| Purpose | Explore essential concepts, surface assumptions, avoid unintentional harm |
|---|---|
| How to use it | Read 1 section, answer reflection questions, move on |
| Core Themes | Solidarity, systems thinking, humility, sustained engagement |
The underlying assumption that “we are here to help them” must be replaced by a deeply felt sense that “we and they are us.” Working with others and not unto others ensures that those most affected by the change have a say in what the change should be. Collaboration means the people in a community decide on a vision for change together and then work together to devise the means to achieve it.
One’s involvement in occasional volunteerism can provide temporary relief, but it rarely produces a cure. The impact is immediate and measurable, and it is easy to attribute credit for the work. By contrast, leadership for social change means being invested in changing larger systems, which is time consuming and involves input from more stakeholders. Consider the growth mindset and our value for change, meaning volunteerism should be considered a first step toward more, not the goal itself.
The social problems in our communities are rarely so straightforwardly right or wrong. To say “everyone should serve” is overly simplistic and doesn’t include gaining consensus across the community and navigating strongly felt differences of opinion on issues, such as whether a problem is a problem, or if its urgent.
Social change is often wrongly attributed to “heroic” individuals like Harriet Tubman or Eleanor Roosevelt, when in reality it is driven by ordinary people acting through uncertainty, gradual learning, and small daily efforts. “Heros” are just like us, and exceptional traits like charisma, intelligence, and extraordinary courage are not required to create meaningful change. People do not need to be fully prepared before engaging in social change. They become effective through participation. As involvement increases, so does their “sphere of influence.”