In the past few years, the social enterprise space has evolved rapidly from a concept that required explanation to a trend everyone is eager to join. Business schools have drastically increased their social entrepreneurship course and club offerings, and many businesses and startups can get away with calling themselves a social enterprise. While grateful for the rise in people and businesses caring about making a positive social impact, I’m concerned that an over-emphasis on business solutions overshadows the need to address root causes of societal problems.
Social enterprises can become easily distracted building and managing their business instead of focusing on the problem they are trying to solve — even if the solution involves running a healthy business. A strong business model and management-style is critical to success, and I proclaim their value to a sustainable social enterprise as much as the next person. Yet, a social entrepreneur can run the most transparent, well-managed, profitable social enterprise in the world, and still not be solving the social problem their business is founded upon. (more…)
“In societies under stress, where basic systems have broken down and the very social compact that binds people together is under strain, the project we need to undertake is not the bridge—or the road, or the banking system, or the sanitation system, or whatever. The project is the community. The specifics of projects that people undertake in the chaotic coastal slums we’ve been discussing are actually less important than the community cohesion, sense of solidarity, and common purpose that those projects generate. These are not side effects of a successful project—they are the project.”
- David Kilcullen, Out of the Mountains: The Coming Age of the Urban Guerrilla
“Empathy comes from the Greek empatheia—em (into) and pathos (feeling)—a penetration, a kind of travel. It suggests you enter another person’s pain as you’d enter another country, through immigration and customs, border crossing by way of query: What grows where you are? What are the laws? What animals graze there?…Empathy isn’t just remembering to say that must really be hard—it’s figuring out how to bring difficulty into the light so it can be seen at all. Empathy isn’t just listening, it’s asking the questions whose answers need to be listened to. Empathy requires inquiry as much as imagination.”
— Leslie Jamison, The Empathy Exams
In what David Brooks deemed an “empathy craze” of the past decade, several bestsellers exalted the values of empathy, followed by a series of widely circulated opinion pieces questioning the limits of empathy. Schools and social entrepreneurs preach the value of teaching empathy. The core of trendy human-centered design is empathetic listening and design. I too, caught on to the hype—seeking to better understand empathy as it relates to my own work in social enterprise and social design. Here is what I’ve begun to understand.
Empathy has a critical role to play in creating positive social change; it will enable us to become more collaborative and respond more thoughtfully to social issues. We can cultivate and teach empathy—with intentionality, or willed effort, not diminishing its power—and we can encourage empathy without requiring action or agreement. But before empathy can achieve it’s full impact in our lives and in positive social change, we must cultivate internal awareness to understand our own context in the world.
Through my exploration of empathy, I remain with more questions than answers, and know that my opinion will evolve and change over time. I offer my thoughts here because this subject is important to the public discourse on social change and personal development, and I hope that others wiser than me will offer their own ideas and feedback in response. (more…)
Over on The Muse I wrote about when turning down a job offer might make sense for you and your career. Just over a year ago I turned down a seemingly-perfect job because it didn’t seem like the right fit, and I haven’t regretted it a day since. You’ll want to consider mission, growth opportunities, warning signs, timing, and money. Read my advice here.
“So far as we feel sympathy, we feel we are not accomplices to what caused the suffering. Our sympathy proclaims our innocence as well as our impotence. To that extent, it can be (for all our good intentions) an impertinent–if not an inappropriate–response. To set aside the sympathy we extend to others beset by war and murderous politics for a reflection on how our privileges are located on the same map as their suffering, and may–in ways we might prefer not to imagine–be linked to their suffering, as the wealth of some may imply the destitution of others, is a task for which the painful, stirring images supply only an initial spark.”
We think about the parts instead of the whole, and it needs to change. Thinking about the parts translates into laws and policies that don’t solve problems because they aren’t addressing the issue holistically, and departments in organizations that don’t achieve their purpose because they were never given the mandate to do so. For example, when I hear that the marketing team is handling an organization’s social responsibility initiatives, I see it as a red flag that the organization isn’t prioritizing the work or thinking about social change as core to its mission.
“The industrial age taught us to solve problems by breaking things down into manageable parts, assigning specialists to work on them, then reassembling them into a workable whole. This seemed like a great step forward (Thanks, Henry Ford.), but it’s now an entrenched habit that limits us in both business and life. Compartmentalization might speed things up on an assembly line, but it forces us into silos. And silos destroy creativity, context, and perspective—all things we need to thrive in an increasingly complex and interconnected world.
Corporate social responsibility (CSR) is a classic example of this. At too many companies, CSR is a department (read: silo) rather than a process. And being able to point to the existence of a CSR department as evidence of commitment ends up being far more important than actually giving that department the authority to carry out real change.”
A must-read article from Pacific Standard, which explores the lack of cultural factors in social science research, shows that psychologically, industrial nations tend to have this siloed psyche. (more…)
With news that the graduate Stafford loan rates will increase next year, and New York Timesheadlines like “It Takes a B.A. to Find a Job as a File Clerk,” you don’t need to look far to see that the higher education experience is broken. While MOOCs and other initiatives attempt to mend a failing system, some organizations like Watson University, Enstitute, and Experience Institute are hoping to create an entirely new educational system through experiential learning and personal development.
It found that, yes, a third of college graduates who majored in social science, liberal arts or education regretted their decision… But overall, when asked what they wish they’d done differently in college, ‘choosing a different major’ wasn’t the top answer. The most popular answer, given by half of all respondents, was “gaining more work experience.’ Choosing a different major was the fourth most popular response, after ‘studying harder’ and ‘looking for work sooner.’
Not everyone learns best in a traditional classroom. Experience Institute (Ei), which welcomed its first cohort last year, encourages its students to establish their own classrooms by undertaking three apprenticeships or independent projects while also completing five modules of curriculum designed specifically for the program. Ei’s curriculum is taught in the form of meet ups that take place in Chicago in-between apprenticeships and cover community building, self-awareness, storytelling, operations, and design thinking. The yearlong program offers the graduate school experience at a much cheaper than the norm price tag of $13,000. (more…)