by Biswajit Brahmma | Published: 03 January , 2024

Navigating the Labyrinth of Rajasthan's Healthcare

In the vast expanse of Rajasthan, where the vibrant hues of culture blend with the arid landscapes, lies a healthcare narrative that mirrors the broader challenges faced by India. In the pursuit of 'Realizing India,' a cohort from the Indian School of Development Management (ISDM), including myself, delved into the heart of Alwar to unearth the ground realities of the healthcare system. This exploration goes beyond statistics, uncovering the lived experiences that underline the existing disparities in healthcare accessibility.

Insights into Rajasthan's Healthcare Reality

As we embark on this journey through the corridors of Rajasthan's healthcare system, expect to unravel more than just statistics and figures. The upcoming sections delve into the poignant stories that breathe life into the healthcare conundrum faced by the people of Alwar. From the challenges of an elderly woman seeking medical attention to the struggles of children with mental disabilities and the perilous journeys of pregnant women, this blog navigates through the heart-wrenching realities that statistics often fail to capture.

Perception vs. Reality: Rajasthan's Healthcare Dilemma

Rajasthan, with its majestic palaces, rich heritage, and vibrant culture, often paints a picture of grandeur. However, beneath this tapestry of beauty lies a stark contrast—a healthcare system grappling with accessibility and quality. The commonly held perception of Rajasthan as a cultural gem clashes with the reality faced by its residents, especially in remote areas like Alwar. By unraveling this incongruity, we aim to bridge the gap between the perceived and lived experiences of healthcare in this region.

The Urban Conundrum: Quality vs. Proximity

The urban-centric nature of healthcare services in India sets the stage for a complex narrative. In many towns, including my own, the proximity of medical facilities often comes at the cost of compromised quality. District hospitals, while financially accessible, raise concerns about the standard of healthcare provided. However, for those residing in rural landscapes, the challenges are exponentially magnified. Drawing from personal experiences in a West Bengal village, where the closest medical help was over 30 kilometers away, the stark reality emerges - basic healthcare becomes a costly and distant luxury.

India's Healthcare Quandary: A Question of Quality and Access

A critical metric for assessing a nation's development is the accessibility and quality of its healthcare. Unfortunately, India lags in this aspect, with only 20 doctors and nine hospital beds available per 10,000 people. To dissect these challenges at the grassroots level, our ISDM cohort embarked on a journey to Alwar, Rajasthan, a region that has witnessed incremental improvements in public health services over the last decade. Despite progress, the current infrastructure remains insufficient for the needs of the population.

Unveiling Alwar's Healthcare Challenges

Traversing the landscapes of Alwar, the intricate tapestry of healthcare challenges begins to unfold. An encounter with an elderly woman on a bus to Jhiri village epitomizes the struggles faced by the locals. She narrates her futile visit to a Primary Health Centre (PHC), devoid of a doctor. Hours later, she departs without consultation, racing against time to catch the last bus. This incident becomes a microcosm of the larger healthcare plight in Alwar.

A Consequence of Limited Awareness

A significant number of rural inhabitants in Alwar turn to private health facilities, driven by low awareness, particularly concerning mental health issues impacting children's education. The lack of awareness and facilities in communities and health institutions places children with mental disabilities at constant risk. The narrative unfolds with tales of limited treatment options, amplifying the vulnerability of these children.

A Perilous Journey

Maternal health emerges as a focal point of concern, with 1.6% of deliveries in Alwar occurring at home due to inadequate medical care and limited transportation options. Instances of pregnant women being shifted to private hospitals over 50 kilometers away due to the absence of medical staff at PHCs reveal the dire consequences of a faltering public healthcare system. Tragically, some pay the ultimate price—mothers and unborn babies losing their lives due to systemic failures.

Mobility-Centric Healthcare

As tales of despair and systemic failures echo through Alwar, a resounding call for a paradigm shift emerges. The conventional population-based healthcare model must evolve into a mobility-centric one. The mere availability of healthcare facilities proves insufficient when limited transport options render them inaccessible to those in remote areas. It is in these far-flung regions that lives are lost due to the unbridgeable gap between healthcare availability and mobility.

From Realization to Action

The stories from Alwar underscore the urgency for transformative action in India's healthcare landscape. The realization that accessibility extends beyond physical presence to mobility becomes paramount. A mobility-centric model holds the potential to revolutionize healthcare delivery, particularly in remote areas where lives hang in the balance due to inadequate transport options.

Beyond Statistics to Lived Realities

The journey through Alwar reflects a transition from statistics to lived realities. The struggles of an elderly woman on a bus, the challenges of children with mental disabilities, and the perilous journeys of pregnant women are not mere data points but poignant stories that breathe life into the healthcare conundrum. ISDM, through initiatives like 'Realizing India,' bridges the gap between numerical indicators and the profound human experiences that define the quest for accessible and quality healthcare.

The 'Realizing India' initiative by ISDM transcends the confines of traditional education. It ventures into the heartlands, unraveling narratives that seldom find a place in mainstream discourse. The healthcare revelations from Alwar epitomize ISDM's commitment to nurturing leaders who grasp the intricacies of India's developmental challenges. It underscores the need for holistic, community-driven solutions, creating ripples of change that emanate from the grassroots.

As we navigate through the labyrinth of Alwar's healthcare challenges, it serves as a subtle reminder that the realization of India's potential lies in the hands of transformative education. ISDM, through its immersive programs, becomes a beacon, guiding the way to a future where healthcare disparities are addressed, and every individual, regardless of geographic location, can access quality medical care. In realizing India's healthcare potential, ISDM continues to be a catalyst for change, fostering leaders who carry the torch of accessibility, equity, and transformative action.

Koushik Hore | Published: 17 January, 2024

“ The people of India resolved to constitute India into a Democratic, Republic and to secure to all its citizens ‘Liberty of thought, expression, belief, faith and worship; Equality of status and opportunity’, and to promote ‘Fraternity, assuring the dignity of the individual’.  […] The right to freedom of speech and expression, the right to form associations and unions, the right to assemble peaceably and without arms. […] Everyone is entitled to his thoughts and views. There are no barriers. Our Constitution guarantees that.”

The following are parts of the historic judgement delivered by the Supreme Court (SC) in the case of the “State of Madhya Pradesh vs Ramashankar Raghuvanshi” on February 21, 1983. The judgement was delivered by Justice Fazal Ali, who was believed to be a ‘card-carrying communist’. The recipient, a municipal school teacher, Ramashankar Raghuvanshi, had been dismissed by the Madhya Pradesh government in 1974 for having ‘taken part in RSS activities’ – after which he had appealed to the SC.

My awakening from the classes at ISDM concerns the actions based on our ‘isms’ (which indicate the body of principles, practices and ideologies we believe in), in comparision to those based on values we are all born with as human beings (the universal values). I have understood why I shouldn’t take a stand based on my ideology or ‘isms’ – and instead base it on my values. In a way, instead of focussing on ‘what’ to achieve, I need to put my attention on ‘how’ to achieve.

In our day-to-day lives, we all carry certain biases based on our ideologies – and our tendency is to simply go with that initial reasoning and start judging the ‘others’ or the ‘opposites’. In a way, this tendency makes us blind and stops us from listening to and understanding others. The stronger our conservative beliefs, the firmer our convictions – and this is precarious.

We start thinking that the ‘others’ or the ‘opposites’ get what they deserve. We all remember the shocking images of the drowned Syrian boy and those showing the tragic plight of the refugees, or the tragic news of the Rohingya refugees of Myanmar, or news of the assassination of senior journalist Gauri Lankesh – all of which spread on social media. Often, these convictions lead to large-scale devastation. In the late 19th and 20th centuries, we have seen devastation on mammoth scales, based on the maddening fights between ideologies to prove which one is a panacea! One ‘ism’ trying to prove its supremacy over others has often lead to holocausts, mass annihilation, world wars and religious, political, ethnic and cultural fanaticism.

India, on the other hand, through her pillars of democracy and modernity, spoke of a different world view which supported peace and human values. In 1893, at Chicago, Swami Vivekananda proclaimed the message of universal tolerance and internationalism. In “The Story of My Experiments with Truth“, Gandhi pointed out that his path is based on two ideals – ahimsa (non-violence) and satyagraha (search for truth). He also stated that truth is not rigid, fixed or static – it is ever changing. Another pillar of modern India, Rabindranath Tagore, developed the concept of “Viswa Bharati”, which considers the whole universe as a teacher. None of them claimed any ‘ism’. Rather, they spoke of values like oneness, agency, dignity, freedom, equity and fraternity for oneself and others.

Based on my reflections and learning in the past few weeks, I feel that the way forward for us as humanity has to be based on kindness, healing and making peace. I find affirmation in His Holiness the Dalai Lama’s message and words which convey the same thoughts for the world. This can only be achieved by embodying the values of the inner being and their appropriate manifestation in the outside world.

Embodying the values is synonymous to feeling the greatness within oneself. Acceptance of the self is the foremost step towards being more accepting and spreading oneness in the world. We can then accept the same greatness within each human being and recognise that there is no difference between people. We are all made up of the same consciousness and our needs and values are completely similar. Until we do this, we won’t be able to empathise with the ‘other’ and connect with the ‘opposite’.

Empathy is the key to the new world order. Through value-based learning, we can connect deeply to the needs and feelings of the other, empathise and have a dialogue. The future of the earth is critically clinging to this ability for dialogue and making way for peace and harmony, instead of separating and fighting.

by Gaurav Shah | Published: 04 January , 2024

The Pervasive Dilemma in Social Organisations

Social organisations in India find themselves at a critical crossroads, entangled in a dilemma that defines the scope and impact of their work. The struggle to balance depth and width in addressing complex social issues is a common narrative among passionate social entrepreneurs. As they navigate the intricate web of challenges spanning education, health, livelihoods, gender, child protection, and nutrition, a fundamental question emerges: Should organisations cast a wide net, attempting to address multiple facets of a problem, or should they focus their efforts on a specific domain?

Social Organisations at a Crossroads

In recent encounters with bright and passionate social entrepreneurs, the perennial question of defining the scope of work and vision takes center stage. Addressing complex social issues involves navigating a myriad of factors across various domains such as education, health, livelihoods, gender, child protection, and nutrition. The challenge emerges: Should social organisations opt for a broad approach, addressing multiple factors, or focus efforts on a specific facet of the problem?

From Bridges to Holistic Endeavors

Delving into the context of an organisation aiming to uplift children trapped in the grim reality of rag picking, the journey unfolds. The initial step involves understanding why children end up as rag pickers—rooted in chronic inter-generational poverty, the absence of livelihood opportunities, parental disbelief in education, and a dearth of good schools. The organisation initiates bridge centres to facilitate entry into mainstream schools, eventually transforming into a bridge plus remedial centre.

The scope further expands to include skilling programmes for women and a health centre providing affordable medicines to the local population. This evolution, on the surface commendable, introduces a host of issues, from founder-centric operations to a lack of a coherent narrative linking diverse initiatives.

Options in Focus

In the quest to address the depth versus width dilemma, the choices are critical. Several options present themselves, each with its implications:

Option 1: Specialised expertise for lasting impact

Choosing one intervention and building expertise over time, such as running bridge centres, offers the potential to ensure no child from vulnerable communities remains out of school. This specialised focus aims for a targeted and lasting impact.

Option 2: Building credibility and holistic change

Commencing with Option 1, organisations can gradually build credibility and leverage success to raise funds for broader initiatives. This option involves creating a compelling story of change and establishing an organisation capable of holistic transformations.

Option 3: Collaborative synergy for comprehensive change

Beginning with a specific intervention internally, organisations can collaborate with partners to manage additional areas of work. This collaborative approach involves leveraging a network of partners for skilling programmes, health initiatives, and women empowerment, fostering synergies for comprehensive change.

Depth for sustainable impact

Addressing the depth versus width dilemma necessitates profound consideration. The chosen path becomes the fulcrum between short-term, reversible benefits and sustainable, scalable change. The knowledge, skills, and frameworks required to run specific interventions differ significantly, demanding a thoughtful strategy for each.

The quandary of founder-centric models

The transition from a narrow focus to a holistic approach brings its own set of challenges. Founder-centric models, propelled by passion and intent, often lack the requisite knowledge, skills, and infrastructure for managing multi-sectoral operations. The founder, driven by adrenaline, may find the demands of organisational building overwhelming, leading to a struggle for sustainability and growth.

Crafting impactful narratives

The complexity inherent in balancing depth and width goes beyond strategic choices; it permeates the narratives crafted by these social organisations. Beyond the operational decisions, the narrative becomes a powerful tool that defines the essence of an organisation. The tapestry of choices woven by these organisations should not only reflect their effectiveness but also resonate with the lives they aim to transform.

Diving into Development Management

Within this intricate web of choices and challenges, the paradigm of development management emerges as a crucial element. Development management encapsulates the strategic orchestration of efforts to drive impactful change in social organisations. Integrating development management principles becomes imperative in charting a course through the complexity, ensuring that initiatives align with overarching goals.

As the sector grapples with these decisions, the narrative crafted becomes pivotal. It's more than a strategic choice; it's a narrative that defines an organisation's essence. The tapestry of choices organisations weave should align with their mission, vision, and the communities they serve.

To delve deeper into the nuances of social development, consider ISDM's Post-Graduate Program in Development Management. Unlock insights and perspectives that go beyond the conventional, equipping you for impactful contributions in the social sector.

“Do or do not, there is no try.” – Master Yoda

They say change is the only constant in life. We understand reality from our experiences, but we do not observe how these experiences structure our perception. For me, two instances in particular have changed how I perceive reality and how an awareness of the changes around me has had a profound impact on my core values.

A captivating session got over, and the array of insights we came up with were brilliant. The insights alone made me ecstatic, when Mr Behar, an eminent individual and former chief secretary of the government of Madhya Pradesh, said, “We should be very careful with the words we use.” This started a line of self-enquiry in my mind about the words I use – and how some words, although primitive, had an insurmountable effect on others. This self-inquiry created an awareness which was incomprehensible to my ‘engineer way’ of understanding.

Comprehending the idea that I was listening to my own thoughts was, in a way, scary to start with. But it was also a unique and powerful experience. It was my first conscious experience. My mind was still and the clarity that ensued was incredible. I was hooked on to replicating the experience.

The next encounter was a boomerang – a ray of light clearing the cloud of confusion I was experiencing. It was a workshop on ‘transformational leadership’ by Dr Monica Sharma. The first question she posted to us was to introduce ourselves. There was a lesson to be learned in that we should be addressing ourselves as – ‘My name is..’ rather than ‘I am..’. This is because we are more than our names – an unique individual who’s standing for their own unique values.

The next question, that seemed like a no-brainer, was probably the most difficult question to answer. She asked me, “What values do you stand for?” This seems like a simple question, but I can assure you it really isn’t. When my turn came, I stood in front of the class and said, “My name is Roopesh Kumar, and I stand for authenticity in myself and others.” When I announced it to the class, there was surge of power in me. It was similar to finding a needle in a haystack, but I was able to channel my inner-being clearly. I was able to see that I had been making critical decisions from my stand. The third question was to declare the fears that were stopping us from taking courageous action. The hesitation to take action previously was as a result of the fears overcoming my inner being. Labelling them helped me become wary the next time my fears acted up.

Between the encounters mentioned above, there were several pieces of knowledge that I received in the fields of economics, politics and law. This helped me create several lenses by which I could look into a context.

Here, I would like to share my experiences in class with my friends who act as fantastic sounding-board. One fine day, I was discussing the issue of open defecation with my friend. He quickly suggested that it is a easy problem to solve. I was curious and quite surprised to hear that he had a solution to a problem. I knew that a lot of my peers had been working on the field to find a sustainable solution to this problem for a number of years. The solution he suggested was to build toilets in every household – and in addition, also build community toilets.

When I heard about his reasoning to the problem, I was, in a way, seeing myself, as I would have had similar kinds of solutions without an understanding of the socio-economic and the socio-political fabric in society in which we are working. To this end, I explained to him how an NGO, which was trying to build toilets in Madhya Pradesh, was unsuccessful in tackling open defecation. In that village, building toilets curtailed the possibility of women building a rapport with each other. Instead of bringing about a social and cultural shift, the NGO focused all its resources on quick fixes which eventually backfired. This real-life example of his idea which an NGO tried to implement made him realise that his solution to the problem was counter-intuitive and that the problem was actually quite complex.

In another similar discussion, we were discussing the problem of increasing population. Again, the suggestions were family planning, provision of condoms, and so on. I elaborated to them that the fundamental issue of population is related to the right of women to make choices. The response to that angle was remarkable, and we had a long conversation about this.

More than helping my friends understand the importance of context, I observed that I was personally able to identify flaws in the system and why a particular thinking might not work in the context we are working in. This shift in my perspective is a result of a slow metamorphosis. This has been steady – and the process has been sustainable due to collaboration with my cohort, and more importantly, the group work that I am involved in. It has helped me work more efficiently, and the team has consistently pushed me ahead to help me be in the position I am in. The challenges we face as a group have been incredible. I have learned a lot from my group – particularly in terms of practising powerful-speaking to capture the essence of my idea and successfully communicating it to the group.

In the field of social development, the reality is that change is a painstakingly slow process. This applies to both the self as well as the society. The realisation here is that development is not just extrinsic in nature – it starts from the self and expands outward. To do this by channeling my inner being took me some time to comprehend.

The changes are visible to myself and my friends and family who are observing the shifts in my perspective. One of the insights that was shared helped me observe my evolution. It was to look up to your role models and derive universal values from them. I sincerely hope that we will perspire to be in our positions – and express ourselves brighter than a million suns.

Published: 23 January, 2024

Days came and nights passed. Everything was moving but me. I was stuck in my cubicle with heaps of books around, preparing for the UPSC exams. I was in my own bubble – studying for the exams, being with myself or meeting people who I thought were ‘like-minded’. I was quite judgmental, labelling and putting people into boxes and categories.

Did I enjoy being like this? No! All of this was troubling me and I didn’t like this attitude, but I couldn’t help myself. At a certain point, staying with a large group of people became a phobia for me.

When I got a call from ISDM, I was happy and excited. But I was also scared of meeting so many strangers. However, I was tired of what I had been doing and wanted a change in my life. I think that the best part in me is the capability to see myself, analyse my strengths and areas of improvement. I constantly work towards becoming better. The decision to join ISDM was an opportunity for me to be open to people, create new experiences and learn.

While the initial ice-breakers helped me talk to people – which, otherwise would have been difficult – I still found myself uncomfortable in engaging meaningfully.

Of all the concepts that I learnt during the orientation week, ‘socio-emotional intelligence’ got me thinking about my feelings and emotions. I asked myself ‘why I feel what I feel’ and ‘how I can grow into a better person’. As the concept unfolded, I learnt how my emotional tension was pulling me away from connecting with people.

Through context presentations, I connected with the beautiful journeys of ‘ISDM-ites’ and how their life experiences shaped their thoughts and opinions. This helped me connect with people beyond knowledge-pieces, views and opinions. I could see my emotions being reflected in them.

Today, I can proudly say that I have moved ahead from where I started.

Has this been easy? Certainly not. It is very easy to fall back on old habits and be in the ‘comfort zone’.

There are extremely painful days when my perceptions are challenged – when I can no longer be with people or when I see my old self in others. But there are many more beautiful days when I can see a shift in myself and be my most authentic self. I can shed my ego and be more open to other’s opinions. I am moved by love!

Today, all is not perfect. When I see myself falling into that trap, I make a conscious effort not to. I certainly have changed!

“Shedding these old dry leaves of doubt and suspicion,

I have embraced the blossoming spring,

Where every emotion comes floating to me in a cool breeze,

I open my colored petals one after another with each gentle touch.

Let this breeze be there for eternity,

And the season of bloom never end.”

A ‘professional’ is someone who is part of a profession. So, what really is a ‘profession’ – and why are some areas of work defined as ‘professions’ (lawyer, doctor, etc.) and others as ‘vocations’ (cobbler, carpenter, among others)?

Technically a ‘profession’ is an area of work which fulfils some of the following requirements:

1. It requires a fairly formal, time-taking and (typically) tough process of preparation (generally academic).
2. It is bound by a code of ethics created and enforced by people within the profession.
3. Knowledge building and subsequent innovation is done by people within the profession for the profession itself – and not by people from outside the profession.

Being part of a profession becomes aspirational, because it has a certain exclusivity to it – much like the social clubs and groups we engage with. I am part of a club because I am really good at something (music, theatre, rock climbing, etc.) – and that differentiates me from the others who are not part of the club. Not many would aspire to join a club that anyone can join!

This is one of the big reasons why bright young individuals don’t want to enter the realm of teaching. Teaching is one of the most complex professions which demands a unique combination of educational perspective, understanding of curriculum and pedagogy, subject matter knowledge and a large amount of patience! Yet, the process and criteria for becoming a teacher is ridiculously low.

The same holds true if one wants to be a ‘social worker’. While the term has a technical definition, in the current context, it has become an all-encompassing term for any and everyone associated with social development or the social workspace.

Even though this profession is considered noble, people harbour a lot of pre-conceptions and assumptions about the profession. Stereotypes associated with social work can be particularly frustrating and hilarious at the same time. Here are some of the comments which people have made to me regarding the profession:

All That’s Required To Enter The Social Space Is Good Intent And A Good Heart!

That’s as good as saying that my love for cars automatically makes me a good automobile engineer! Or if I love suing people, then I am a great lawyer!

Just like engineering and law, becoming a relevant social worker should include strong academic preparation in the fields of development studies, social work, public policy, development management and others. Each of these areas requires a lot of technical hardwork, if one wants to develop the relevant knowledge and skill-sets required to deliver sustainable social impact and progress for the nation.

My Desire For A More Relaxed, Balanced Life Is Driving Me To The Social Sector!

One of the biggest challenges in the social sector is that it brings you face to face with the realities of life. A friend once told me that she couldn’t imagine working in the sector because it’s so disturbing.

It is this reality which will drive you to work harder than you ever have. This is because you can see that, at some level, your work is helping to improve the lives of the underserved and the underprivileged. Sleepless nights, crazy adventures, physical fatigue, friends unheard of in unseen places and immense satisfaction – you should expect all of this (and more) in the social space! At a personal level, the social sector has demanded more from me than the corporate space.

Wow – You Must Be Such A Nice Human Being To Be Working In This Sector!

People everywhere have the same level of complexities, insecurities, strengths and failings.

In the corporate sector, if money is the prime motivator, you can build a fairly successful career by staying indifferent to your job. However, to stay in the social sector for a long time, a passion for social change and genuinely connecting with the people you are working with/for are necessary preconditions.

However, under no circumstance does this make one a saint. One should choose to work in this space only if they really want to work here and the work gives them happiness. Reasons like guilt (‘we have got so much, we must give back’) and social power (‘if I won’t do it, who will’) are useful but not necessarily sustainable reasons to work in this sector.

If You Are A Social Worker, Why Do You Want Money? Isn’t Satisfaction Enough?

Just like anyone else, social workers also live in a social reality. Therefore, it is to be expected that they also have to deal with individual, family and social expectations, while having their own desires – and why shouldn’t they!

The choice of working on the toughest problems facing large sections of society is challenging enough. On top of that, why should a huge financial sacrifice be part of the initiation as well?

The complexity of issues that this sector faces is mindboggling. It really needs the brightest minds to come and work here. Therefore, we need to find ways of attracting the right talent, rather than trying hard to keep them away.

Many people have made a conscious choice of working in this sector for their personal reasons. This in turn reflects what they want to do and where they want to work. Hence, the choices of these people may not necessarily subscribe to the stereotypical notions mentioned above.

Just like we call people ‘banking sector professionals’ and ‘legal professionals’, can’t we just be called ‘development sector professionals’? It just has a much more pleasing and ‘professional’ ring to it!

It takes much more than just a simple desire to balance your life, if you want to participate in such activities.

Collaboration, not competition, is the emerging philosophy in the social development sector. However, given the celebration (and glorification) of the benefits of competition specially from the corporate sector and the competitive culture imbibed in us by our schooling system, it becomes an almost impossible task to switch tracks to a different life philosophy in mind and in practice. 

This article has been originally posted on Youth ki Awaaz

We’ve constantly been told that competition is what exclusively leads to innovation, helps improve efficiency, builds an outcome orientation, brings about human progress but is it really true in all contexts? Does everything need to be a zero-sum game? Let’s try and explore the need for collaboration and a collaborative work ethic specially in the social sector:

• Magnitude of the Problem (Absolute and Relative): ~27 Cr Indians live under extreme poverty (2012, $1.25 per day PPP), 10 Lakh youth are entering the workforce every month (Labour Ministry) looking for productive job opportunities, ~48% of Indian students can’t read books meant for 3 classes below (despite near universal enrolment), Infant mortality of 40 out of 1000 births (2013, Niti Aayog),  India ranks 131 out of 185 countries on the Human Development Index (UNDP), India ranks 97 out of 118 countries on the Global Hunger Index (International Food Policy Research Institute)..the numbers are staggering. The humongous scale and magnitude of the issues clearly denotes that they cannot be solved either by individuals or organisations working in isolation.

• Holistic Model of Development: The development sector largely works in an issue based manner with organisations focussing on sectoral (education, rural development, health, environment etc.) interventions to bring about improvements in societal and human conditions. This is partly due to the availability (or lack thereof) of financial resources and technical expertise (while we agree that every sector is important, where do we get the money and the knowledge to deal with different issues?). However human beings and their lives cannot really be split into these sectors. It’s the same person who has an education, health, livelihood or an addiction issue and thereby its imperative for different organisations working in a geography on different issues to come together to pool their physical, financial and knowledge resources to devise a holistic model of development and work together to deliver it. Working in this kind of a collaborative ecosystem would be more sustainable and amenable to scale. It would also help deal with the issue of these problems being “wicked”! (e.g. working only on education in a rural area in the absence of meaningful livelihood creation might lead to excessive migration and the abandonment of social structures)

• System’s view of stakeholders: When dealing with social issues, it’s important to clearly define and understand the overall family of stakeholders being effected by your actions (Who are the various people/organisations which might be directly or indirectly effected by this intervention and thereby might want a say in how its designed and implemented?). Its helps view issues from a broader systemic standpoint thereby creating the possibility of designing interventions which are more inclusive, based on a wider dialogue, accepting of the concerns of a larger system of stakeholders and thereby having a larger chance of success. Interventions like this would require a deep understanding and appreciation of the need to collaborate and take various people ahead together

• Social construction of knowledge in context: Development sector work requires a social construction of knowledge because there is a need for collective meaning-making, in context. This, therefore, means that while there may be a broad Theory of Change about something, it will play out the way it will because people make their own meaning about it. Development Management has a role to play in being able to facilitate the meaning-making process and ensuring that appropriate, contextually relevant outcomes become possible.

Besides the more obvious instrumental reasons for Collaboration, one should not overlook the basic intrinsic reason behind encouraging this work ethic – just the fact that a collaborative society would potentially be a more peaceful and harmonious society based on the efforts of better human beings!

Its clear that the need for collaboration is based on both a number based practical need as well as a conceptual underpinning of how we could potentially look at approaching development issues to ensure good quality sustainable social impact at scale. Am not sure it is an option any more. If we are serious about improving lives and social conditions then it’s imperative that we join hands and collaborate. Else we stand the danger of becoming an irrelevant self-perpetuating sector at the risk of losing its reason for existence.