“Making things right” is not always the best move
There’s a phrase in Africa called “white man’s solutions.” But the idea is simple, that white men come in with money and tell Africans to do things their way, and Africans are not always better off, just stuck in new kinds of oppressive systems.
Some say “African problems deserve African solutions.” The idea is that Africa was fine before it was colonized. And Africans are quite capable of solving problems on their own.
This is a complex topic. An interesting take on it can be found here.
There are deeper racial undertones in this conversation that are quite worth exploring, but I say this to illustrate a point: people are not always looking to be saved.
In our work as radicals, changemakers, entrepreneurs, leaders, torchbearers, we must understand this.
No matter the solution we propose, no matter how well formulated, no matter how dire nor how correct, we must find ways to inspire change, not to inflict it.
Getting to know people is a good start, what they want out of a situation, what their problems and goals are. Listening is a critical skill, and one that will serve you well. As we become connected to the people we want to influence we can better understand what ideas we have that do and do not fit their worldview.
Forcing change on people tends to backfire. I speak from experience.
Sometimes, when you push, you will feel resistance, and the harder you push, the more that resistance grows. The more effort you put into figuring out “what is wrong,” the more people perceive you as someone who doesn’t understand the organization as a whole. And that’s not entirely untrue. You have your own perception of how things “should” function, while everyone else is just functioning, and doesn’t see anything wrong with what is already happening.
The best kind of change you can foster is one that’s co-created. Where your voice is heard, interpreted, and becomes someone else’s voice. Inspire, not inflict.
And it’s good to notice when things aren’t working and leave fast. It’s easier to make change in an organization that is aligned with your goals than one that isn’t. If you have one battle to fight (your end goal,) try to avoid making it two (your end goal and everyone in your group.)
There’s nothing wrong with saying “This isn’t working for either of us. I will move on so we can both be happy.” There is nothing wrong with you for recognizing this. You aren’t a failure, and your life won’t fall apart.
What I have done at times is to try to “make things right.” I have an idea where I feel if the organization as a whole talked about and accepted that idea, it would improve the organization. Often, my character flaw is that the less receptive people are the more I decide they really need the help and try to push forward with positive change. This is a rose-colored glasses view of a situation. The reality is that I have an idea, and enough people don’t like it, so it doesn’t pick up steam. It’s important to recognize when a lot of your brilliant ideas don’t pick up steam. Sometimes it’s you, and it’s worth taking a look inward and getting feedback from people you know. And sometimes it’s just the fit between you and the organization.
The world is full of people and not all of them are going to like your ideas. This is okay. The faster you exit, the less frustrated you and the group will be. And you will hopefully be off to a place that is a better fit for the things you consider important.
