This article explains how people synchronize their thoughts through empathetic relationships and points out the elementary neuronal mechanisms orchestrating this process. The many dimensions of empathy are discussed, as is the manner by which empathy affects health and disorders. A case study of teaching children empathy, with positive results, is presented. Mirror neurons, the recently discovered mechanism underlying empathy, are characterized, followed by a theory of brain-to-brain coupling. This neuro-tuning, seen as a kind of synchronization (SYNC) between brains and between individuals, takes various forms, including frequency aspects of language use and the understanding that develops regardless of the difference in spoken tongues. Going beyond individualto-individual empathy and SYNC, the article explores the phenomenon of synchronization in groups and points out how synchronization increases group cooperation and performance.
Ashoka Fellows-social entrepreneurs-often operate in a context of conflict as they challenge critical social problems that are seemingly hopeless and unsolvable. This article presents the strategies they employ, such as building new positive attractors (i.e., social capital) outside the field of influence of the conflict attractors; as a next step, they build a feedback loop between the success of their initiatives and reinforcement of social capital. Through subsequent positive experiences, they introduce constructive change outside of the field of conflict in a manner that modifies the societal balance based on higher levels of trust and tendencies to cooperate. Through this strategy, they make conflict less relevant and less salient. Several case studies are presented as illustrations of this approach, and general principles are identified.Our aim in this article is to compare and contrast two distinct ways of tackling seemingly intractable conflicts. The traditional approach is to Correspondence should be addressed to Ryszard Praszkier, Kopernika 11 m. 25,
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Social Entrepreneurship: Theory and Practice is about the creative ways in which social entrepreneurs solve pressing and insurmountable social problems. Theories of social change are presented to help demystify the 'magic' of making an immense, yet durable and irreversible, social impact. Utilizing case studies drawn from various fields and all over the world, the authors document how social entrepreneurs foster bottom-up change that empowers people and societies. They also review the specific personality traits of social entrepreneurs and introduce the new kind of leadership they represent. This book will be valuable to undergraduate, graduate and postgraduate students, while remaining accessible to non-academic readers thanks to its clear language, illustrative case studies and guidelines on how to become a successful social entrepreneur.
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