- Hardcover: 258 pages
- Publisher: Random House Canada (5 Sep 2006)
- Language English
- ISBN-10: 0679314431
- ISBN-13: 978-0679314431
- Product Dimensions: 23.1 x 17.5 x 2.8 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
- Amazon Bestsellers Rank: 2,520,286 in Books (See Top 100 in Books)
Getting to Maybe: How the World Is Changed
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Product Description
Product Description
A practical, inspirational, revolutionary guide to social innovation
Many of us have a deep desire to make the world around us a better place. But often our good intentions are undermined by the fear that we are so insignificant in the big scheme of things that nothing we can do will actually help feed the world’s hungry, fix the damage of a Hurricane Katrina or even get a healthy lunch program up and running in the local school. We tend to think that great social change is the province of heroes – an intimidating view of reality that keeps ordinary people on the couch. But extraordinary leaders such as Gandhi and even unlikely social activists such as Bob Geldof most often see themselves as harnessing the forces around them, rather than singlehandedly setting those forces in motion. The trick in any great social project – from the global fight against AIDS to working to eradicate poverty in a single Canadian city – is to stop looking at the discrete elements and start trying to understand the complex relationships between them. By studying fascinating real-life examples of social change through this systems-and-relationships lens, the authors of Getting to Maybe tease out the rules of engagement between volunteers, leaders, organizations and circumstance – between individuals and what Shakespeare called “the tide in the affairs of men.”
Getting to Maybe applies the insights of complexity theory and harvests the experiences of a wide range of people and organizations – including the ministers behind the Boston Miracle (and its aftermath); the Grameen Bank, in which one man’s dream of micro-credit sparked a financial revolution for the world’s poor; the efforts of a Canadian clothing designer to help transform the lives of aboriginal women and children; and many more – to lay out a brand new way of thinking about making change in communities, in business, and in the world.
Many of us have a deep desire to make the world around us a better place. But often our good intentions are undermined by the fear that we are so insignificant in the big scheme of things that nothing we can do will actually help feed the world’s hungry, fix the damage of a Hurricane Katrina or even get a healthy lunch program up and running in the local school. We tend to think that great social change is the province of heroes – an intimidating view of reality that keeps ordinary people on the couch. But extraordinary leaders such as Gandhi and even unlikely social activists such as Bob Geldof most often see themselves as harnessing the forces around them, rather than singlehandedly setting those forces in motion. The trick in any great social project – from the global fight against AIDS to working to eradicate poverty in a single Canadian city – is to stop looking at the discrete elements and start trying to understand the complex relationships between them. By studying fascinating real-life examples of social change through this systems-and-relationships lens, the authors of Getting to Maybe tease out the rules of engagement between volunteers, leaders, organizations and circumstance – between individuals and what Shakespeare called “the tide in the affairs of men.”
Getting to Maybe applies the insights of complexity theory and harvests the experiences of a wide range of people and organizations – including the ministers behind the Boston Miracle (and its aftermath); the Grameen Bank, in which one man’s dream of micro-credit sparked a financial revolution for the world’s poor; the efforts of a Canadian clothing designer to help transform the lives of aboriginal women and children; and many more – to lay out a brand new way of thinking about making change in communities, in business, and in the world.
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Customer Reviews
Most Helpful Customer Reviews
4 of 4 people found the following review helpful
Format:Paperback
If policy makers and bureaucrats - especially those around the Brown government that 'claims' to espouse social enterprise (and the Lottery, FutureBuilders, and that spectrum of quangos and foundations so in love with 'Henry Ford' management assumptions, targets, and risk aversion) - were to read one book from cover to cover, it should be this one. It grasps the essential truth that this form of creativity is a reflective, opportunistic,and value centred response to external and internal drivers. It demonstrates that social innovation is a journey that can rarely if ever be predicted in a business plan or tender document and arrives at the conclusion that the best way to promote social development and enterprise is to back people rather than plans - the plans that real change merchants will be unlikely to waste valuable time upon. It challenges current bureaucratic practice, suggests better ways of getting behind those who are driven to make the world a better place, and proves its case convincingly.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
8 reviews
8 of 8 people found the following review helpful
Getting better all the time, maybe
5 Nov 2007
Format:Paperback|Amazon Verified Purchase
I head about this book at the 10th Regenstrief Biennial conference on system transformation of healthcare in the United States. It was mentioned particularly by Paul Biondich and Burke Mamlin with regards to their work to create effective treatment for people with HIV/AIDS in Africa through an open source electronic medical record. (See more at http://www.slideshare.net/bmamlin/openmrs-transformation)
The book essentially describes a Zen-Canadian approach to social change. Although loosely based on complexity theory (the one where a butterfly creates a hurricane), complexity theory is very complex, so I would have to say that it is very loosely based.
Reading its stories of how profound changes had occurred in social systems such as Muhammad Yunus' Grameen Bank and anti-poverty and anti-racist activists in Canada, it makes a case the change proceeds from a number of phenomena:
A deep and human level understanding of social ills nurtured over time which leads to tentative hypothesized solutions rather than a one-size-fits-all quick fix or a certain recipe.
A sense of being called to action in a way that almost makes taking action a non-decision for the change agent.
An openness to feedback in the problem solving work (a fair amount of time is spent pointing out the ultimate futility of structured plans given the complexity of the world.)
A willingness to confront the powerful - be that oneself, ones fears or other social stakeholders who may oppose change.
Of interest to me as program staff person at a medium sized US foundation, there is a fairly extensive discussion of the sins of philanthropy with regards to social change. We tend to require more specific objectives and reporting than is realistic given this model of change. We tend to over-evaluate our grantees in terms of these foolish metrics and quantifiable outputs rather than using methods of appreciative inquiry or developmental evaluation to understand the process. I get the sense that at least one of the authors is an evaluator and is tired of being hired to do the wrong thing.
Most moving to me were the observations that change is so very hard. Most social innovations fail in important ways. Even when they do succeed, that success is only temporary or limited - it can be reversed by changed circumstances or become a new baseline from which to aspire very quickly. Social innovators in this view face enormous challenges - they are fundamentally alone, necessarily always questioning everything, and doomed by the complexity of the world and human limitation. Is there such a thing as Zen-Existentialism?
There seems to me to be a lot of truth in these views. However, I have to say that these change agents' program officers are lousy. In addition to handing out checks and demanding unreasonable reports and evaluations, our major job is to support the grantees. No grantee should ever feel alone, if their program staff person knows what he or she is doing.
I still don't know what to make of this book. I look forward to seeing more reviews from others.
The book essentially describes a Zen-Canadian approach to social change. Although loosely based on complexity theory (the one where a butterfly creates a hurricane), complexity theory is very complex, so I would have to say that it is very loosely based.
Reading its stories of how profound changes had occurred in social systems such as Muhammad Yunus' Grameen Bank and anti-poverty and anti-racist activists in Canada, it makes a case the change proceeds from a number of phenomena:
A deep and human level understanding of social ills nurtured over time which leads to tentative hypothesized solutions rather than a one-size-fits-all quick fix or a certain recipe.
A sense of being called to action in a way that almost makes taking action a non-decision for the change agent.
An openness to feedback in the problem solving work (a fair amount of time is spent pointing out the ultimate futility of structured plans given the complexity of the world.)
A willingness to confront the powerful - be that oneself, ones fears or other social stakeholders who may oppose change.
Of interest to me as program staff person at a medium sized US foundation, there is a fairly extensive discussion of the sins of philanthropy with regards to social change. We tend to require more specific objectives and reporting than is realistic given this model of change. We tend to over-evaluate our grantees in terms of these foolish metrics and quantifiable outputs rather than using methods of appreciative inquiry or developmental evaluation to understand the process. I get the sense that at least one of the authors is an evaluator and is tired of being hired to do the wrong thing.
Most moving to me were the observations that change is so very hard. Most social innovations fail in important ways. Even when they do succeed, that success is only temporary or limited - it can be reversed by changed circumstances or become a new baseline from which to aspire very quickly. Social innovators in this view face enormous challenges - they are fundamentally alone, necessarily always questioning everything, and doomed by the complexity of the world and human limitation. Is there such a thing as Zen-Existentialism?
There seems to me to be a lot of truth in these views. However, I have to say that these change agents' program officers are lousy. In addition to handing out checks and demanding unreasonable reports and evaluations, our major job is to support the grantees. No grantee should ever feel alone, if their program staff person knows what he or she is doing.
I still don't know what to make of this book. I look forward to seeing more reviews from others.
4 of 4 people found the following review helpful
Maybe or Maybe not
23 Aug 2011
Format:Paperback
I'm a little surprised that all the reviews of this book Getting to Maybe are so overwhelmingly positive. To be sure, I thought it was a fun book to read--used it a couple of times in a grad program. The authors provide great examples and the book is overall well-written and designed. Working for an NGO I find it helpful to get different perspectives on change-thinking and social innovation. In the context of my organizational work I regularly advice people to read this book. That's the good part.
What I'm not so happy with is the dogmatic philosophical stance of the authors on Complexity Science. It permeates everything they write. Life is completely unpredictable it seems. (If you believe this, please, don't board a plane again. The science behind flying is based on predictability.) Admitted, there is some truth to that--life is at time hard to predict--but to absolutize that observation is what bothers me about the book. It undermines the credibility of this otherwise wonderful contribution to social change. (Took one star off for that.)
What bothers me most about the book is that the authors in their convictions of complexity science have a chip on their shoulder about funders and logic frameworks for planning (read: results-based management). I bet you they have had some bad experiences with funders... and obviously are having difficulty dealing with it a little more maturely. Here is an example (from page 170):
Social innovators offer visions and dreams. Funders and the evaluators they often hire want concrete, clear, specific and measurable goals. They also want to know step by step, in advance, how the goals will be attained, an approach doomed to failure in the complex and rapidly changing world in which social innovators attempt to work.
Wow, there you have a caricature! (Not a lot of reflective thinking went into that statement.) As if social innovators are the only ones who dream and funders and evaluators (I'm one of them--do it for free) don't. As if funders and evaluators and those who implement logic frameworks are purely mechanical, never flexible, never adjusting, oblivious to the fact that we live in an ever-changing environment. Many NGOs I know work with logic frameworks and they all are doomed to failure, if we are to believe the authors. (Took another star off for that.)
Anyway, go and buy the book and then download Splash and Ripple from Coyne & Cox for free (socially innovative idea, isn't it) to show that logic frameworks aren't as sterile and mechanical as Westley et al. make them out to be. Let one bias complement the other.
[...]
What I'm not so happy with is the dogmatic philosophical stance of the authors on Complexity Science. It permeates everything they write. Life is completely unpredictable it seems. (If you believe this, please, don't board a plane again. The science behind flying is based on predictability.) Admitted, there is some truth to that--life is at time hard to predict--but to absolutize that observation is what bothers me about the book. It undermines the credibility of this otherwise wonderful contribution to social change. (Took one star off for that.)
What bothers me most about the book is that the authors in their convictions of complexity science have a chip on their shoulder about funders and logic frameworks for planning (read: results-based management). I bet you they have had some bad experiences with funders... and obviously are having difficulty dealing with it a little more maturely. Here is an example (from page 170):
Social innovators offer visions and dreams. Funders and the evaluators they often hire want concrete, clear, specific and measurable goals. They also want to know step by step, in advance, how the goals will be attained, an approach doomed to failure in the complex and rapidly changing world in which social innovators attempt to work.
Wow, there you have a caricature! (Not a lot of reflective thinking went into that statement.) As if social innovators are the only ones who dream and funders and evaluators (I'm one of them--do it for free) don't. As if funders and evaluators and those who implement logic frameworks are purely mechanical, never flexible, never adjusting, oblivious to the fact that we live in an ever-changing environment. Many NGOs I know work with logic frameworks and they all are doomed to failure, if we are to believe the authors. (Took another star off for that.)
Anyway, go and buy the book and then download Splash and Ripple from Coyne & Cox for free (socially innovative idea, isn't it) to show that logic frameworks aren't as sterile and mechanical as Westley et al. make them out to be. Let one bias complement the other.
[...]
2 of 2 people found the following review helpful
For all those interested in change, innovation
6 Mar 2011
Format:Kindle Edition|Amazon Verified Purchase
In the movie Jerry Maguire, Renee Zellweger's character tells Tom Cruise that he had her at the first hello. Well, this warning to the book "Getting To Maybe: How the World is Changed" had be at the first page:
Warning: this book is not for heroes or saints or perfectionists. This book is for ordinary people who want to make connections that create extraordinary outcomes.
What riveted me to this book on social innovation were seven key things:
1. The authors fascinating yet easy to understand application of scientific complexity science as a way to understand social innovation.
2. The book's thorough research and presentation of patterns of social innovation
3. The compelling stories of diverse social innovators - what triggered them to start, how they navigated their journeys, and the shared patterns of those diverse journeys
4. The use of poetry to ground each chapter, counterbalancing the art of change with the science of systems change.
5. More thoughtful, original, and thought provoking insights than I usually find in a professional book.
6.Many, many practical ideas that I can see how to apply both to my professional organizational change management work and my responsibilities as a trustee on non-profit organizations.
7. How relevant it is in today's world with nations in the Middle East transforming and our school systems, unions, health care institutions and governments undergoing complex, profound and needed change.
I'm a voracious reader, and highly recommend this book for those involved in innovation, organizational change and social transformation, or for those who wonder and perhaps worry about how we can solve today's seemingly insolvable social issues.
Warning: this book is not for heroes or saints or perfectionists. This book is for ordinary people who want to make connections that create extraordinary outcomes.
What riveted me to this book on social innovation were seven key things:
1. The authors fascinating yet easy to understand application of scientific complexity science as a way to understand social innovation.
2. The book's thorough research and presentation of patterns of social innovation
3. The compelling stories of diverse social innovators - what triggered them to start, how they navigated their journeys, and the shared patterns of those diverse journeys
4. The use of poetry to ground each chapter, counterbalancing the art of change with the science of systems change.
5. More thoughtful, original, and thought provoking insights than I usually find in a professional book.
6.Many, many practical ideas that I can see how to apply both to my professional organizational change management work and my responsibilities as a trustee on non-profit organizations.
7. How relevant it is in today's world with nations in the Middle East transforming and our school systems, unions, health care institutions and governments undergoing complex, profound and needed change.
I'm a voracious reader, and highly recommend this book for those involved in innovation, organizational change and social transformation, or for those who wonder and perhaps worry about how we can solve today's seemingly insolvable social issues.
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