Kelly

Malinowski DPMI Summer 2012, Monterey September 2012

Philosophy of Development My Vision for the Future of Development: If you give me a fish, you feed me for a day. If you teach me to fish, you have fed me until the river is contaminated or the shoreline seized for development. But, if you teach me to organize, then whatever the challenge, I can join together with my peers, and we will fashion our own solution. -The Barefoot Guide to Working with Organizations and Social Change, (2009) My true understanding of development first emerged upon hearing that the common dont give a man a fish, but teach a man to fish, mantra isnt indeed a very sustainable solution. Professor Evan Bloom explained this concept in a social enterprise class, emphasizing that instead we must become partners in development. Upon analyzing this concept, my philosophy of development emerged centered around the idea of partnership and helping to equip communities with the tools they need to create change themselves. As in the above quote, you can teach a man to fish, but what if one day the fish are no longer there? What if more fish isnt what the community needs? If we can become partners, listening and responding to the true needs and desires of a community, and helping to equip the community with the tools and support to work toward their community-owned solutions, we can create a partnership that has the ability to create genuine and lasting change. This concept is best explained within the framework of Participatory Development. In addition to Participatory Development, other key concepts that define my philosophy of development include the balance of power, sustainable development, empowerment, impact and partnerships, innovation, and best practices approaches and tools. Participatory Development and Power Dynamics During Seth Pollacks module on Facilitating Participatory Development, he recounted a lesson learned during one of his experiences in a development project. After facilitating a community meeting, he was surprised to hear they wanted a driveway, when no one in the village had cars. The community explained that the development workers cars were stirring up dirt that was getting onto the clothes they had hanging on the clotheslines by their homes to dry. For me, this was a huge lesson not only in the importance of participatory development, but also in the assessment of all externalities and implications, whether positive or negative, of any and all aspects of a development project.

 As outlined in The Catalyst Communicator: Facilitation Without Fear, participatory development communication is a two-way dynamic interaction which through dialogue transforms grassroots people and enables them to become fully engaged in the process of development and becomes self-reliant, (White and Nair, 1999). In facilitating participatory development, my views align most with the concepts of a Catalyst Communicator. An important aspect of facilitating participatory development is the creation of an environment that fosters learning, dialogue, and transformation, (White and Nair, 1999). The outcome of participatory communication is consciousness-raising through critical reflection about their own condition, which will lead to a significant voice in social activities. They have to believe they can become equal partners in their development, (White and Nair, 1999). As a young development professional, it is hard to imagine development work without the participatory aspect. What better way to assess which development projects are needed than to ask those whom we are trying to help obtain a better life? Inherent in creating a space for community stakeholders to engage in dialogue, and map their community-owned solution, is the balance of power dynamics. In Creating an Atmosphere Where Everyone Participates (1997), I learned of the importance the role facilitation can play when shifting the way that power is exercised in groups. Ive learned the importance of putting myself forward and including others to create a democratic atmosphere, and ensuring those who may experience inequities based on gender, race, etc. and those who have been provoked into silence are heard and encouraged in community meetings. (Creating an Atmosphere Where Everyone Participates, 1997). Sustainable Development As communities develop, there is the inherent risk of negative externalities from development activity harming the natural environment. An important aspect of my philosophy of development is the commitment to only those development projects that are sustainable both for the environment and the community. Sustainability for both the planet and people go hand in hand. If communities can develop, meet their needs, and preserve the environment, they will also enable future generations with the tools, resources, and environment to be able to meet their own needs as well. It is my goal to reframe the concept of sustainable development as the three overlapping pillars of economic, social, and environmental sustainability seem mutually exclusive as one usually negatively impacts the other. I have a passion for striking the balance between assuring development work supports the goals of the community, creates better conditions, and also keeps in mind the natural environment in relation to development projects. A great example of my idea of true sustainable development, is found in the 16 decisions of Grameen Bank participants (see Appendix A).

 Empowerment An important lesson learned about empowerment from Professor Beryl Levinger is that you cannot empower people. For people to become empowered, empowering them is impossible, as the them would be the passive recipient of empowerment, which in the end contradicts the concept in itself. For people to become empowered, it must come from within, and they must be the ones to empower themselves. To aid in empowerment, one can remove the barriers around the disempowered that will set them free to empower themselves. A great example of this is found within the concept of the Grameen Bank, created by Muhammed Yunus. Yunus believes that if the poor are to get the chance to lift themselves out of poverty, its up to us to remove the institutional barriers weve created around them, (Yunus and Webber, 2009). While Yunus was specifically referring to the financial institution and systems, I hold this concept true in creating environments for people to empower themselves, and ultimately, as Yunus phrased it it, lift themselves out of poverty. If we are to create real change in communities, we can create environments that enable communities to achieve their own community- developed goals, and ensure that our efforts are sustainable in terms of equipping a community with the tools needed to achieve progress measured in community- defined terms. Impact and Partnerships Professor Seth Pollack, during the module on Facilitating Participatory Development, discussed the case studied of Kerala, India. This community identified that illiteracy was the underlying issue to many of the problems the community faced. By mobilizing the entire community one this one issue, the citizens of Kerala were able to achieve over a 90% literacy rate, as well as the highest Human Development Index of all states in India, (Chathukulam and John, 2002). This case study demonstrated the importance of coalition building and inclusion of all stakeholders in planning and decision-making to create larger impact than one organization or individual could achieve on their own. Further, during the practicum on partnership that we practiced during the module on Social Entrepreneurship and Strategic Planning, I learned the importance of forming deliberate, strategic partnerships as they are normally made in haste. Ive personally experienced the scramble of organizations grappling to form partners at community and networking events and will strive to make informed, deliberate partnerships in my future work to optimize impact. Innovation and Best Practices Approaches and Tools Since many projects in civil society are revenue-limited, innovation and resourcefulness is key in my vision of development. Professor Evan Bloom made an interesting point in the importance of breaking out of similar thinking and looking to new sources for ideas, as most ideas are generated from the last three weeks of

thinking, and one should always be searching for new ideas and inspiration in development work. To me, innovation is especially important in the design thinking stage of a project, and broadening horizons to inspire new thinking is equally crucial. Equally as important to me as innovation in development projects is the use of best practices tools and approaches as guidelines for development work. Tools learned during the DPMI training, such as problem tree analyses for identifying root causes of a development problem, a results framework as a planning and management tool, indicators in measuring change, and a clear exit strategy so that the project will self-sustain after development workers have left, are crucial in development work. Rationale for embracing this vision: Without participatory development and the balance of power, we run the risk of development projects that dont fit with the vision the community has for development, and arent sustainable. Further, given the current trend of climate change, sustainable development methods are key in ensuring the preservation of the environment alongside impact sustainability for the community. In development work, there is a common misconception that you can empower others it is important to remember that we cannot empower others, though can work to remove barriers around individuals have to empowerment. Continued impact is sustainability and the basis of success in development projects; partnerships increase impact and often are successful in changing root causes in societies that hinder development. Further, innovation is needed to respond to changing conditions, as well as being able to creatively utilize resources at hand, further maximizing impact. As to not reinvent the wheel as well as ensure optimum impact, success, and ultimately positive change in development projects, these projects should be based upon best practices approaches and employ tools learned during the DPMI training to best design, conduct, and evaluate each development project. Values inherent in my vision: I wish that every human life might be pure, transparent freedom. Simone de Beauvoir Rooted in my philosophy of development, is my moral believe, and obligation, to help those less fortunate than myself. My love for my fellow human beings on this planet runs deep, and so does the desire, and willingness, to work toward a fair, just world where everyones basic needs are met, and each individual has the ability and freedom to pursue their own dreams and goals of the future. My personal moral and ethical values and goals are strongly tied the Millennium Development Goals, especially the goals of ending poverty and hunger,

environmental sustainability, and global partnership. I believe we can help the worlds poor, while also protecting the environment. Further, if peoples basic needs are not met, they have no capacity to think even a day in advance, which is extremely detrimental for the environmental movement. The well being of people and planet are closely linked, and within this connection I find inherent my values for development. In addition, my values for development are also closely aligned with the values of the Grameen Bank: To empower the worlds poor To hold myself and partners in development work accountable for transparency and measureable results To champion innovation To seek to form partnerships to accomplish greater impact than I could alone To promote local ownerships (Grameen Foundation: Who We Are, n.d.). How I Will Achieve My Vision: As I start my career in development work, it is important to keep in mind that this work will most likely be a part of a broader institution or organization. To ensure my ability to achieve my vision, I first must analyze whether the organization or institution with which I start my development work is also aligned with my philosophy of development. To achieve the practice of participatory development and shifting power dynamics, the first step is to create an atmosphere that enables everyone to participate equally. To create this space, I will employ the concept of Open Space Technology, based on Four Principles: Whoever comes is the right people Whenever it starts is the right time Whatever happens is the only thing that could have When its over, its over Further, before any development work is started, I will use facilitation methods in my FALSCH (Facilitating Adult Learning for Social Change) toolbox such as learning circles, appreciative inquiry, and participatory reflection and action (PRA) to facilitate community meetings with all stakeholders to determine the needs of the community, conducting an asset-based (vs. needs-based) assessment to draw upon the strengths of the community in catalyzing a community-owned solution. In the developing world especially, power dynamics, and specifically invisible power, are key areas of focus that must be considered and balanced appropriately. They key to participatory development is creating a space where

power dynamics are brought to light, talked through, and balanced to foster true, honest communication. I will hold true to the belief that we cannot empower people, and will work to remove barriers the poor have to empowerment, while remaining a partner in helping communities to work toward their own solutions. I will design projects that are sustainable both in terms of environmental preservation as well as community impact. In any environment that I work in, I will strive to form partnerships to expand impact, and challenge the status quo. I will look to best practices and emerging markets for new ideas for innovation. How I Will Measure Progress in Achieving My Vision: As aforementioned, before beginning any development project, I must first assess whether or not the institution or organization with whom I am working with aligns with my personal vision and philosophy of development. On a more micro, personal scale, I must assess whether my individual actions within the development organization or institution are aligned with my personal vision and philosophy of development. My philosophy of development will be a standard of behaviors to which I compare new, current, and past development work to measure whether or not I am on track to achieving my vision. A Likert agreement scale based upon the key aspects of my vision will be the criteria used annually to determine my works alignment with my vision. Further, I will revise the Development Philosophy Self-Assessment Tool created during the DPMI training, to reflect my individual philosophy of development statement, and including benchmarks and indicators that reflect the key principles of my vision. Annually, I will reflect on current work and refer back to both the Likert agreement scale, and self-assessment tool, to measure my progress in achieving my true vision for development, and make changes when needed. My philosophy of development is based on not giving someone a fish, nor teaching them to fish, but becoming their partner in development. To listen and respond to communities needs and goals, ensuring everyones voice is heard in the planning process. To utilize tools and best practices approaches to innovate in all stages of the project process, and remove barriers that impede individuals and communities from empowerment and achieving their own vision of development.

References Adair, Margo, and Howell, Dharon. (1997). Creating an Atmosphere Where Everyone Participates. Tools for Change. Chathukulam, Jos; and John, M.S. (December, 2002). Five Years of Participatory Planning in Kerala: Rhetoric and Reality. Economic and Political Weekly, 37 (49), pp. 4917-4926. The Grameen Foundation Website: Who We Are, (n.d.). Retrieved September 14th, 2012 from: http://www.grameenfoundation.org/who-we-are The Grameen Bank Website: 16 Decisions, (n.d.). Retrieved September 14th, 2012 from: http://www.grameen-info.org/index.php?option=com_content&task=view&id=22 &Itemid=109&limit=1&limitstart=0 Reeler, Doug; Van Blerk, Rubert; Taylor, James; Paulsen, Desiree; Soal, Sue. (July, 2009). The Barefoot Guide to Working with Organizations and Social Change. South Africa: Community Development Resource Association. White, S.A., and K.S. Nair. (1999). The Catalyst Communicator: Facilitation without Fear. Pp. 35-51 in The Art of Facilitating Participation: Releasing the Power of Grassroots Communication, ed. S.A. White. Thousand Oaks, CA: Sage. Yunus, M., and Weber, K. (2009). Creating a world without poverty: social business and the future of capitalism. New York: Dhaka: Public Affairs.

Appendix A The Grameen Banks 16 Decisions: 1. We shall follow and advance the four principles of the Grameen Bank: Discipline, Unity, Courage, and Hard work 2. Prosperity we shall bring to our families 3. We shall not live in dilapidated houses. We shall repair our houses and work towards constructing new houses at the earliest 4. We shall grow vegetables all year round. We shall eat plenty of them and sell the surplus. 5. During the plantation seasons, we shall plant as many seedlings as possible 6. We shall plan to keep our families small. We shall minimize our expenditures. We shall look after our health. 7. We shall educate our children and ensure that they can earn to pay for their education. 8. We shall always shall keep our children and the environment clean 9. We shall build and use pit-latrines. 10. We shall drink water from tubewells. If it is not available, we shall boil or water. 11. We shall not take any dowry at our sons weddings, neither shall we give any dowry at our daughters wedding. We shall keep our center free from the curse of dowry. We shall not practice child marriage. 12. We shall not inflict any injustice on anyone, neither shall we allow anyone to do so. 13. We shall collectively undertake bigger investments for higher incomes. 14. We shall always be ready to help each other. If anyone is in difficulty, we shall all help him or her. 15. If we come to know any breach of discipline in any center, we shall all go there and help restore discipline. 16. We shall take part in all social activities collectively.1
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