How to Change the World: Social Entrepreneurs and the Power of New Ideas is a book by journalist David Bornstein on successful social innovation. It was first published in 2003 and an updated edition followed in 2007.
This book explores the definitions of social entrepreneurs in the modern world, and gives examples of ordinary people who form a centered organization to make a difference. Bornstein's goal was "to pay attention to the role of certain types of actors that drive social change."
Bornstein also discusses an increasing global trend toward social entrepreneurship, arguing that the barriers to social change in southern and central Europe, Latin America and Africa are weaker than in previous generations.
Video How to Change the World
Case study
Gloria de Souza
The inspiring story of Gloria de Souza began when, in 1981, he became the first person (social entrepreneur) selected for Ashoka: Innovator for Public, an organization founded by Bill Drayton who specializes in gathering information about and supporting local reformers around the world. Ashoka's vision seeks to answer the question, "Could it be possible to create a system that will, with high reliability, find ideas of major pattern changes and first-rate entrepreneurs before birth?" As an elementary school teacher in Bombay with great aspirations, Gloria de Souza can be regarded as the "mammoth" of Ashoka, as India is the organization's first target country in the quest for true social entrepreneurship. His dream is to "transform education throughout India".
After twenty years of teaching, he can no longer follow the traditional way of teaching Indian schools. Writer David Bornstein noted, "Nothing hurts him more than walking down the aisle and hearing the students repeat simultaneously, 'Here he goes' round the mulberry bush.' For him, this memory of memorization - the relic of the colonial era - is the voice of a very deadly mind ". He knows he has to do something.
After attending a workshop on educational experience and the environment in 1971, he was inspired. With great excitement and vision, de Souza presented these revolutionary ideas to his colleagues, but to no avail; they continue to reject it. So, "she set aside her books with their references to robin trees, bluebirds, and willows and took her students out to learn about local birds and plants and explored questions such as: 'Why did the monsoons come and go?' "Although other teachers criticized him, his students responded with enthusiasm.
He tried and failed many times over the next five years to get schools to adopt his methods. When he met Drayton, he finally made progress in persuading the faculty at his school and worked to spread the idea to a second school. However, he knows that the real obstacles will extend the method of educational experience to the entire public school system in Bombay - and beyond.
Gloria de Souza sees the problem and wants to fix it - more than that, she feels as if she has to fix it. In a conversation with Drayton, he said, "Something is very wrong in our society and I think I can do something very important with this idea.If we can help children grow up to learn to think rather than memorize and repeat, learn to solve problem "Learning to be creative, learning to be an actor rather than act, we can create a very different generation. And India will be different. And that is a revolution. "
Although the concept of experience education was not new to many great countries at the time, it was new in India. Drayton was attracted to de Souza not only because of the idea of ​​teaching him, but because of "his ability to adapt it to the special circumstances of India - then to market it." Success in this field requires not only talent, but "sales and ingenuity and bold skin and commitment levels that border on obsession." Ashoka looks for people of this quality, and Drayton knows that he has found this kind of person in Gloria de Souza.
Support from Ashoka allows de Souza to stop teaching full time and concentrate on his new passion. The following year, he founded his own organization, Parisar Asha (which means "hope in the environment" in Sanskrit), and began work on building a team of ideas propagators. Within a few years, he was able to show teachers and other schools that his method, called Environmental Studies (EVS), "significantly improves student performance". They did - one evaluation showed that students who studied with EVs scored and mastered the subject two to three times higher and faster than students involved in rote learning. Due to de Souza's influence, over the next decade, EVs were introduced in a million schools through pilot programs, taught to nearly one million students, and incorporated into the national curriculum of the Indian government.
Gloria de Souza is the embodiment of social entrepreneurship where she uses what she loves most (that is, teaching children) to improve what she hates most (ie, memorizing and the dead mind). Although de Souza died in 2013, his heritage is still alive - in an organization where he invests so much for himself and in the ideas he leaves behind that has pushed the changes in the education world.
Erzsebet Szekeres
One indication of a successful Entrepreneur, according to David Bornstein, is, "Will Free Destruction from an Established Structure." Such willingness is shown in the life and work of Erzsebet Szekeres, from Hungary. Szekeres created an entirely new procedure for managing mentally disabled people in his country; this is because his son, Tibor, has a microcephalus, which is a condition that includes, "abnormal head severity and severe mental retardation." For many people, a simple solution for dealing with people with disabilities is to send them to institutions for their lives, this is not an option for Szekeres. Many institutions that Szekeres Tibor can place are just there to keep patients out of trouble, and not take anything beyond their least requirement into account; he wants to change it. Szerkeres creates its own place for mentally and physically disabled people to live and work, called the Alliance Industry Union, or the Alliance for the short term. While in state-run institutions, residents are often confined and/or reassured, residents of higher-functioning Alliances live in their own apartments with little supervision, those who can not live alone share a home with other citizens and staff members, called maids. Residents in the Alliance are also given paid work for them, many of them in manufacturing, according to their abilities. Although institutions are generally structured in a similar way to prisons, the Alliance is structured like an ordinary city, complete with its own restaurant. Also unlike many other institutions that treat their adult population as children and organize almost every aspect of their lives; Allied citizens can act like autonomous beings, and just obey the rules that are almost identical to those that may be encountered in other cities. Another non-traditional aspect of the Alliance is that they encourage and help their citizens to get out of the Alliance and into the cities and support themselves (if they can afford, of course).
Entrepreneur Erzsebet Szekeres
In chapter 9 of his book, "How to Change the World," David Bornstein gives us an idea of ​​the impact Erzsebet Szekeres made in Hungary. The standard for road maintenance given to disabled people was changed forever. Because of his vision of having a better future for his mentally and physically handicapped son, Tibor, love and compassion became his motivation. He wants to see the world where Tibor can successfully live in society. He began to understand that there is only a quantitative difference between disabled and non-disabled. And that does not change their quality in society. When Szekeres started visiting horrible institutions for the disabled, he saw an urgent need for change, and he was involved in it. It is very difficult to start a private organization at first, because Hungary is a communist country. So he started with a small group of disabled people and taught them simple skills they can use to work, and it's getting bigger and changed over the years. It ends up being a functional and beautiful community where handicapped people can come and take residency, learn skills and earn a living, and learn how to live independently whenever possible. There was a lot of time in which he failed, or his efforts did not seem to go anywhere. But he never gave up, he persevered. There are times when he becomes depressed because of his failed efforts, but he will remember his son and find the strength to survive. It was his empathy and compassion for the physically disadvantaged who really escorted him and made him tireless in his pursuit.
Veronica Khosa
Veronica Khosa is a South African nurse who created an AIDS home care organization called Tateni to fill the gaps in the health care system in Pretoria and nearby municipality of Mamelodi. In his work with Tateni, Khosa shows the entrepreneurial character David Bornstein calls "Willingness to Work with Calm" as he focuses on serving the needs of society, running organizations from old warehouses and using his own pension savings when governments and philanthropic organizations will not financially support his work.
Khosa was raised by his grandmother in Mamelodi township, near Pretoria in Gauteng province in South Africa. From a young age he was interested in nursing, supervising his grandmother, a midwife, giving birth to a baby. After finishing school, he began training as a nurse at a missionary hospital, where he learned to improvise and teach family members to care for rural patients. In 1991, while working at the Pretoria AIDS test center, she encountered hospital problems sending AIDS patients at home without medication or home care instructions. Recognizing that the lack of both true information about AIDS and home care for AIDS patients is a serious problem in Mamelodi, Khosa enlisted the help of several retired nurses in a home visit to patients unable to visit the AIDS center. Not long after watching one of his patients die from being locked in his house without water, Khosa talked to a group of young prostitutes who wanted a different job to avoid AIDS. He realized that the lack of care in AIDS homes and the lack of jobs for young people can be linked to reduce both problems. Since no organization provided training for home care for AIDS patients, Khosa designed his own curriculum and held classes in an old warehouse.
In 1995, Veronica Khosa retired from working with the Pretoria City Council and started Tateni Home Care Services. From their first office in an old tin warehouse where classes are held in larger buildings where supplies are often stolen, Tateni faces financial difficulties. Initially, Khosa found that patients did not want their neighbors to know that they received help from AIDS care organizations, as this would make it clear that they had AIDS. However, after turning Tateni's focus publicly into public home care in response to a community survey, he found that potential donors were reluctant to give to the organization, as it was not specifically focused on AIDS. Due to financial difficulties of Tateni, Khosa finally uses his retirement savings to run the organization.
Finally, in the late 1990s, the United Nations attention to care in AIDS homes and the work of Tateni caused the Gauteng provincial government to seek a change in the health care system. Their approach is modeled on Tateni, and they apply as a policy of some of Khosa's main suggestions to them. The government began to support several AIDS care organizations, including Tateni, and continued to increase its support as more home care organizations were formed.
Fabio Rosa
According to Ashoka, "Social entrepreneurs are individuals with innovative solutions to the most pressing social problems in society, ambitious and persistent, addressing major social issues and offering new ideas for large-scale change." Entrepreneurs are consumed with ideas. They are not happy just to express their ideas; they need their ideas to make changes in society. Another quality of entrepreneurship is the ability to be realistic. "True entrepreneurs should listen to the environment well.You can not cause major social change unless you really understand what's going on." All these qualities are featured in Fabio Rosa, a man with a desire to spread electricity to the poorer parts of Brazil. In 1982, Ney Azevedo, the new mayor of Palmares, linked Rosa with the hope of improving the lives of the people living in the region. Rosa initially started working to solve the irrigation problem for the farmers. The water price is high for them, and the only good solution to this problem is to use electricity to drain water from the soil. In his research, Rosa heard about Ennio Amaral, a professor who has designed an effective and relatively inexpensive electrification system. Rosa can obtain permission to experiment with the Amaral system, and then using a water pump he can begin to solve the irrigation problem for the residents of Palmares. After that Rosa experienced many difficulties. He found it difficult to get financial support so he could continue to deploy electricity and irrigation systems to areas outside of Palmares, and changes in government officials caused his work to almost halt. Rosa remained persistent despite this, and she was able to get electricity for 25,000 farmers in the early 1990s. However, his work slowed down again, and he changed his method of work. After starting his own company, Agroelectric Adequate Technology Systems in 1992, Rosa began selling low-cost products that convert solar energy into electricity. He knew that the lack of a fence in Brazil led to excessive grazing by livestock, so he began to distribute electric fences to solve this problem. Rosa gained national recognition through this process, because her method was very successful. At this point he has been distributing solar electric systems throughout Brazil. After this Rosa develops more projects, including the Quiron Project that saves poor family money while using various methods to protect the environment, and The Sun Shines for All that provides families with solar panels using leasing systems. All these accomplishments can cause Rosa to gain an increased ego, but he refuses to accept all that honor. He shows what David Borenstein has called "Willingness to Share Credit", which is one of the qualities of a social entrepreneur.
Jeroo Billimoria
Jeroo Billimoria is the founder of Childline, which is a twenty-four hour helpline for children who need help. Billimoria did post-graduate work in New York City, engaging in a project called "Coalition for the Homeless", a non-profit organization that helps the homeless. "I am deeply touched by the spirit of survival among the homeless," Billimoria said. She finds herself attracted to children in her hometown of Bombay, India, and finds that they need to be recognized, that they are "proud". The children started calling Billimoria, "Didi", which means "sister". Immediately, Billimoria realized that it took several days for a street child to receive help in an emergency, and his idea for Childline was born. Billimoria wants a network of organizations that provide help to children together. In the end, Billimoria was inspired to start a twenty-four-hour telephone line that could respond immediately to the needs of street children in Bombay. Since then, Childline has grown to forty-two cities, 120 organizations carry out the service, and in October 2002, Childline has deployed more than 2.7 million phone calls. Childline is an organization that is very concerned about the rights of a child, and strives to show respect and limitations for every individual who works with them. Despite all this, Billimoria is humble and recognizes his weakness. Since resigning from Childline, he stated, "I am a bad administrator". Billimoria's genius for establishing a growing organization that assists children lies in its ability to synthesize available resources by linking joint programs, viewing problems, and imagining bold and simple solutions.
James P. Grant
During his leadership at UNICEF, James P. Grant demonstrated the social entrepreneurial character of the "Strong Ethical Impetus". Only, the entrepreneurial nature of a strong ethical drive is motivated by a desire for justice, not wealth or power. Grant demonstrates this quality with his constant and energetic motivation to end the early deaths of recovering and sick children around the world. In 1980, James P. Grant became the leader of UNICEF. When he gained this leadership position, Grant had felt a strong vision of where he wanted UNICEF to make his mark on the world. Although the specific strategy has not been evaluated, Grant knows that he wants to end an easily curable early death in unvaccinated, malnourished, and highly dehydrated children. Though crazy by colleagues and the public, Grant embarked on UNICEF's core strategy: GOBI-FFF. This acronym, which addresses the specific areas that Grants are seeking to reform, stands for Growth Monitoring, Oral Rehydration Therapy, Breastfeeding, Immunization, Food Supplements, Family Planning, and Women's education. Building on this new foundation attracted many prominent supporters, such as William Foege and Audrey Hepburn; However, it also attracts some cynics, like Halfdan Mahler. Due to his integrity and hard work, Grant was finally able to gain support from the Columbia president for his vaccination campaign. The campaign consists of three days of Columbia children's vaccinations. Because of this campaign, more vaccination campaigns can be established in other countries. Another great achievement Grant achieved was the World Summit for Children, composed of seventy-one world leaders who met together to discuss UNICEF and its mission of saving sick children. Amazingly, the World Summit for Children is the largest gathering of world leaders who come together to discuss one particular issue. Despite fighting against society, James P. Grant radically changed the lives of children everywhere.
Florence Nightingale
Although no one believed in him, even his own parents, Florence Nightingale proved to be one of the greatest examples of the history of a social entrepreneur: an individual with innovative solutions to social problems. In his day, nursing was regarded as a very negative term that generally implies a woman with a violent nature who is often drunk or involved in unlawful sexual activity. However, as evidenced now, Nightingale transforms nursing into a highly respected call. How did he make such monumental achievements against all odds? Not by gentle charm or simply giving time and resources, "it is by a strict method, with strict discipline, with rigid attention to detail, with endless work, by a steady determination of persistent desires." He knows he has the ability to make a very useful impact, and even though it reverses the norms of society, he manages to fulfill his dream. Florence Nightingale will forever be remembered as a great social entrepreneur for her heroic work in the field of nursing.
Nightingale's "strong desire" is probably his most instrumental in achieving his radical ideas and plans. Starting with the strong resistance of his parents, and continuing to the point of opposing military officers, his call is a constant struggle against the standards of society. Like Nightingale, every social entrepreneur will face opposition at some point in their career. It comes with a very definition of an entrepreneur. Their task is to challenge cultural norms to find revolutionary ideas, though often seemingly insane, to solve life's problems. "It takes concentrated focus, practical creativity, and long-term energy sources to advance system change and to ensure that change becomes deeply rooted in institutions and cultures." Social entrepreneurs must have the courage and perseverance of Florence Nightingale to succeed in a world that is very resistant to change.
J.B. Schramm
J.B. Schramm, founder of College Summit, uses his high school and college experience to create revolutionary college support for under-average youth. As a social entrepreneur in David Bornstein's book, How to Change the World, Schramm is challenging to reform not only the way schools equip students for college, but also how students see their own strengths instead of what test scores might be tell them. Charismatic and friendly, Schramm traveled over the years of his elementary and secondary school with the same group of friends. When the time came for him to graduate from high school, he did not doubt his college friends. "We all have our strengths, and I just assume that we will all proceed to the next stage of our life together." The college is given, "Schramm explained. Although he was accepted at Yale University, Schramm was surprised to find that most of them did not continue into higher education. "It's within me," Schramm said, "It's so absurd, and the difference is not because they are less able to go to college than I do"
Since then, Schramm has a desire to see other students succeed in getting a higher education. Schramm began working with teenagers who attended after school program with Good Shephard Ministries in 1991. He soon realized that many children have talent and potential strength, but are not confident in their own learner abilities. Also, their middle class does not attract college admissions. Starting with just four students, Schramm creates an intensive essay workshop, teaches and equips students with the tools to write an essay that will help them be admitted to college. All four are accepted into schools. Schramm experimented again with four other students, and got the same result. Students working with Schramm have the potential of college; they just need guidance and advice "beyond what their test scores reveal". Immediately after experimental experiments, Schramm founded the College Summit in 1995. It consists of intensive four-day college preparatory students who train students how to write an essay that will help with admission to college. Schramm instilled trainers working with children, helping them enroll in school, and follow-up during their college years. College Summit works with other universities, partnering with them and running workshops on campus. Schramm took the opportunity to work with several secondary schools in 1997 and 1998. In 1999, the "Senior Year Navigator Curriculum" was introduced by the College Summit to help equip teachers with the tools to equip students for college. In 2000, Schramm was chosen by Ashoka, and was given an annual award by the National Association for College Admission Counseling. In 2003, the College Summit has worked with nearly 5,000 students, 95% of whom are minorities. Today J.B. Schramm is still working to instill the College Summit into towns, colleges, and high schools, across the United States.
Vera Cordeiro
Vera Cordeiro is a doctor and a social entrepreneur. He founded the AsociaÃÆ'§ÃÆ' oÃ, SaÃÆ'ºde CrianÃÆ'§a Renascer (Rebirth: Association for Children's Health), which is a network of organizations that continue to provide health care to children after they are discharged from public hospitals. In Brazil, millions of children suffer from chronic malnutrition. When Cordeiro founded Renascer in 1991 he worked in the general ward of da la Lagoa Hospital, which is a public hospital in Rio. Seeing the children get out of the hospital and get back sick again for weeks and then break his heart. He said, "I can not stand to go one more day seeing children locked in inpatient cycles, inpatient returns, and deaths." He founded Renascer so that sick children would not return directly to the slums after being dismissed from the hospital only for illness again. In 2007 Cordeiro opened sixteen public hospitals in Rio de Janeiro, Sao Paulo, and Recife, assisting over 20,000 children. In 1999 the director of the Lagoa pediatric unit, Odilo Arantes, reported that, between 1991 and 1997, Renascer had brought a 60% reduction in readmissions to the unit. Arantes was quoted as saying, "Before Renascer, we usually spent a lot of effort and money in the emergency room or ICU on the treatment knowing that there was a great possibility that the children would die afterward due to lack of help and follow-up at home.Now when" We ditched the child the unfortunate, we can feel peace. And this makes our work more meaningful and useful. "At Renascer's headquarters there is a framed quote from Goethe that says," Whatever you can do or dream about, you can start now. Courage has genius, strength, and magic in it. Get started now. "Vera Cordeiro certainly lives up to that quote in her life.Cordeiro displays incredible determination and affection for the children and their families who live in the slums.He is someone who can put his city regularly and benefit thousands of children and the family around it.
Maps How to Change the World
References
External links
- How to Change the World in Google Books
Source of the article : Wikipedia
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