Step 1: We admit we are powerless over a project-based mentality–that when we considered the changing world, our frameworks and tools as they had come to define us have become obsolete.
What will it take for “customer satisfaction” to become our measure of success? A guest post by Jose Javier Lanza
Here’s to the ones who ask “why” openly in meetings because they just can’t tolerate the façade of “doing good.”
“The presenting problem and the real (or underlying) problem are different.” Joe Shaffner on Peter Block’s book, “Flawless Consulting: A Guide to Getting Your Expertise Used.”
On one of the social good industry’s most killer assumptions: That in the developing world, nothing exists, i.e. that there’s a blank slate upon which our interventions can be built.
There’s a lot of value in big data, and it may be tempting to place local leaders’ expertise within the big-data paradigm. However, we need to be cognizant about the origins of our obsession with results.
“In his breakdown, he not only owned up to embezzlement, but also to having let down his own family, his community, his people, and the generations to come.” A guest post from Rajasvini Bhansali, Executive Director of IDEX.
Aid recipients “are more concerned about ‘how’ assistance is provided than how much is given.” Initial findings from The Listening Project, a systematic exploration of the insights of people who live in societies that have been on the recipient end of international assistance efforts.
As resourced outsiders, when we meet with suffering people, we create high expectations, in them and in ourselves. Or we feel completely helpless in not being able to offer enough and in so doing may even reinforce feelings of hopelessness.