、すべての子どもに素晴らしい遊び場を提供するための活動を始めました。彼の計画には特別な仕掛けがありました。 成功を収めている他のソーシャル・アントレプレナーと同じく、Hammondのアプローチも一般的なリーダーシップのパラダイム（少数の人が主導権を握り、残りの人はそれに従うという形式）とは全く異なっていました。彼らは、権威主義的・ヒエラルキー的なリーダーシップのアプローチから離れ、誰もがチェンジメーカーになることができる道を切り開きました。彼らは、人々が担う新たな役割や各組織が果たすべき目的を整理し、参加者の間の関係性を創出しました。