Because social entrepreneurs attempt to influence the ‘social’ system - be it anti-dowry, fighting child labour, AIDS, or causes like Narmada Bachao Andolan - which is much larger than one can encompass in an organizational boundary, they have to learn to use non-linear thinking to find better leverages to influence the ‘system’, otherwise they tend to spend disproportionate time, effort and money to exert any influence.
Their first obstacle in finding leverages is their linear thinking. Linear thinking means ‘x’ causes ‘y’. This makes them presume that social causes can ‘sustain’ on the strength of decibel level, if they have money. If they do not have money, they believe that social objectives can be achieved by sheer commitment and effort. Both are simplistic cause-effect relationships.
A social system is highly interrelated. Our beliefs, which are part of a social system, have a long historical history. They therefore are manifested in many of our behaviors, both private and social. Removing their ‘linkages’ with so many behaviors is not only time-consuming but evokes huge amount of resistance. Overt resistance can at least be addressed consciously, covert resistance is both difficult to notice and explicate. It is downright ‘impractical’ to assume that beliefs, howsoever wrong they may seem to some, can be ‘changed’ by rationale explanation, commitment of effort or just drowning people in the decibel level.
Understanding of social system- as objectively as one can do so – by explicitly accepting one’s own mental models is important for any social activist. But this understanding is not enough. It is equally important to map this system with a tool so that one can find leverage points that can drive change.
A non-linear thinking tool set is therefore a first prerequisite in the hands of social planners, activists, NGO’s and Government policy makers. Without this tool set, even a committed effort can result into nothing.
With no such tool set, many social entrepreneurs start with hope and noble intentions but end up with lot of frustration and struggle; and a lost cause.
Their first obstacle in finding leverages is their linear thinking. Linear thinking means ‘x’ causes ‘y’. This makes them presume that social causes can ‘sustain’ on the strength of decibel level, if they have money. If they do not have money, they believe that social objectives can be achieved by sheer commitment and effort. Both are simplistic cause-effect relationships.
A social system is highly interrelated. Our beliefs, which are part of a social system, have a long historical history. They therefore are manifested in many of our behaviors, both private and social. Removing their ‘linkages’ with so many behaviors is not only time-consuming but evokes huge amount of resistance. Overt resistance can at least be addressed consciously, covert resistance is both difficult to notice and explicate. It is downright ‘impractical’ to assume that beliefs, howsoever wrong they may seem to some, can be ‘changed’ by rationale explanation, commitment of effort or just drowning people in the decibel level.
Understanding of social system- as objectively as one can do so – by explicitly accepting one’s own mental models is important for any social activist. But this understanding is not enough. It is equally important to map this system with a tool so that one can find leverage points that can drive change.
A non-linear thinking tool set is therefore a first prerequisite in the hands of social planners, activists, NGO’s and Government policy makers. Without this tool set, even a committed effort can result into nothing.
With no such tool set, many social entrepreneurs start with hope and noble intentions but end up with lot of frustration and struggle; and a lost cause.
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