Up close with Bill Drayton

On June 3-4, I had a rare opportunity to be up close with Bill Drayton, founder and CEO of Ashoka. He was invited as the keynote speaker at “International Conference on Social Entrepreneurship 2010″, an event hosted by Korea Development Institute (KDI) and Korea University in Seoul. I was asked by Ashoka to be a volunteer interpreter for him during his informal schedule, meeting with members of the Korean press and other meeting with interested parties.

Here I’ve compiled some recurring themes that Drayton repeatedly emphasized throughout the various meetings:

Everyone a changemaker

On many occasions he reiterated that he mean this quite literally. Everyone needs to be a changemaker. He observes that the rate of change and people causing change is increasing exponentially (he often motions with his hand an arc rising upwards). We live in a world where change is omni-present. All institutions need to adapt very quickly. How do we survive in a world that is ever-changing? By being changemakers. Those who cannot adapt will be left behind. He rhetorically asks, do you want to become Detroit or Silicon Valley?

The most powerful force in the world is an pattern changing idea in the hands of a changemaker.

Selecting Ashoka fellows

Surprisingly, Drayton says that good social entrepreneurs are not always the great workers, leaders, or managers. However, the following are common to all good social entrepreneurs:

1. New, system-changing idea
2. Creativity
3. Entrepreneurial qualities
4. Social impact of the idea
5. Ethical fiber

Of all these qualities, Drayton puts highest emphasis on the last, ethical fiber. Social entrepreneurs never work alone, but recruit hundreds or thousands of people to make change. Unless they can establish trust in the people they work with, they won’t get far. They need to be able to cascade the changes, and often in the process recruit people who in turn become changemakers themselves.

When interviewing candidates, Drayton talked about using the “cliff test”. He would imagine being at the edge of a cliff on a dark, windy night with the candidate beside him. He would feel the uneasiness rising up and at the moment of fear, if he feels can still trust the candidate, it’s a good indication.

Team of teams

The role of Ashoka is to provide support to social entrepreneurs, through its network, consulting and legal help provided by its partners, (which include McKinsey and many law firms) and in some cases with funding. Ashoka’s strength lies in the network of fellows, now numbering close to 3000, working across all continents, and its collective knowledge. One entrepreneur can make a difference locally, however with a network of entrepreneurs you can begin to see what is happening and where things are heading on a global level.

Drayon explains that the highest level of social entrepreneurship is “Collaborative Entrepreneurship”. How do you see and move the world to the new paradigm? What is the fundamental change that is coming? How do you discover that? When you have a network of fellows collaborating across borders to tackling tough issues such as human trafficking, education and the environment, you can begin to see a much greater impact.

Empathy and the young

How do we educate our young to adapt and work with change? Ken Robinson in his TED talk, mentions the need for creativity in our education. Drayton enlists the concept of empathy. Young children need to master empathy. Unless children master empathy, we will not be able to see a world where we collaborate to solve big issues facing humanity. Schools traditionally teach knowledge and rules. This is not enough and tend to inflexible in keeping up with the rate of change that is happening in the world.

Here Drayton mentions the work of Mary Gordon who is also at the conference and her movement Roots of Empathy. Ashoka aims to have within 5 years 80% of all primary school principals to be aware the importance of empathy in school.

Young children need to master empathy, older children and youth need to practicing being changemakers. This is where Youth Ventures, an initiative started by Ashoka fits in.

Drayton mentions the greatest gift we can give a child is the permission to make change, to tell them, “why don’t you do something about it?” And then get out of the way and let them do their own thing.

It’s about empathy, teamwork, leadership and changemaking.

Hybrid systems

Traditionally there is a gap between business sector and citizen sector. One seeks to maximize profits, and seek out new markets, while the other is concerned about serving local communities. When you bring them together, in hybrid value chains new levels of productivity can happen.

2 examples he mentions are:

Drip irrigation is an agricultural technique that delivers just the right amount of water to crops, allowing arid land to be cultivated. However this technique is cost-prohibitive for impoverished farmers. Businesses have the resources to mass produce the equipment. However it was the social entrepreneurs, who is keenly aware of the farmer’s needs and can work with the local community and the farmers, who find a way for businesses to serve the farmer and to access this new market.

These markets have been too risky for the businesses to enter, with returns on serving the poor uncertain. Farmers don’t have the financial means to purchase the equipment individually. However when the social entrepreneurs lays the bridge between the two, it’s a win-win situation, with the businesses gaining access to an untapped market and the farmers benefiting from higher production and two or three-fold increase in yield.

Also in Colombia, an Ashoka fellow approached a high-end tile manufacturer and proposed a line of high-quality but low-cost tiles that could serve the low-income market. This new line of tiles ended up being highly successful.

In the past 9 years running, over half of all Ashoka fellows have changed government policies and over three quarters have changed patterns in their field, proving their value is in bridging gaps between the government and businesses and the needs of local communities.

Drayton’s message for Korea

Social entrepreneurship has been a little slow in coming to East Asia. Korea is not alone in being unprepared to deal with a future where change is ever-accelerating. It is not alone in not working with and adequately equipping its young to be changemakers. Most of the youth culture around the world is not empowering.

In a meeting with Vice-Chairman of one of the most successful conglomerates in Korea, SK Energy, Drayton suggested that SK could,

• Work with children and young people to find changemakers and network them,
• Make sure that children learn empathy, in the schools they support, and help them practice making change,
• Tell stories of people making change in your corporate advertising.

Essentially he was saying, “take on a big pattern changing idea for society.” He pointed to Walmart and its work and commitment to sustainability.

He also challenged the media to find young leading social entrepreneurs. To tell the success stories, and support role models.

Social entrepreneurs don’t build big organizations. They build big movements.

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It seemed to me that all his points had a symbiotic relationship with each other. You need changemakers to create a better world, however changemakers don’t work alone. And you cannot imagine a world of changemakers without addressing how the young are taught to empathize. It felt like I was listening to Drayton’s personal journey. He started Ashoka 25 years ago by seeking out and supporting changemakers around the world. After conducting thousands of interviews in the pursuit of changemakers, his hard-won conclusion, institutionally embodied in Ashoka, is: our future, and the hope for a better world, lies with how we raise our children.

I could not agree more.

Bill Drayton

With Bill Drayton and Vishnu Swaminathan

On November 20, 2009 I made a presentation at ChangeON, a conference focusing on non-profits internet media, hosted by the Daum Foundation, the charitable arm of the Korean internet portal, Daum Communications. They just posted the video online.

My presentation (in Korean) was entitled “UX for Good”, focussing on how internet technologies and social media benefit non-profits, with 4 stories to illustrate how some non-profit organizations in the US are using the internet to their advantage.

The examples include:

• CARMA.org, a site dedicated to monitoring carbon emissions from power plants and providing citizens with tools to take action.
• Ask Your Lawmaker where users can post questions they want to ask lawmakers, visits vote on the question and reporters get the answers and post it back to the site.
• DonorsChoose.org connecting classrooms in need of small funding for activities with donors across the US.
• Ashoka’s Changemakers, global, open-sourced competition site which taps the community of social entrepreneurs to generate ideas for social change.

These are all work I was either directly involved in or made aware of when I was at Forum One Communications in Washington D.C.

Also check out all the other great presentations at the ChangeON conference (in Korean). Especially inspiring where the presentations by Jung Jin Ho of Yahoo! Korea, Park Woong Hyun of TBWA Korea, and Pyo Chul Min of WizardWorks.

Mr Splashy Pants / Greenpeace.org

Mister Splashy Pants, a whale named after Greenpeace held a naming competition in 2007 isn’t really news, but Alexis Ohanian, who is a founder of Reddit tells a great story at TED (in 3 minutes no less!) of how social media created a meme, took Greenpeace by surprise, won the competition, Greenpeace ceded control and in the end saved whales, literally.

The example shows one way for establish organizations to work with social media: Loosen up and go with the flow. Make the most of the situation and the attention. You need to give something up to gain people’s trust and participation. This is something that corporations and non-profits alike are mortally afraid to do.

Organizations are afraid of losing control over their message. But what is brand identity anyway? Isn’t it something that forms in the minds of the customers and participants? And it’s hard to control what people think of you. Individuals are constantly making adjustments to accommodate, influence or reject the way they are perceived by others. But it’s an ongoing relationship, not one-way. The more social we get in the use of internet technologies, the more relationship-oriented things will be.

So it’s not ok to find new ways to do old things, like one-way communication. Embrace participation. Lose some control. It’s ok. If a serious organization like Greenpeace can have some fun, other can too.

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See also: Wikipedia entry

Co-posted on uxforgood.org

Sugar running on Asus EeePC

Finally got Sugar installed on my Asus Eee PC.

My brother gave me a pink Asus Eee as a gift for my daughter about a year ago, but having used it for a few days I was convinced that the version Linux it was running and the lack of Korean support would do more to damage to my daughter’s computer literacy than help it.

Recently I realized that I could install Sugar Learning Platform, the OS running on the OLPC XO (Nicholas Negroponte‘s One Laptop Per Child initiative) on the Eee. Initial web search was very confusing. Do you need to install Ubuntu? Can you install it from a USB? Do you need a CD-ROM drive…

Mike Lee (@curiouslee) who has been using an OLPC XO and has Sugar installed on his Eee gave me the amazingly simple installation answer. It took basic 2 steps:

You need a Windows PC though.

Step 1: Create a standalone USB drive with Sugar from your Windows PC.

• Plug in your USB drive (1 gig or more) to the PC.
• Download and run Fedora LiveUSB Creator.
• Select “Sugar on a Stick” under “Download Fedora”. Select your USB stick under “Target Device”.
• Click “Create Live USB” button. This should take a while (It took about 2 hours to download and create for me).
• When the process completes, you now have “Sugar on a Stick” (SoaS)!

Step 2: Boot up Eee from your USB drive

• Plug the USB drive into your Eee, then hold down F2 as it is booting up to launch “BIOS Setup Utility”.
• Select the 4th tab “Boot”.
• Then select “Hard Disk Drives” from the Boot Settings. Set your USB stick as the 1st Drive.
• Hit F10 to Save and Exit the BIOS setup.

You are done. The system should start up in Sugar.

Thx Mike for showing me the light. I’m going to test Sugar out and hopefully write more about it.

iTunes U

Republished from UXforGood.org.

Recently I’ve participated in brainstorming session for a premier university in Korea on how to make its lectures available online.

Ever since MIT started offering its lectures through its OpenCourseWare (website) initiative in late 2002, many higher education institutions have been offering lectures online through various channels: YouTube and iTunes just to name the obvious.

The YouTube Effect

The explosive popularity of sharing sites such as YouTube seems to have radically changes the way we consume media.

Part of the popularity of YouTube lies in the ease in which you can “take” video, hosted on YouTube, and embed it on your site. This is no trivial change. Previously content was a guarded commodity. Some readers my remember that in the early days of the internet, “deep linking” (linking to a page other than the homepage) was a controversial issue, which seems almost comical in today’s internet environment. Others devised ways of keeping users on their website as long as possible, and only allowed consumption of their content on the site.

With the rise of user-generated content, and the legal framework that Creative Commons affords in terms of copyright protection, the line between between the ownership/authorship of content hosted on such content sharing sites as Youtube, Flickr, SlideShare and to some degree digg are being blurred.

YouTube really doesn’t distinguish between the content being on their site or your site. This is important in that it recognizes that is is impossible to neatly categorize the content and it is transferring that burden of organization, categorization and contextualization of the content to users themselves. YouTube has so much content that it cannot (and does not) predict how users will use the content on its site. They leave it up to the users to contextualize it by embedding in their sites. A funny video of a cat may be just cute entertainment on someone’s personal site, whereas it could be a serious example of feline behavior on an academic site. YouTube is saying, we provide you easy access to the content, you provide the context.

David Weinberger writes a whole book on this issue. In Everything is Miscellaneous he writes:

We are building an ever-growing pile of smart leaves that we can organize as we need to at any one moment. Some ways of organizing it – of finding meaning in it – will be grassroots; some will be official. Some will apply to small groups; some will engender large groups; some will subvert established groups. Some will be funny; some will be tragic. But it will be the users who decide what the leaves mean.

Allowing users to take the content is supremely smart for YouTube in that it significantly increases distribution and now that they have figured out a way to advertise within the video frame, a greater source of advertising income.

TED is using this exact model for spreading its ideas.

Shifting role of universities

Back to universities. For universities this climate of content sharing sets up a dilemma.

Universities as an institution have long been in the business of guarding its knowledge and the authors of its knowledge. Whenever you partner with a university the intellectual property contracts their legal department send you is a strong indication of how serious they are about their knowledge. It’s apparent that some knowledge needs to be protected, such as patents, processes and original works. But in this current age, being too strict about protecting knowledge has the negative effects. Universities are not measured in terms of how many books their libraries house but how effective they are in encouraging, facilitating and protecting open discourse, thought leadership and, more so than ever, social responsibility.

Liz Coleman, the president of Bennington College in her inspiring presentation at TED (Feb 2009), A call to reinvent liberal arts education, expresses the urgency of our higher education institutions to be more open, interconnected and socially responsible:

The progression of today’s college student is to jettison every interest except one. And within that one, to continually narrow the focus. Learning more and more about less and less. This, despite the evidence all around us of the interconnectedness of things. Lest you think I exaggerate, Here are the beginnings of the A-B-Cs of anthropology. As one moves up the ladder, values other than technical competence are viewed with increasing suspicion. Questions such as “What kind of a world are we making? What kind of a world should we be making? What kind of a world can we be making?” are treated with more and more skepticism and move off the table.

To share or not to share?

When one thinks about how to describe the premier universities in Korea, words such as exclusivity, high-walled, academic, authoritative and conservative come to mind. This is clash with the values of the internet that shout social, communal, accessible and collaborative.

The motivation behind a premier university in Korea sharing its lectures online seems may seem to be a little more self-serving than socially inspiring: To reinforce it branding and positioning; to create a business model for paid exclusive content; and to provide some public service.

Whatever the motivation, I believe that once the door to access is opened up, it may unintentionally trigger a change that may be irreversible.

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Update: Fast Company: How Web-Savvy Edupunks Are Transforming American Higher Education is worth reading on this issue.