EPS3533 Sustainable Entrepreneurship in Island Nations and Territories
4 Elective Abroad CreditsIsland nations and territories face particular problems with respect to resource usage and environmental impact given their geographic isolation and boundaries. While this is true of all island nations and territories, based on natural resources, policies, and other factors different islands are often faced with varying degrees of environmental challenges in key areas. The purpose of this course is to learn about the challenges faced by a particular island and investigate possible solutions that may be viable for that nation or territory given their specific policies and constraints. The initial offering will focus on waste in Jamaica, which is currently a significant problem for that country. Students will learn about the waste management system, major sources of waste on the island, current policies and solutions that are being investigated and develop initial proposals for business opportunities that may help with the problem.

SEN1204 Sustainable Fashion and Design(Senior Instructor: Elise Drake) This course will examine the often unexplored relationship between sustainability and the fashion industry. Students will learn about the sustainable (and not-so-sustainable) practices of clothing companies in an effort to understand the impact that consumers can make through their purchases. In the design portion of this course, students will have the opportunity to design their own sustainable fashion lines using common materials such as glue, thread, and paint. These fashion lines will be showcased at the end of the semester. No prerequisites or prior craft experience required.

NST2040 Case Studies in Sustainable Food Systems
4 Intermediate Liberal Arts CreditsWhat is food - where does it come from, how is it grown, what resources does it use, what's the difference between a GMO and an organic product, what do labels mean, is it sustainable? This course looks to take a scientific and systems based look at the food we eat and deeply examine all of the steps that occur between "farm to table". We need food to survive and food must be grown, cultivated, harvested, processed, and distributed so that we can benefit from it. These steps take place in different ways all across the globe, across the country, and among our neighbors. In this class, we'll look at what it means to be a sustainable food system, look at historical approaches that worked to meet/deviate from this goal, and look at how the future aims to feed a growing world with increasingly diminishing resources.

By the end of this course, you will recognize the importance of sustainable food systems and know the different areas that comprise this system. You will be able to distinguish between sustainable and non-sustainable food systems. Through this design, this course meets the college learning goals of Rhetoric, Quantitative and Information Analysis, Ethics and SEERS, and Critical and Integrative Thinking.

Prerequisites: NST10%%

MKT4525 Sustainable Marketing
4 Advanced Management CreditsThe purpose of this course is to introduce students to the complexities of integrated sustainability from a managerial perspective. Both consumers and businesses are demanding solutions to sustainability issues for products and services throughout the value chain. Today's sustainability issues are all encompassing and include strategies for managing structural injustice challenges, and ecological integrity concerns throughout the entire ideation to go-to-market process. Firms must make thoughtful investment and resource decisions that consider multiple stakeholder perspectives using a systems thinking lens, carefully evaluating all risks and rewards. Furthermore, entrepreneurs and marketers must learn to adapt their marketing strategies to sustainable products and services to redefine the value proposition.

Prerequisites: SME2011

OIM3522 Sustainable Operations and Innovation
(Formerly MOB3522 Leading and Managing Sustainability)
4 Advanced Management Credits

**Students who took this as MOB3522 cannot register for this course**

The purpose of this course is to provide an understanding of the concept of sustainability thinking and the practical process of sustainability-oriented innovations. Sustainability thinking challenges entrepreneurial leaders to enable the transition to a sustainable economic system, by identifying business opportunities and leading transformation of business culture. Students will learn about the systemic view of sustainability on how organizations can create social value while simultaneously delivering realistic economic returns: repurpose, stakeholder involvement, design & implementation of innovations and metrics development. Students will develop practical knowledge and skillset from design thinking and systems thinking as integral disciplines to manage human, financial, and other resources in innovations that transform businesses. Our goal is to provide the basis for a common language and understanding of the intersection between environmental/social issues and sustainability, innovation and entrepreneurship, business strategy, and organizational culture. Ultimately, students will develop their understanding of how to lead the transformation of a conventional business into a sustainable business.

The course is composed of four parts. The first part will give students an overview of the sustainability thinking and allied strategy and the tools for designing the process through which it happens: what dimensions and questions might be considered to evaluate and guide sustainability. Having identified both the challenges and tools associated with sustainability, the second part will make the case for making a product or service sustainable. The third part will shift the discussion to making an organization sustainable and characteristics of sustainability leaders. Finally, the fourth part will reflect on making your life sustainable. Students will explore how to apply ideas from the course to a more sustainable way of living.

Prerequisites: (SME2002 or OIM2001) or SUS1201

MBA7504 Systems Dynamics in Business, Society and the Environment
3 Elective Credits

Whether within smaller business organizations we lead and manage, or across extended global
enterprises so critical to our venture's success, or the hyperconnected societies in which we live, other environment engulfing us and our shared resources, a common element is the prevalence of
interconnected "systems" - complex networks of parameters, actors, decisions, actions, and states (of variables; not nations). The systems feature exogenous inputs and endogenous relationships, transformations, flows, and feedback loops - all playing out over time and, by so doing, making the systems dynamic. It's just the way the world is: webs within webs of dynamic systems with all sorts of intended and unintended convergence, divergence, equilibria, disequilibria, resilience, fragility, and, yes, so-called butterfly effects.

And then, there are "us": biased, compartmentalized, bounded, and myopic in mindsets,
timeframes, choices, and ability to think through connections and second-, third-, and higher-order effects. The course on "System Dynamics in Business, Society, and the Environment" is intended to break through these very human traits and constraints.

Specifically, the course will:

(1) introduce systems and systems thinking;
(2) immerse the learner in the schematic mapping, analytical modeling, and quantitative as well as managerial analysis of dynamic systems in business, society, and the environment;
(3) introduce the notion of the "three singularities" (possibly existentially threatening disruptions in the areas of computational, life, and environmental sciences) and explore the consequent system dynamics for business, society, and the environment; and
(4) conclude with lessons for citizens, managers, policymakers, and leaders.

Prerequisites: Completed 12 credits of core requirements

SEN1331 The Taiwan Strait: History, Politics, and a Troubled Relationship(Senior Instructor: Viola Du) The Taiwan Strait, with its significant geographical location and well-publicized political tensions, is an important part of the U.S.'s Asian Pacific strategy. However, many do not fully understand the complex history of this piece of land. How did tensions between mainland China and Taiwan escalate to where they are today? And what is the U.S. role in this relationship?

This seminar explores the history of mainland China and Taiwan, including U.S. intervention, from WWII to present. Students will discuss the triangular relationship among the Chinese Communist Party (CCP), the Nationalist Party (KMT), and the U.S. Topics will include the Chinese Civil War, the U.S. notion of the "loss of China," conflicts between mainland Chinese immigrants and indigenous Taiwanese, and the changing of Taiwanese identity, to name a few. This seminar stands at the intersection of history, political science, and international relations. It aims to provide an introduction, so that students can form their own analyses about Taiwan, objectively and critically.

Course Schedule:
Class 1 - Wednesday, Jan 29
Class 2 - Wednesday, Feb 5
Class 3 - Wednesday, Feb 12
Class 4 - Wednesday, Feb 19
Class 5 - Wednesday, Feb 26
Class 6/Showcase - Wednesday, March 4

Senior-Led Seminars are free, non-credit courses taught by seniors at Babson. Upon successful completion of a seminar, students will receive a grade of non-credit pass (NCP) and the course will appear on their transcript.

MOB3515 Talent Management: What Many Leaders Miss

(Formerly Developing the Employee Experience (With a Human Resources Lens))
4 Advanced Management CreditsThis course is designed to make you think about managing people - or Human Resources - in new ways. The purpose of the course is to help you learn how organizational systems and processes impact how jobs are designed, who gets hired, and how individuals are developed (or not) within an organization. In addition to these topics, we'll discuss performance management, employee engagement, and employee separation. Overall, the course is designed to create comfort with the language of human resources management and understand how individuals, managers, and entrepreneurs ideally respond to human resource-related concerns.

For More Information: www.kaltura.com/tiny/p1nk5

This course is typically offered in the following semester: Fall

Prerequisites: FME1000 and FME1001 or MOB 1010

MOB7515 Talent Management: What Many Leaders Miss

(Formerly Human Resources for High Performance)
3 CreditsThe ability to manage people effectively provides a distinct competitive advantage for organizations. This course is for managers and current or future entrepreneurs who hope to capitalize on the connection between managing people and superior organizational performance, competitive advantage, profitability, and growth. This course will help you develop a conceptual understanding of organizational practices, strategies and tools that enable the most effective management of an organization's human resources. The course is designed to answer the following fundamental question: What do managers and entrepreneurs need to know about human resources for organizational success?

For more information: http://www.kaltura.com/tiny/inlmu

Prerequisites: None

LTA2061 Tales of the City: Exploring Urban Literature
Intermediate Liberal ArtsThis course will focus on the changing and diverse portrayals of cities and urban life in western literature from the earliest days of industrialization to the present. Inspired by Plato's observation, _this City is what it is because our citizens are what they are. We will explore the mutually-constructed relationship between a city and its citizens, asking such questions as: What does it mean to be an urban dweller? How does a city shape its residents' identity, and how do its residents influence a city's development? What are the delights and dangers of urban life? Where does one's sense of community/neighborhood overlap with - and diverge from - living in a particular city? We will read novels, short stories, poems, and essays, focusing primarily on London, but also likely including Dublin and New York City. To what extent can the concerns of a community within a city diverge from the concerns of the city as a whole?

Prerequisites: RHT & Foundation A&H and H&S