The problems in each case, whether it is Egypt, Tunisia, Iran, or Mayanmar, that citizens have been screaming for several years, their complaints and grievances are not new, but nobody is listening! Nobody is actively engaging the common citizen in conversations about programs likely to increase the economic well being of those deprived the most. Not surprising, therefore, that not much that needs to be done gets done; the pace of change and economic growth continues to be frustratingly slow, erratic, piecemeal, and hyphenated.
So, what can the governments around the world do to reverse this cycle of absence of listening, leading to inaction, resulting in alienation and helplessness, ultimately leading to violence? And how can platforms of collaboration and co-creation help? For starters, governments can start by looking at their populations differently. Rather than view them as a heap of incessant problems, they can start viewing them as a resource, and hence as a part of the solution. This is exactly how Scotland is thinking. Rather than view its aging population merely as a burden on the exchequer (a problem), the government launched NESTA, a series of investments and programs, that views the aging population as a resource to help create incremental economic value, thereby increasing social well being (a solution).
Programs that listen to citizens and engage them in meaningful conversations on issues involving social and economic welfare, like NESTA, work because they are based on sound psychology and behavioral economics thinking. Listening to citizens and making them part of the solution triggers the following positive consequences:
There is no rule that says that change has to come in big and huge chunks. In fact, it is this preoccupation with hitting the ball out of the park (sixes if you are a cricket fan, home runs if you are a baseball fan) that prevents governments and citizens alike from acting and making a difference; the mountain of problems seems insurmountable because the preoccupation is with moving the entire mountain all at once.
Structured collaboration activities overcome this problem by focusing on finite gains, small tasks and achievable goals that are valuable and relevant to average citizens. Philanthropy-by-design organizations, like Philips (who co-created an eco-friendly cooking stove for the Indian rural poor; chulha in Hindi) and FINISH (who are working to design a toilet suitable for all types of conditions and environments encountered in rural India) have a lot to teach us in this regard. In the communities these organizations serve, they have very successfully channeled the energy of average citizens towards creating economic value, by focusing on achieving small gains through collaboration. The amount left over for anger and violence is significantly lower in these communities, compared to those where listening, engagement, and the co-creation of relevant economic value are non-existent.
I am not naïve. I do realize that the issues being discussed transcend the mere availability and application of collaboration and co-creation technologies. They will also require a change in heart and mindset, most notably that politicians start viewing themselves as custodians, as opposed to entitled carpetbaggers. However, this should not detract from the realization that the platforms of collaboration and co-creation can serve as agents of change if implemented authentically, as they offer an opportunity to both citizens and governments to see with a different set of eyes, and hear with a different set of ears.
Gaurav Bhalla is a strategy, innovation, and marketing professional with global experience, having worked on three continents and with companies in over 20 countries. He is also owner and CEO of Knowledge Kinetics. The company focuses on the practice of customer-driven innovation and value co-creation.Gaurav previously was the Global Innovation Director, at Kantar-TNS, one of the world’s largest market information and insight companies. Additionally, he held positions in corporate strategy, brand management, sales management, and market research at companies such as Nestle, Richardson Vicks, and Burke.
Dr. Bhalla holds a BA (Hons.) degree in Economics and Mathematics from Delhi University, an MBA with a concentration in Marketing and Finance from the Indian Institute of Management, Ahmedabad, and a PhD in Business from the University of Kansas. He has published research papers in leading technical journals dedicated to marketing, marketing research and statistics, and has presented before professional and academic societies in the USA and abroad. Dr. Bhalla has also served as an adjunct professor at Duke University’s Fuqua School of Business. He is currently associated with the University of Maryland’s Smith School of Business as a member of the Department of Marketing’s Corporate Advisory Board.