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Episode 12 30.03.2021
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What if the missing ingredient in every failed development project, broken institution, and dysfunctional team is not better rules but love? Deepa Narayan, who spent 35 years working on global poverty, including 20 years with the UN and World Bank, argues that power without love produces coercion, and love without power produces sentimentality. Real collaboration requires both. Subscribe for more episodes on how collaboration works in practice. Deepa Narayan brings an unusual combination of lived experience and institutional authority to the question of collaboration. She has lived in villages for a decade working with women’s groups, served as senior advisor to the World Bank, and conducted hundreds of interviews across India on masculinity, femininity, and the hidden dynamics that determine whether people cooperate or dominate. Her framework is built on two pillars: power and love. Most development work and organizational theory focuses exclusively on power and rules. Narayan argues this is why so much of it fails. She identifies three types of power , power over (coercion), power with (shared), and power within (internal) , and insists they cannot be separated. In practice, most large organizations and families default to power over, even when they claim otherwise. The love component is not sentimental. Narayan defines it as the human longing for connection, appreciation, and belonging , needs so fundamental that when they are violated, individuals and societies break down. Her research on masculinity in India reveals how boys as young as seven are taught to suppress vulnerability, dominate others, and equate manhood with control. This socialization produces adults incapable of the emotional openness that genuine collaboration requires. The conversation connects personal and structural dynamics with striking directness. Narayan asks why one in three women worldwide experiences physical violence from intimate partners, and traces the answer through the same power dynamics that undermine institutional collaboration. When organizations reward dominance and punish vulnerability, they replicate at scale what dysfunctional families produce at the individual level. On development practice, Narayan draws from analyzing hundreds of successful community-led groups. The pattern is consistent: groups that sustain collaboration over time combine clear power-sharing structures with genuine care for members as whole human beings. Groups that focus only on rules and incentives eventually collapse when external pressure arrives. Her analysis of education is particularly pointed. Schools, she argues, deepen gender stereotypes rather than challenging them, perpetuating the very dynamics that make collaboration difficult. Yet research shows that when children receive different messages, they influence their parents’ decisions , because those decisions come from love. Every channel for changing minds and hearts must be used simultaneously. When asked what she would change about humans, Narayan’s answer is immediate: fill every human being with love, the feeling of being loved and supported by a hundred people, then let them go to do their own thing. It is the lack of feeling appreciated and valued that destroys individuals and societies alike. Part of the Ernst Strüngmann Forum series on Collaboration, produced with the Convergent Science Network.
Tagged as:
global development Groups Individuals Societies love
About the author call_made
Both the triumphs of humanity and its most evil deeds have resulted from collaboration. In a time where humanity is required to aspire to the former and minimize the latter, the question arises of how collaboration arises and why it fails. Surprisingly, this phenomenon, so central to who we are, is not well understood. Hence, a collaborative effort is required to understand collaboration in its full biological, psychological, sociological, cultural, and economic complexity and to translate this understanding into operational impact. This series of podcasts is one step toward achieving these complementary goals. The Collaboration Podcast presents interviews with people who are central orchestrators of collaboration in various domains including business, government, science, art, health, sustainability, and the military. The discussions were conducted by Prof. Dr. Paul F.M.J. Verschure and members of the Program Advisory Committee of the Ernst Strungmann Forum on Collaboration (https://www.esforum.de/forums/ESF32_Collaboration.html) during 2021 and had the goal to sketch a map of opportunities, challenges, and obstacles in human collaboration. The forum took place in May 2022, and now we would like to share this series of interviews with a broader audience. The full report of the Forum will be published in 2023 by MIT Press. The podcast was produced by the Convergent Science Network (https://www.convergentsciencenetwork.org/). Context: The stability of social systems depends critically on realizing sustainable methods of “collaboration,” yet how and by which means collaboration is achieved is not clearly understood; neither are the conditions or processes that lead to its breakdown or failure. Collaboration can be understood as cooperation between agents toward mutually constructed goals. Part of the reason for our lack of understanding is that the phenomenon of collaboration is, by nature, a highly multidisciplinary problem, and effective research into its complexities has been difficult to achieve across the broad range of scientific and technical disciplines involved. The need for a fundamental understanding of collaboration, however, has become increasingly important. Not only does humankind demand answers as it attempts to address critical challenges at multiple scales (e.g., climate change, migration, enhanced automation, social and economic inequality), but ever-increasing technological and economic means of interconnecting people and societies are disrupting long-established, familiar patterns of how we interact. Radical technological changes that are ongoing have the potential to reshape collaboration in ways that are currently hard to predict or influence (e.g., by altering configurations in interaction, information creation, and modes of communication). On one hand, such changes could disrupt hitherto stable forms of collaboration by affecting critical communication channels and traditional roles, as can be observed in the rapidly changing patterns in governance, commerce, and social interaction. Conversely, technology could lead to the emergence of novel, successful forms of collaboration that deviate from traditional “hierarchical” architectures. Evidence of this can be seen in areas as diverse as highly automated manufacturing plants, the open science movement, collaborative software repositories, user-centered services, and the sharing of economy-based modes of organization. Without a fundamental understanding of the mechanisms, processes, and boundary conditions of collaboration, it is not possible to evaluate or predict which of these possible scenarios are sustainable or even plausible. The Forum “How Collaboration Arises and Why it Fails” (May 8–13, 2022, Location: Frankfurt am Main, Germany) Chairs: Andreas Roepstorff and Paul Verschure Program Advisory Committee: Jenna Bednar, Julia R. Lupp, Bhavani R. Rao , Andreas Roepstorff, Ferdinand von Siemens, and Paul Verschure
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