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.

by Gaurav Shah | Published: 04 January , 2024

Collaboration as the Catalyst for Social Impact

In the dynamic landscape of the development sector, collaboration emerges as a powerful force, often cited as the linchpin for sustainable and scalable social change. However, the path to effective collaboration is not always clear, and the sector grapples with finding models that transcend the realm of unfulfilled promises. This blog explores five collaborative models, each offering a unique approach to fostering sustainable impact, shedding light on the processes needed to bring them to fruition.

1. Technical Collaborations: Bridging Skill Gaps for Mutual Growth

The first model revolves around addressing specific technical shortcomings within organisations through partnerships. For instance, when organisation A struggles with fundraising, a collaboration with organisation B, specializing in fundraising, creates a symbiotic relationship. These collaborations thrive on a clear quid-pro-quo dynamic, sustaining themselves as long as there is a mutual need.

2. Relationship-Based Collaborations: Nurturing Connections for Collective Progress

Driven by the necessity to connect with specific stakeholder segments, relationship-based collaborations become the focal point. When organisation A, equipped with funding, aspires to enhance education in a district, teams up with organisation B, possessing expertise in government relations, becomes instrumental. These partnerships, rooted in softer skills like relationship building, evolve gradually, often shaped by the equation between the leaders of the collaborating organisations.

3. Sector-Specific Collaborations: Uniting Forces for Sectoral Transformation

• Bringing Expertise Together: Sector-specific collaborations center around bringing organisations operating in a particular sub-sector together.
• Ideation and Implementation: This model aims to articulate sectoral challenges, ideate on solutions, and collectively implement and advocate for change.
• Diverse Perspectives: Such collaborations harness diverse expertise, offering a platform to learn from different perspectives and present a united voice to influence the external ecosystem.

4. Geographic Collaborations: Holistic Development in Local Contexts

• Localized Holistic Approaches: Geographic collaborations focus on uniting organisations working in specific geographical areas, be it a district, state, or region.
• Systems Thinking: The objective is to develop a holistic, systems thinking-driven, cross-sectoral view of development for that particular geography.
• Silo-less Solutions: This approach rests on the belief that understanding local context is paramount in the development space, where standardized approaches often fall short.

5. Ecosystem Collaborations: Orchestrating Comprehensive Development Initiatives

• Inclusive Stakeholder Engagement: Ecosystem collaborations transcend organisational boundaries to bring together stakeholders across the development spectrum.
• Comprehensive Decision-Making: The goal is to ensure comprehensive discussions covering all viewpoints, fostering decisions that encompass the diverse facets of development.
• Power of Intervention: Imagine the power of an intervention which has political buy-in, is supported by the government machinery, has a funder backing it, and has been evolved ground up using participatory approaches.

From Bilateral to Strategic Relationships

Transitioning from technical collaborations to ecosystem collaborations amplifies the complexity of stakeholder management. The move involves handling multiple parameters, including the number of stakeholders, diverse viewpoints, varied agendas and egos, and a shift from transactional to strategic relationships. Challenges emerge in decision-making, sustaining interest, and motivation over time. However, the potential benefits and possibilities of bringing about sustainable social change on a large scale also increase with this progression.

The Founder-Centric Quandary

The shift towards holistic collaborations introduces challenges, particularly in founder-centric models. Often driven by passion and intent, these models may lack the necessary knowledge, skills, and infrastructure to manage multi-sectoral operations. Sustainability and growth become elusive, highlighting the need for a more strategic approach to organisational building.

Beyond Collaboration Models

Beyond the strategic choices in collaboration models, the narrative crafted by social organisations becomes a potent tool. The narrative not only defines an organisation's essence but also resonates with the lives it aims to transform. This storytelling aspect is crucial, going beyond operational decisions to create a compelling story of change.

Development Management Paradigm

Amidst the complexities of collaboration, the paradigm of development management emerges as a crucial guiding force. Development management entails the strategic orchestration of efforts to drive impactful change in social organisations. Integrating development management principles becomes imperative, aligning initiatives with overarching goals and navigating the intricate web of challenges.

Steering Towards Sustainable Change

As the development sector grapples with collaboration models, the narrative takes center stage. It goes beyond being a strategic choice, becoming a narrative that defines an organisation's essence. The choices organisations make should align with their mission, vision, and the communities they serve.

Embark on a Collaborative Learning Journey with ISDM

For a deeper dive into the intricacies of social development and collaborative strategies, explore ISDM's Post-Graduate Program in Development Management. Equip yourself with insights that go beyond the conventional, empowering you to make meaningful contributions in the social sector. Discover more at ISDM and embark on a transformative journey.

Tias Dutta, Christie Maria James and Souparno Chatterjee | Update: 04 March, 2025

Exploring Career Opportunities in the Social Sector in India

The social sector in India has undergone a significant transformation over the last few years, offering diverse and exciting career opportunities to individuals from various backgrounds. Whether you are a student or someone with prior work experience, the social sector presents numerous intriguing job roles that go beyond mere financial success. This article will shed light on the evolving landscape of the social sector and how pursuing a career in this field can bring not only professional success but also personal fulfillment.

From Earning a Living to Making a Difference

Recent studies have highlighted the changing perspective of millennials when it comes to their careers. Four key factors have emerged as crucial elements that make a job fulfilling for this generation:

1. Engagement: Millennials seek leadership and management that aim to make a positive impact on their lives and the world.
2. Integrity: The quality of adhering to moral and ethical standards is highly valued.
3. Community: Being part of a company recognized as a thought leader or industry standard contributes to job fulfillment.
4. Giving Back: The desire to impact the lives of others, whether through community involvement, fostering workplace relationships, or contributing to societal issues, is a fundamental driver of job satisfaction.

This shift from a sole focus on financial success to a desire for fulfillment and purpose is evident among Gen Z job-seekers as well. They are more inclined to seek roles that align with their values and offer opportunities for creativity and innovation.

Why is the social sector the top career choice today?

Embracing a Purpose-Driven Career in the Social Sector

The social sector is now the ideal destination for those who crave meaning and purpose in their work. Young professionals are choosing roles that allow them to pursue a higher purpose through innovative ideas and creative solutions. This shift is a reflection of changing philosophies and mindsets, which have also led to the development of educational courses that train individuals to become catalysts for enduring change.

If you are considering a career in the social sector in India, now is the perfect time to take the plunge. By enrolling in a Post-Graduate Course in Development Management at the Indian School of Development Management (ISDM), you can equip yourself with the knowledge and skills needed to thrive in this field.

Why the Social Sector Needs Skilled Leaders

A successful career in the social sector demands not only passion and dedication but also the right training and education. Traditional development administration principles are no longer sufficient. The sector requires an agile and customized approach to address complex situations effectively. The Post Graduate Program in Development Management offered by ISDM is designed to train individuals to become global change-makers.

The Role of Development Management

While development often revolves around economic growth and social and political ambitions, Development Management goes a step further. It focuses on a continuous process that assesses societal development to increase productivity and achieve economic and social freedom. Rather than being project-based, it adopts a process-based management system to eliminate stagnation in public service systems.

Preparing Future-Ready Managers for the Social Sector

Today, India's social sector comprises not only grassroots NGOs but also a diverse mix of civil society organizations, social entrepreneurs, technologists, activists, donors, philanthropists, policy-makers, researchers, academics, and scientists. This diverse ecosystem requires leaders and managers who can cater to the sector's specific needs.

Insights from Mr. Ravi Sreedharan, Co-founder of ISDM

In a TED talk, Mr. Ravi Sreedharan shares his journey of transitioning from a 24-year corporate career to the social sector. With an MBA from IIM Ahmedabad and a B. Tech. from IIT-BHU, he offers valuable insights into the evolving landscape of the social sector.

Indian School of Development Management (ISDM) stands as a pioneering institution built on collective wisdom and philanthropy. ISDM has established itself as a symbol of excellence, dedicated to training individuals to become future change-makers. Its unique curriculum and pedagogy are tailored to the needs of students aspiring to excel in Development Management.

The Flagship Program: Post Graduate Program in Development Management

The Post Graduate Program in Development Management is a groundbreaking initiative globally, blending development principles with management theories. This program is ISDM's flagship offering, meticulously designed by leading academicians and practitioners.

The program aims to produce committed management professionals capable of navigating non-linear complexities, diverse geographies, and cultures. Graduates are prepared to tackle the complex challenges of social change, design effective interventions, and lead organizations toward sustainable social impact.

ISDM Alumni Making a Difference

Shreya Verma
PGP DM, Class of 2019

Before joining ISDM, Shreya was a graduate and a fresher. After completing the PGP DM program, she secured a position with the Ministry of Social Justice & Empowerment, Government of India, as the State Coordinator for Jammu & Kashmir.

Read her story: https://www.isdm.org.in/alumni/shreya-verma

Rajneesh Kumar Vishwakarma
PGP DM, Class of 2022

Rajneesh Kumar Vishwakarma, a PGP DM graduate from the 2022 batch, has built a diverse career spanning entrepreneurship and leadership roles. With a background in Climate Change and Sustainability Studies from TISS, he founded Banaras Kitchen Corner before transitioning to the development sector. Currently, he is a Project Lead at Srijan, contributing to impactful initiatives in the space.

Read his story: https://www.isdm.org.in/alumni/rajneesh-kumar-vishwakarma

Defying Myths: Many ISDM students are breaking the myth that you can only enter the social sector immediately after college and that certain educational backgrounds are prerequisites for success in this field.

Diverse Career Opportunities in the Social Sector

ISDM graduates have the opportunity to explore a wide range of roles and organizations in the social sector. Here are some examples of career paths chosen by our alumni:

1. CSR Fund/Foundation: Organizations engaged in grant distribution and funding processes to receive financial assistance from the corporate sector.
2. Social Welfare Organizations: Entities focused on promoting social welfare for the betterment of communities.
3. Policy Consulting Firms: Organizations collaborating with government agencies and NGOs to develop and implement public policies, particularly in healthcare or environmental issues.
4. For-Profit Social Organizations: Entities with a social purpose that operate for profits.
5. Social Advocacy: Organizations defending the rights of disadvantaged or discriminated communities.
6. Not for Profit/NGOs: Organizations curating projects that provide aid to underprivileged communities, both in underdeveloped and developed countries.
7. Impact Investing Firms: Firms investing in companies or organizations addressing social or environmental issues.
8. Social Impact Consultancies: Organizations dedicated to creating social improvements for various stakeholders.
9. Social Enterprises: Entities aiming to maximize profits to fund social programs while benefiting society and the environment.
10. Education/Think Tanks/Research: Independent organizations dedicated to enhancing academic standards and graduation requirements, improving assessments, and strengthening accountability.
11. Bilateral Agencies: Organizations financing projects contributing to the economic and social development of recipient countries.

Purposeful Careers for PGP DM Graduates

The Post Graduate Program in Development Management equips students with the knowledge and skills to excel in various roles within the social sector, including:

1. Programme Operations and Management: Understanding the organization's strategy and translating it into program design, implementation, evaluation, monitoring, and review.
2. Communications and Engagement: Defining and managing the organization's overall communications strategy to build its brand.
3. Fundraising (Retail and Corporate): Building fundraising strategies and engaging with donors and funders to secure financial support.
4. Strategy & Data-Based Decision Making: Charting out the organization's strategy and using

In a rapidly evolving social sector, purpose and fulfillment drive meaningful careers. ISDM's Post Graduate Program in Development Management offers the tools and knowledge to become a catalyst for change. With its innovative curriculum, experienced faculty, and strong placement networks, ISDM is your gateway to a rewarding, impact-driven career.

Placements at ISDM

Published: 04 January , 2024

Embracing the Social Sector

In the realm of diverse causes and global challenges, a growing number of individuals, both students and professionals, are driven not just by a paycheck but by a yearning to make a meaningful impact. The millennial generation, often deemed Gen Y, is increasingly drawn to the development sector, fueled by a genuine desire to address the world's most pressing issues and outshine their peers through exposure and experience. Success, for this cohort, is not solely defined by financial gain but by becoming catalysts for social change.

Over the past five to eight years, the Social Sector has undergone a profound evolution. While Social Purpose Organisations (SPOs) still dominate, the sector has become a mosaic of opportunities, welcoming individuals from various backgrounds, each with unique hopes, aspirations, skills, and visions for change.

The Social Sector's Allure

Nitisha Pandey, a B Tech graduate in Computer Science and an alumna of ISDM's Class of 2017, serves as a testament to the sector's allure. Working at Nomi Network as a Senior Programme Manager and Menstrual Health Educator, Nitisha initiated the 'Green Period Project.' This initiative aimed to raise awareness and action for eco-friendly menstrual products in North East India, securing funds to provide these products to 50 women in Kalimpong and Dimapur for five years. Nitisha's journey also involved speaking engagements at various forums, amplifying conversations around Education, Health, Climate, and their intersections with menstrual health.

The Social Sector, she contends, is not merely a professional landscape; it is a realm bursting with exciting career opportunities that hold the power to effect lasting social change. The sector's growth has given rise to a pool of bright minds, showcasing diversity and skill comparable to any other industry. Consequently, Social Purpose Organisations are actively seeking niche talent to fortify their ranks, individuals who can devise strategies to lead teams and foster transformational impact at the grassroots level. In essence, leadership and management skills emerge as the linchpin of Development Management. And here is where ISDM, the Indian School of Development Management, takes center stage.

ISDM's Role in Shaping Social Change Leaders

ISDM, through its 11-month full-time Post-Graduate Programme in Development Management, plays a pivotal role in shaping leaders poised to transform the social sector. As Shrikantha Raipurkar, an ISDM student, notes, the set of skills required for the Social Sector operates on different principles due to the complexities involved. Retrofitting a broad corporate philosophy, as often taught in traditional MBA programs, falls short. Management for the Social Sector demands a tailored approach to master the unique challenges exclusive to this domain.

Ravi Sreedharan, Co-founder of ISDM, provides insights into the nuanced interpretation of Development Management for the Social Sector. With a 24-year corporate career, including significant roles at HSBC, Ravi transitioned to the social sector in 2011, joining the Azim Premji Foundation. His journey reflects the necessity of adopting business management practices specifically designed to address the issues of the Social Sector.

Crafting Change-Makers: ISDM's Vision

ISDM envisions itself as a pioneer institution forged through collective wisdom and philanthropy. It contends that the Development Sector must imbibe and adapt Business Management Practices meticulously crafted to resolve the sector's challenges. ISDM has cultivated an identity synonymous with excellence, offering a first-of-its-kind curriculum and pedagogy tailored for students aspiring to excel in Development Management.

Mr. Ashish Dhawan, a key advisor to ISDM and India's leading philanthropist, echoes the importance of leadership in the Social Sector. An alumnus of Harvard Business School and the co-founder of Chrysalis Capital, Dhawan emphasizes the need for a new breed of professionals equipped with relevant leadership skills, strong ethics, and a social conscience.

ISDM's Flagship Initiative: PGP DM Programme

Crafting Social Change Professionals: The PGP DM Curriculum

ISDM's Post-Graduate Programme in Development Management (PGP DM) stands out as a global initiative, blending development principles with management theories. This 11-month program is meticulously designed by leading academicians and practitioners, offering in-class sessions that create impactful, committed management professionals. The curriculum aims to instill the ability to navigate non-linear complexities, diverse processes, geographies, and cultures.

The mission of the PGP DM Programme encompasses:

• Strengthening the Foundation of the Social Sector: Focusing not just on individual growth but also on fortifying the very essence of the social sector.
• Developing On-the-Ground Understanding: Through immersive learning methodologies, the program ensures a profound understanding of managing social sector organizations.
• Facilitating Mentorship: The distinctive Mentorship Programme connects students with CEOs, industry executives, and global leaders, providing invaluable guidance.

Holistic Learning: ISDM's Approach

The PGP DM curriculum at ISDM encompasses:

• Context-Based Collaborative Learning: An approach that enables students to understand contextual realities, essential for developing sustainable solutions in the Social Sector.
• Learning from Stalwarts: Exposure to thought leaders and influencers from various industries fosters interaction and co-creation with the best minds in the Indian development space.
• Blended Learning: A combination of technology and traditional classroom activities provides flexibility for customized learning experiences.
• Realising India Immersion: A two-week program immerses students in a district, facilitating exploration of local issues, ongoing social sector work, and reflection on their experiences.
• Radical Transformation Leadership Course: Specially curated workshops covering a range of topics such as Group Dynamics, Radical Transformation Leadership (RTL), Networks, Partnerships, Alliances for Scale, Fund Raising, Project Management, Volunteer Management, and Instructional Design.
• Interaction with Eminent Leaders: Regular interactions with leaders from different walks of life facilitate debates, discussions, reflection, and learning.

As part of the ISDM Live Lecture Series - SANGAM, Dr. R. Balasubramaniam, an award-winning activist, leadership trainer, and prolific writer, shares insights on the Samaj-Sarkar-Bazaar Convergence. Listen here. [Watch the full session here]

Nurturing Future Professionals: Bricoleur-Continued Mentorship Programme

The Bricoleur-Continued Mentorship Programme at ISDM is instrumental in steering young professionals toward becoming authentic development management professionals. Recognizing the unique management disciplines required for the social sector, ISDM provides sustained mentorship tailored to the sector's scale.

Enhancing Communication: Development Management Writing Centre

The Development Management Writing Centre at ISDM aids students in excelling in written and oral communication. Through personalized training, students can draft theses, research manuscripts, and even publish their own papers.

Personal Mastery for Development Leadership

ISDM's emphasis on personal mastery for development leadership aims to instill curiosity, courage, and compassion in students. Creating a safe space for teams to flourish, encouraging generative conversations, and building attentional focus are crucial aspects of this approach.

Voices from ISDM Alumni: Stories of Transformation

Dhristha Bhagawati and Roopesh Kumar, alumni of ISDM, share their unique experiences. Dhristha emphasizes personal mastery for development leadership, while Roopesh, an ex-student, attests to the curriculum's role in fostering his growth as a development leader.

PGP DM Programme: A Sought-After Course

Unmatched Success: Key Statistics

The PGP DM programme at ISDM has garnered significant success:

• Five Successful Batches
• 75 Global Faculty Members
• 100% Placement Assistance
• Exciting Scholarships and Financial Assistance Options

World-Class Faculty: A Pillar of ISDM's Success

ISDM's faculty, drawn from diverse backgrounds with vast interdisciplinary experience, exposes students to thought leaders and influencers from the industry. This exposure allows students to interact and co-create with the very best in the Indian development space.

To know more about ISDM's faculty, click here.

Mentorship: A Guiding Light for ISDM Students

ISDM students benefit from mentorship provided by a select group of experienced professionals holding senior leadership positions across industries and domains. These interactions center on making sound professional choices, providing sustained guidance, and enhancing students' experiences throughout their academic journey and beyond.

100% Placements: A Testimony to ISDM's Impact

ISDM's graduates are universally accepted and in demand by social-sector organizations. The unique challenges faced by development sector professionals, including navigating non-linear complexities and processes across diverse geographies and cultural contexts, find effective solutions through development management skills acquired at ISDM.

Career Options and Alumni Testimonials

Career Options

Graduates of the ISDM PGP DM Programme are prepared for various roles in development sector organizations, equipped to start their for-impact organizations, and, in time, assume senior leadership and management responsibilities.

Alumni Testimonials

Shreya Verma, Class of 2021, shares her journey:

• Before ISDM: Graduate and Fresher
• After ISDM: Ministry of Social Justice & Empowerment, Government of India, State Coordinator, J & K

"Besides the strong alumni base and a welcoming faculty, PGP DM gave me a global perspective and has equipped me with knowledge of Design & Systems Thinking, nurtured and enhanced my leadership skills."

The Difference: PGP DM vs. Other Social Sector Courses

MSW vs. PGP DM

While both a Master of Social Work (MSW) and the PGP DM Programme aim to prepare students for the Social Sector, they differ in several ways:

• An MSW focuses on fieldwork and grassroots-level engagement, while PGP DM imparts management and leadership skills tailored for mentoring teams working at the grassroots level.
• MSW prepares individuals to understand communities, develop solutions, and implement them effectively. PGP DM, on the other hand, teaches the creation of world-class social organizations with appropriate strategies, structures, systems, and processes.

Public Policy vs. PGP DM

Public Policy Courses examine how government policies impact the public and how policies can be implemented effectively. In contrast, PGP DM prepares students to work specifically for the needs of the Social Sector.

• Public Policy is a theoretical discipline, while PGP DM is hands-on. PGP DM students gain practical exposure through Rural Immersion, Professional Learning Communities, and various workshops, leading to careers in Think Tanks, Consultancies, the Government Sector, or International NGOs.

Diverse Organisations: Where PGP DM Graduates Work

The array of organizations where PGP DM graduates find opportunities is vast, catering to various interests and inclinations:

• CSR Fund/Foundation
• Social Welfare Organizations
• Policy Consulting Firms
• For-Profit Social Organizations
• Social Advocacy
• Not-for-Profit/NGOs
• Impact Investing Firms
• Social Impact Consultancies
• Social Enterprises
• Education/Think Tanks/Research
• Bilateral Agencies

Career Roles for PGP DM Graduates

PGP DM graduates have a plethora of options for building their careers in diverse roles:

• Programme Operations and Management
• Communications and Engagement
• Fund Raising (Retail and Corporate)
• Strategy & Data-based Decision Making
• Corporate Social Responsibility (CSR)
• Government Relations and Advocacy
• Strategic Partnerships and Alliances
• Monitoring & Evaluation
• EA to CEO
• Co-Founders

Financial Aid and Scholarships: Making Education Accessible

ISDM, being a non-profit institution, is committed to making world-class education affordable for students from all walks of life. Deferred payment options and financial assistance are offered to support meritorious students with genuine financial needs.

To know more about the eligibility criteria, click here.

Applying for the PGP DM Course: A Seamless Process

ISDM's admission process involves four straightforward steps:

• Connect with Us: Share your interests here or chat with our counselors at +91 9999788216 for personalized guidance.
• Fill out an Online Application Form.
• Selection Process: Includes an Online Assessment and a Personal Interview.
• Embark on Your Journey: Start your ISDM experience with a smile on your lips and a dream in your heart.

To know more about the admission process, click here.

Eligibility Criteria for PGP DM

If you aspire to make a deep, long-lasting impact on the world and build a mission-based career, ISDM is the place for you. Graduates from any stream, whether working professionals or freshers, with an interest in the social development sector can apply. Previous work experience is an added advantage but not mandatory. However, some amount of professional or volunteering experience is recommended, with the average previous work experience of ISDM students ranging from 1.5 to 2 years.

In a landscape where social impact is the currency of change, ISDM stands as a beacon, shaping leaders equipped to navigate the complex tapestry of the social sector. Aspiring individuals seeking a meaningful career with

In closing, ISDM's PGP DM Program emerges as a transformative force, cultivating leaders driven by purpose in the dynamic landscape of the social sector. The humanized approach to education, holistic mentorship, and real-world immersion experiences position ISDM as a beacon for those aspiring to make a meaningful impact on society.