April 27th, 2013 — 3:00pm
Poverty is a word that describes a condition, a set of circumstances, that people are in. Poverty exists in a system of factors including family relationships, government leaders, economic flows, personal mindsets, and individual choices. All of these are human, and the process of change in the systems affecting poverty is a process of human change. As such, I believe poverty alleviation and human development share a basis of fundamental ideas about human change.
Human change is possible at all ages.
Human change happens in a bumpy and unpredictable long-term process. It involves new awareness (thinking differently) and testing new choices (acting differently).
Human change happens through human interaction in groups and relationships.
It takes an holistic approach – single factor “silver bullets” tend to be overwhelmed by the inertia of the system.
Effectively influencing change in others depends on self-awareness, a humble desire to learn from others, and a great deal of listening to others. Attempts to force others to change through control or superiority are doomed to fail. Ample funding and correct ideas are not sufficient to bring about human change.
All of the above apply to poverty alleviation, because it is a process of human change.
Thanks to Andy Agaba, president of the poverty alleviation organization Hiinga for a great discussion contributing to this post.
April 8th, 2013 — 6:00am
Upon becoming aware of an extreme tendency on any personal attribute, some of us may feel compelled to change, to moderate ourselves to a more average position.
If you discover you are quite sensitive, you may desire to become tougher. If you discover you are insensitive, you may desire to become less tough.
If you discover you are a little ADD, you may desire to become more structured. If you discover you are a little OCD, you may desire to loosen up. The same can apply to drivenness vs relaxation, caution vs boldness, spontaneity vs stability, you name it.
Don’t beat yourself up about leaning one way or the other. Don’t strive to eliminate your extremes. Growth is not moving toward medium, normal, or average. It’s flexibility.
A football team with a tilt toward a strong running game doesn’t need to feel bad about running or start running less enthusiastically. They need to add the flexibility to pass well, then choose the play that fits the situation. They are best served when everything from the one-yard run to the hail mary pass is an available choice.
By comparison, having the flexibility to respond in an extremely sensitive way at some times, and an extremely tough way at other times makes a better leader than someone who can only do one or the other. The flexible leader beats both extremes and the middle.
You don’t need to abandon your extremes. You may want to expand your flexibility.
How? It’s a process of knowing and facing the fears you experience when you venture out of the part of the range that is most comfortable for you.
February 23rd, 2013 — 10:53pm
What does it take for a family to move from poverty to independence and security? Why does well-intentioned aide often do more harm than good? How can those of us with the means and desire to help be most effective?
I’ve been seeking answers to questions like these from study, conversations, and travel over the last few years. There are no easy answers. Economics, entrepreneurialism, and capital – things I know about – are involved. Things I know a lot less about like mindsets, family systems, even corruption, are involved too.
As I’ve learned more I’ve increased my intentionality about getting involved. I believe our generation has great opportunity for impact in this area. I see momentum building in awareness, generosity, and desire to be informed and effective.
In about a week I’ll be in Haiti to continue learning. I’ll be interacting with the leaders of Paulos Group and seeing their work firsthand. Not only are they innovative thinkers in this area, they are putting thought to action in a research-oriented, non-charity housing project.
I’m privileged to have connections and conversations with some amazing people working in this field. I’m looking forward to much more.
February 19th, 2013 — 6:00am
I just read “See me as a person…”, a book about the importance of authentic human connection in effective medical care. I’m convinced human connection is of great value in all areas of life and business, not just caregiving professions.
Connection comes from being present and intentionally attentive to another person — wondering, listening, valuing. I know a few people who are exceptional at this. It makes them remarkable, memorable and in-demand. Their rare level of connection forms the core of their success and influence. People are drawn to them. People are changed by those moments of connection.
I think most of us know how to tune in to another person and connect well. Sometimes we do connect well with the people around us, often we don’t. Why?
Filtering: We are interested in connecting with certain types of people more than others, and miss the opportunities for meaningful connection with many who don’t fit our favorite, most appealing, categories.
Hurry: We focus on the next task and don’t pause to make eye contact and ask a genuine question.
Fear: If we stop to connect we might be rejected, criticized, or ignored. This is the big one.
A leader who embraces opportunities for meaningful connection gains information, influence, and fulfillment of his/her own human needs. This shouldn’t be a rare thing. I want a lot more of it.
