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#How to #enable #anyone to #invent & #innovate all #gov #public #service #nesta #4ip #bigsociety

Posted on: February 13, 2011

Is there a proven simple way to enable anyone to improve any service by suggesting an improvement and getting it implemented with a reward that enables them to help even more other people?

There are 000,000…’s of problems that can be fixed
and
There are 000,000..’s of ways of fixing the problems.

The key is how to entertain, educate, empower & enable the 000,000…’s of people to solve each others problems in this way.

The key therefore is..

1. #WHAT you do (does what your doing benefit the most people in the most effective way)? Innovation and creativity are the key to doing this
2. #HOW you do what your doing. Are you hurting people while trying to achieve things? Are you rewarding #innovators #effectively so they #collaborate so everyone gains? Can the #innovators survive if not paid? How can sustainable innovation be created and how can institutions be forced to innovate so this does not just become a one hit wonder that reinforces the out of date and harmful processes that currently exist? http://www.TRAIDmark.org helps.

http://www.WEBiversity.org is a proven prototype that shows how it is possible and easy to enable anyone to help everyone with #crowdsourcing and #crowdfunding.

http://www.TRUSTlibrary.org is a proven way to engage anyone in a real world space in a sustainable way.

http://www.TRAIDmark.org is a proven way to create #institutional #innovation (coop where 100% net profit is used to fund #NEW #INNOVATIVE #CHARITABLE work.

By not innovating every service we are harming others but are ignorant to the scale of improvements we are missing and therefore the amount of harm we are creating (by not innovating).

-- Regards Edward Whyman http://www.WhymanDesign.com http://www.twitter.com/whymandesign This message and any attachments are confidential and for the sole recipient only. You may not use any information contained in this message or attachments without permission.

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