chapters

tools used by social entrepreneurs

people implementing actual social change - lit on social entrepreneurship

people who in certain circumstances are capable of changing institutions - Powell, Zucker, Fligstein, McAdam

how? what is it?

one of the resources (Agre) - necessary for building social capital; hasn't yet been studied -> analysis based on interviews and ethnography

network as a place where social capital resides

social skill as a tool for building network

what's the substance of relationships that create networks, how are they constructed - strategies for building relationships as social skill

historical - transition after '89, "wild capitalism", neoliberalism, Balcerowicz's reforms - "shock therapy"; modernization; joining the UE in 2004 -> access to EU funding, accelaration of modernization; after the decision on EURO to be held in Poland -> projects finalized super-fast -> infrastructure, transport, organizational

fast pace of realizing projects - how and why?

simplification of procedures - Szymon explained it the first interview, but it kept coming up in the later interviews as well; how? -> e.g. faster reactions to correspondence, more dealings over the phone, more informality

common goal - "Polish mobilization", showing off to strangers, "temporary social capital" (Geremek)

specifics of functioning of cities in Poland - independence from central politics after the decentralizing reform in 1998, in all big Polish cities there strong, nonpartisan local authorities, same mayors for many years, tight networks

social skill as a tool for implementing long-term change - legacy

long-term changes in institutions, so they become better

institutions that are closer to citizens - more democratic

citizens are aware of their existance and of their goals

they know the needs of recipients

they are more available - shorter access path

"they are where they are needed, and not where they have their offices"

more effective and efficient, this way they can serve social change

flatter rather than hierarchical

"the longer the chain of command the more risk that details get lost, each level tends to gloss over when they pass information to their superiors" (fro the interview)

Weber - objections to bureaucracy

what institutions?

volunteering in Gdansk

municipal organizations in Gdansk

"Team for City Management"

Centre for City Management

municipal transport

"municipality" - City Council

NGOs in Gdansk

amateur sport

fan culture