Most of the significant change that's happening out there, usually 'under the radar', is not the result of structured innovation in blue-chip companies. It's a function of massively enthusiastic people in love with what they're doing working with the marbles of 'social technology' and 'social flows' to shift impossibly large rocks. Jean Russell and Herman Wagner are immersed in that world of nudge and reframing, social protocols and culture hacking. They share their experience and case studies from dozens of colleagues in this invaluable book.

Most of the significant change that's happening out there, usually 'under the radar', is not the result of structured innovation in blue-chip companies. It's a function of massively enthusiastic people in love with what they're doing working with the marbles of 'social technology' and 'social flows' to shift impossibly large rocks. Jean Russell and Herman Wagner are immersed in that world of nudge and reframing, social protocols and culture hacking. They share their experience and case studies from dozens of colleagues in this invaluable book.

Most of the significant change that's happening out there, usually 'under the radar', is not the result of structured innovation in blue-chip companies. It's a function of massively enthusiastic people in love with what they're doing working with the marbles of 'social technology' and 'social flows' to shift impossibly large rocks. Jean Russell and Herman Wagner are immersed in that world of nudge and reframing, social protocols and culture hacking. They share their experience and case studies from dozens of colleagues in this invaluable book.