Category Archives: Education

My favorite resources for post-fossil fuel living

I was recently at an inspiring “unconference” in the Bay Area on the topic of sustainability, and I met many fascinating people with good questions. From those conversations, I decided to put together a list of the resources that I’ve found the most relevant when thinking about what living in a world with dramatically less fossil fuel use.

My top 3 recommended resources

1. Here’s the book that “changed everything” for me around sustainability. It is well written, makes a lot of sense, and doesn’t preach. Greer pretty much lays out what he sees, and lets you decide what you think. A provoking concept here is “if technology doesn’t bail us out yet again, THEN what happens?” http://www.amazon.com/The-Long-Descent-Users-Industrial/dp/0865716099/

2. This is a fascinating book on the Soviet Union’s collapse experience. Since it happened relatively recently, it’s a great way to consider “what might it look like here.” I couldn’t put this down once I started reading it, because it’s not speculation, it’s a recording of what happened. He does a wonderful job of showing how the USSR had several structural things going for it that softened the cushion of collapse. These include most housing being state owned (so nobody got evicted or foreclosed on) and all housing being mass transit accessible (so people could get around without cars). I highly recommend this book.
http://www.amazon.com/Reinventing-Collapse-Experience-Prospects-ebook/dp/B004XOZ89M

3. Here’s a collection of post-peak short stories that Greer edited. There’s a great variety of future visions in here, and all are well thought-out:
http://www.amazon.com/After-Oil-Visions-Post-Petroleum-ebook/dp/B00A323CPU

Fiction, albeit well thought-through and grounded

More resources

 

The Magic of BRAC—Amazing Social Impact

Fazle Hasan Abed, founder of BRAC

Fazle Abed of BRAC

Many people have heard of Grameen and Muhammad Yunus, but who knows about BRAC and Fazle Abed? Outside of the development world, hardly anyone, and it’s a shame because BRAC does amazing, transformative, unique work. I just finished reading a fantastic book about BRAC, Freedom from Want, which gives an engaging overview of how several of BRAC’s major initiatives have developed through the years.

What strikes me as particularly interesting about BRAC isn’t so much the areas that they have entered, such as primary education, tuberculosis treatment, and poultry farming, but rather the organizational habits that allowed them to experiment, learn, adjust and ultimately succeed in these areas.

A good idea and the initiative to enter is a good start, but to actually succeed it takes the ability to adapt, and from “Freedom from Want” I’ve learned that BRAC is excellent at adapting. Not surprisingly, this core strength at adaptation has enabled BRAC to enter several other countries such as Afghanistan and Tanzania, and have an unusual degree of success.

So what is the magic of BRAC, and how do they do it? It’s hard to know from reading a book, but here are my guesses at some of the key factors:

Leadership

Mr. Abed started BRAC in his late 30’s, well into his career. If you watch him in action on video, he comes across as extremely grounded while at the same time being very intellectually nimble. Combine this with humility and a deep desire to find solutions, and you get the key ingredients to seed the DNA of an organization with the ability to learn.

Persistence

Related to this ability to learn is having the stamina to stick with a challenging idea, and be able to see it through. For example BRAC over 10 years to start its bank, and the idea for the bank inevitably changed over time as BRAC dealt with the bureaucratic challenges in Bangladesh. But the organization seems to have had a powerful enough vision for the bank that they stuck with it, resulting in what today is a bank that helps a tremendous number of people start small enterprises.

Humility

The flip side of persistence is knowing when to pull out. BRAC has had its share of areas, such as silk cultivation, where it spent many years trying to get in, but ultimately determined that it couldn’t make it work. For an organization that emphasizes impact and learning, and means it, an unsuccessful venture can be canceled without it needing to “mean anything” about the organization itself. But for an organization that “is never wrong” and “can never fail”, an unsuccessful venture can become a black hole that pulls in more and more resources.

If you don’t know anything about Fazle Abed, I highly recommend watching one of the Ashoka videos about BRAC, which reveals much about Mr. Abed as a person, and about the ways of BRAC.

Whatever the reasons for BRAC’s success, the point is that this is an organization to watch. BRAC’s organizational culture has created an amazing track record of success, and looks poised to continue presenting and refining new ways of having scalable social impact.

There’s hidden talent in those rice fields

Given the chance, what might he be capable of?

I recently wrote about DDD Battambang which is bringing IT jobs to rural Cambodia, a place traditionally known for farming. In response to this business, one could reasonably raise a concern about the talent pool. Will the people really be there to make such a business work, and furthermore will they have had sufficient experience and education to get up to speed?

These are certainly valid questions, and they bring to mind an important but relatively unknown book about talent written by a gentleman named Elliott Jacques. In his book Human Capability, Jacques makes a point which is of great interest to social enterprise. He states that one’s talent trajectory, for instance how far ability-wise one can get as a manager, is as intrinsic as one’s eventual height. That as long as a person isn’t malnourished or abused, their leadership talent will develop as they age, whether or not they have had education or leadership opportunities.

Thus in disadvantaged areas, we can expect that there are a number of undiscovered, under-leveraged people who could be doing great work on the global business stage, if they just had the opportunity. That even though they may not have had great education or work opportunities, their innate talent lies ready and waiting for action. This is great news for social enterprise, which faces a variety of challenges in competing with a normal for-profit company. The ready availability of such a talent pool can really make a social enterprise competitive in the market place.

When I was in Cambodia, I had the pleasure of meeting several people like this, who are talented, who hadn’t had good work opportunities before DDD, and who are very happy to have the opportunity to do global work in a rural setting near their families.

I believe there is great potential for a variety of other service delivery businesses to base in rural locations. It will take dedication, problem solving, and knowledge sharing to help move these efforts forward.

btw If you’re interested in learning more about the book “Human Capability,” check out my Amazon review that describes his unique way of identifying leadership talent.

Attitudes for Success Run in the Family

Today I had a very special opportunity to visit one of Digital Divide Data’s computer operators, Bunthy. He was hired by DDD out of CIST, which runs an IT training program for disadvantaged youths, and given further training by DDD in order to become a successful digitization operator at the Phnom Penh office.

Bunthy’s parents, like many people of their generation in Cambodia, had to move a lot in order to stay safe during the Khmer Rouge regime. As a result they ended up with no clear place to be, and no land. After living in a slum next to Boeung Kak Lake for several years, they were forced to leave when the land was sold to a developer. Fortunately they were eventually given a cash settlement to purchase land elsewhere and start over.

Now this is where it gets interesting. Bunthy’s father is a visionary. He could see the talent in his son, and he knew that in order to get ahead, he had to support his son through finishing high school. So in spite of the hardships, he took that long term view, and allowed Bunthy to continue studying rather than leaving school early to make money for the family.

And this investment has really started to pay off. After graduating from high school, Bunthy was accepted into CIST’s training program, and after that he was hired on by DDD to be a computer operator doing digitization work. And in just a couple of weeks, with DDD’s support he’ll be attending university to study business.

What’s even more fascinating is that this cycle of education is continuing in the family. Bunthy’s sister (seen in the picture holding a young neighbor) is being supported by Bunthy to stay in school, at his insistence, rather than going away to take a factory job as his relatives have suggested. “I want her to get a job where she uses her mind” he told me, “I don’t want her working in a factory.”

Bunthy has plans to help the family finish building their home, and then to start a side business from the home, selling consumer goods. He also has an idea to make soap for sale locally. His father works in construction, and his mother works across town selling beef kabobs that she makes. This is an enterprising family with a bright future.

What was so uplifting for me in visiting Bunthy’s home was seeing the hard work, smarts, ambition, and vision that Bunthy’s whole family holds. They “get it” as to why they should keep their kids in school, and they have the core attitudes for success. Indeed this is the type of family that I aim to support in my social enterprise work.