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Sweating already under the unforgiving sun, he strapped pouches with the word “Biblioburro” painted in blue letters to the donkeys’ backs and loaded them with an eclectic cargo of books destined for people living in the small villages beyond.

“I started out with 70 books, and now I have a collection of more than 4,800,” said Mr. Soriano, 36, a primary school teacher who lives in a small house here with his wife and three children, with books piled to the ceilings.

A whimsical riff on the bookmobile, Mr. Soriano’s Biblioburro is a small institution: one man and two donkeys. He created it out of the simple belief that the act of taking books to people who do not have them can somehow improve this impoverished region, and perhaps Colombia.

It seems that it’s not only possible to make people kinder, it’s possible to do it systematically at scale – at least with school children. That’s what one organization based in Toronto called Roots of Empathy has done. Around babies, tough kids smile, disruptive kids focus, shy kids open up. Roots of Empathy was founded in 1996 by Mary Gordon, an educator who had built Canada’s largest network of school-based parenting and family-literacy centers after having worked with neglectful and abusive parents. Gordon had found many of them to be lacking in empathy for their children. They hadn’t developed the skill because they hadn’t experienced or witnessed it sufficiently themselves. She envisioned Roots as a seriously proactive parent education program – one that would begin when the mothers- and fathers-to-be were in kindergarten.

Here’s how it works: Roots arranges monthly class visits by a mother and her baby (who must be between two and four months old at the beginning of the school year). Each month, for nine months, a trained instructor guides a classroom using a standard curriculum that involves three 40-minute visits – a pre-visit, a baby visit, and a post-visit. The program runs from kindergarten to seventh grade. During the baby visits, the children sit around the baby and mother (sometimes it’s a father) on a green blanket (which represents new life and nature) and they try to understand the baby’s feelings. The instructor helps by labeling them. “It’s a launch pad for them to understand their own feelings and the feelings of others,” explains Gordon. “It carries over to the rest of class.”

If you are a hiker or camper, you may have heard about Vestergaard Frandsen’s LifeStraw. It’s a hollow stick equipped with a series of filtering membranes. You put the end of the stick in a river or puddle ─ or a toilet, for that matter ─ and suck on it. By the time the water hits your lips, it is clean and safe ─ its filters are fine enough to trap virtually all bacteria, viruses and parasites. The product has a bigger cousin called the LifeStraw Family. You hang it on your wall, pour dirty water in the top, open the tap and clean water comes out the bottom. No power or replacement parts are required. Each unit cleans about 18,000 liters of water ─ enough for a family for three years. The market cost of the unit averages out at a penny per ten liters of water purified. Vestergaard Frandsen will distribute the LifeStraw Family for free. It is helping to sponsor a traveling campaign through the western part of Kenya set for April, 2011, that will reach 4 million families. The campaign bundles various products ─ each family that attends will get insecticide-treated bednets to protect against malaria, AIDS tests and counseling and a free LifeStraw Family.

Jump’s work has elements of management consulting and a bit of design-firm draftsmanship, but its specialty is conceiving new businesses, and what it sells is really the art of innovation. The company is built on the premise that creative thinking is a kind of expertise. Like P.&G. and Mars, you can hire Jump to think on your behalf, for somewhere between $200,000 to $500,000 a month, depending on the complexity and ambiguity of the question you need answered. Or you can ask Jump to teach your corporation how to generate better ideas on its own; Jump imparts that expertise in one- and five-day how-to-brainstorm training sessions that can cost $200,000 for a one-day session for 25 employees.

What’s clear is that in recent years, much of corporate America has gone meta — it has started thinking about thinking. And all that thinking has led many executives to the same conclusion: We need help thinking. A few idea entrepreneurs, like Jump, Ideo and Kotter International, are companies with offices and payrolls. But many are solo practitioners, brains for hire who lecture at corporations or consult with them regularly. Each has a catechism and a theory about why good ideas can be so hard to come by and what can be done to remedy the situation.

“We’re not only blind to certain things, but we’re blind to the fact that we’re blind to them.”