This wonderful video of our January study abroad trip was produced by Yasin Perez, a freshman Aerospace Engineering student, and member of the UB Academies.
We invite you to explore the beauty and hospitality of Tanzania and and the magic that happens when we touch the world through international travel and experiential learning. Sales will support scholarships for girls in the Mara Region.
Starting with a chance encounter between a mother of four named Mara and two African nuns from the Mara Region of Tanzania, the Buffalo Tanzania Education Project (BTEP) quickly emerged, providing engagement for students, faculty, and members of the University at Buffalo community in support of a developing school campus in rural Tanzania. Through a uniquely readable mix of voices and perspectives, students of all ages will be drawn into the stories of BTEP, finding inspiration to touch the world through travel and engagement. Book sales will support scholarships for girls in the Mara Region to attend Kitenga and other schools associated with the Immaculate Heart Sisters of Africa (IHSA). “Finding Your Impact is a strong testament to the profound impact of applied learning in students’ lives and the broad and beautiful range of opportunities that can connect them with communities both at home and around the world. ” ~Nancy L. Zimpher, Chancellor, State University of New York
Today students are officially notified of their acceptance into our Tanzania winter session study abroad course. While this year’s applicant pool is impressive on many levels, it is the diversity of academic majors and programs of study that is particularly noteworthy. Among this year’s class are aspiring social workers, engineers, historians, doctors, nurses, psychologists, and biomedical researchers- all committed to traveling to rural Northeastern Tanzania to explore community development in context.
This multidisciplinary response to our offering is literally music to my soul. It speaks to the compassion of students but also to the promise of engaging their collective talents around the complexities of community development. The importance of their engagement should be both obvious and compelling. For it is only through the design and leadership of innovative and bold new models and paradigms that we can address the inequities and empower our communities to thrive.
What I love so much about working at a research university is the endless opportunities to learn and discover, connecting ideas and theories toward deeper understanding and insight. By extending this multidisciplinary exploration to students from diverse disciplines and fields of study within a remote and fascinatingly complex part of the world, we have the opportunity to set them on a path of discovery and impact.
Clearly, there are many compelling stories yet to be told as we anticipate our January trip and get to know the students who will be participating. When I reflect on the insights and accomplishments of past participants, I can’t help but be inspired and hopeful about the future, the promise of global learning, and the fascinating connections that await.
We look forward to sharing student stories in the months ahead and invite you to visit and follow our new blog site, buffalotanzania.wordpress.com for information and updates from our study abroad trip, upcoming book, and BTEP (Buffalo Tanzania Education Program) model.
I recently attended a press event and left dumbfounded by the remarks of the presiding dignitaries. The vast majority either didn’t make sense at all, or were essentially vacuous in terms of actionable promises. Since literally bolting from the event, I have found myself pondering the importance of words as they relate to community development.
I have already confessed my general fascination with words in an early post https://marabhuber.com/2014/03/24/sculpting-our-words/, but in this case I’m reflecting on the lack of intellectual and ethical discipline that they often convey. Just recently I was accused in a LinkedIn group of being too academic and using “the turgid style that seems to say: “I’m smarter than you are.” The critic urged me to say what I mean. While I admit that I have often been accused of being difficult to understand, I would argue that my intentions are at least noble. In choosing my words, whether verbal or written, I strive and struggle for clarity and precision. In the world of higher education, which is my home, and more specifically in the realm of research, we are left to constantly defend the veracity of our assertions, and so we take our words very seriously. Whether in peer reviewed articles, presentations, or meetings, our words are scrutinized for logic and proof, and accordingly they serve as the very foundation on which our relationships and reputations are built.
I realize that Higher Education is not the real world, and that many “normal” people would argue that academics get lost in words and their meanings. Yet I strongly believe that regardless of your background or professional culture, words DO matter and should be treated with more care and thoughtfulness. And I would assert that this is especially true when we deal with matters of community development.
Why? Well, for one reason words are simply not interchangeable. It’s true that we have multiple words to describe similar ideas or concepts, but each connotes nuanced distinctions that are subtle yet important enough to be named. The differences between a partner and a customer, an opportunity and a contract, collaboration and commitment all become extremely important as projects play out, grants run their course, or tensions begin to rise. The ability to articulate one’s goals, needs, and boundaries in a way that is respectful yet clear can make all the difference in project outcomes and the ultimate longevity of relationships.
This is especially the case in community development where organizations are seeking to help and add value in humanitarian ways, while at the same time attending to their own budgetary needs and agendas. Even when all parties are nonprofit with no direct gains or monetary interests, the complexities of their missions and funding sources and associated political lifelines guarantee that ethical conflicts and landmines will abound. Without the ability to clearly articulate and maintain one’s position using carefully selected words with their associated meanings, the promise of successfully navigating the treacherous waters of community development will remain dismal at best.
When it comes to the future of our communities, nonprofits should be of considerable interest and concern. Since we rely heavily on their associated outputs, especially for our most vulnerable communities and social sectors, we have a responsibility to ensure their continued viability and efficacy.
Our primary mechanism for monitoring and optimizing nonprofits is through board governance. Whether via boards of directors, trustees, school boards, or advisory committees, we expect these groups of highly qualified individuals (however measured) to ensure the continued effectiveness, efficiency, and sustainability of organizations, making necessary decisions, adjustments, and investments while monitoring the nonprofit’s health via ongoing assessment and evaluation.
By assembling what we perceive to be highly competent boards comprised of well-educated and/or respected individuals, we believe that our organizations are in good hands. And when it comes to assessing and monitoring their effectiveness, we assume that their efficacy is reflected largely by their ability to obtain funding and sustain their respective work. Since grants and direct contributions are the primary sources of funding for community organizations and nonprofits, they must continually make a case for their viability, complying with funder expectations and demonstrating the quality and need for their work via programmatic outputs and impacts. Accordingly, if an organization is able to thrive and continue to support its respective efforts, then it must be a doing a good job, and should be viewed as an important community asset worthy of ongoing support.
This thinking is both circular and dangerous, given the prominent role that nonprofits play in our communities and larger society. Clearly, fiscal stability is often an important indicator of organizational success. Yet when it comes to the world of nonprofits and social needs, organizational stability, in its traditional manifestations, can actually inhibit optimization of impact.
In order to explore this assertion, we must step into the fascinating world of complex dynamic systems, a field of inquiry that draws on insights from diverse fields of study including biological systems, computers, AI, cognitive science, and other domains towards the goal of understanding and modeling approaches that yield optimal performance and efficacy.
If you think of nonprofits as systems, with inputs, outputs, and internal programmatic functions, you might assume that they are largely self-regulating. If the organization is doing a good job and fulfills its purpose and mission, then it should thrive and remain relevant and robust. Conversely, if its mission and work are no longer effective or in alignment with the needs of the community, then its ability to sustain itself should be compromised, favoring emergent states of adaptation and nimbleness through sensitivity to both internal and external factors, and an ability to flex and pivot as needed.
However, rather than programmatic pivoting, organizations have a tendency to layer themselves in complexity. Even though they may start with a clear and simple mission, they tend to become increasingly complex over time. Because of their inherent need for self-funding, which is largely tied to specified programming, their ability to grow or sustain themselves often leads to new layers of programmatic and staffing complexity.
On a systems level, we rarely see parameter setting for the number or diversity of concurrent programs. In other words, the notion that adding new programs inherently necessitates the cessation of existing programs is rare at the policy or leadership levels. Instead, the assumption is that existing programs are important and necessary, and should be maintained if at all possible. Accordingly, the need to self-sustain and grow becomes the functional focus of the system, with leaders and boards selected and maintained based on their ability to meet this expectation.
By definition, as organizations become more complex from an infrastructure and programmatic standpoint, they become more opaque and less sensitive to internal and external changes. This in turn can make them more rigid and unable to adapt. Although when viewed through the lens of community needs, this tendency should trigger concern and a sense of vulnerability, it is not necessarily perceived or treated as such. Because we have not developed sensitivities to these types of metrics or systems-level fragilities, notions of stability and fiscal health remain our proxies for efficacy. As long as our systems are able to feed and sustain themselves, we can enjoy a false sense of security associated with this notion of stability.
In the end, organizational leaders and the boards that sustain and steward them are ultimately responsible for the future of our community organizations and nonprofits. Perhaps by adopting new levels of programmatic discipline and restraint we can force our organizations to be more nimble and responsive, and less susceptible to the dangers of layered complexity.
The state of being stuck is depleting. When we are unable to move, to stretch our talents and actualize our potential, we become frustrated and demoralized. Like car wheels spinning in the snow, our ruts grow ever deeper as we exhaust our resources yearning for change.
If our individual stuckness is a condition, then our collective paralysis is epidemic. As individuals we may feel restless and underutilized, but as we expand our lens outward, the implications become even more profound. When people are underutilized their talents go untapped. But when the systems that are designed to develop, support, and connect talent to the bigger world, are themselves stuck and out of alignment, our communities become dangerously compromised. And since the world and surrounding contexts in which we live and work continue to change at an accelerating rate, vulnerabilities become further strained, necessitating increasingly more resources to hold it all together.
Despite what we tell ourselves, stuckness is not an inherently temporary state. Instead, it becomes its own point of stability, making our lack of movement increasingly difficult to budge. Because it exists across so many levels and systems from micro to macro, change does not automatically transfer or morph into larger areas. And as we become increasingly frustrated with our state of stuckness, anger and emotion can exacerbate our patterns, resulting in polarization of perspectives and further deepening our collective dysfunction.
But the good news is that change is within reach. The very condition of being stuck offers directionality for getting unstuck. And the fact that our condition manifests itself at so many levels, translates into multiple access points and lenses through which we can redesign. At the individual level we can identify points of fragility and leverage, re-engineering our approaches for greater movement and alignment. Or instead, we can begin by envisioning a more nimble and actualized version of ourselves, then working backwards to make the necessary tweaks and adjustments. Or conversely, we can begin with our larger systems or social infrastructures, imagining fully functioning communities and societies and identifying the associated processes and structures that would allow us to thrive and contribute.
This exercise of mapping upwards and downwards, from macro to micro, will lead us through multiple paradigms and domains. From education to healthcare, to workforce and social support structures, all systems interconnect and weave to create the communities we seek to build, and the individuals who will live in and support them. Since our stuckness does not exist in isolation, but instead permeates virtually every facet of society, we need to be maximally flexible in our solutions. Luckily, there are so many toolkits and paradigms from which to choose. From engineering and architecture, to technology and computers, cognitive science, business and strategic planning, and even spiritual realms, each offers a unique perspective and agenda. But collectively they all embrace the idea of shaping and redesigning structures and processes to actualize goals and potential. And through the mere act of broadening our lens to look at stuckness in its entirety, we gain access to the full range of design metaphors. Let’s face it, we can no longer rely on the art of specialization for our future viability. Instead, we need to knit these frameworks together toward a maximally robust and powerful approach.
Clearly, it’s hard work ahead, but do not be daunted. The benefits of nimbleness and flexibility are far greater than we could ever imagine. Whether you are focused on your own professional growth, or building healthier businesses or communities, we all have a part to play in a much bigger system- either one that is strong and robust or deeply dysfunctional. And as we ready ourselves for the year ahead, we should ask what the world- our world- would look like if we were all unstuck, moving within our full range of motion, with not a drop of talent wasted or untapped.
We have such a paradoxical relationship with change. On one hand we long for it, yearning for new opportunities and growth, and yet we often completely miss its inherent powers.
Two fundamental errors keep us in the dark.
First, we believe that change is driven by the boundaries. If we think of our lives as series of categorical shifts, it’s easy to see the categories themselves as the primary levers of change. New jobs, new relationships or homes- if we can achieve movement between categories, we assume the details will fall into alignment, like magnets propelling us forward or upward, creating stronger and more healthy patterns. Because of this belief, we either wait for opportunities to materialize or try to force change through giant leaps or starting over. But either way, we often miss the most powerful drivers of change, the millions of seemingly minute decisions and choices through which we can reset our interactions, behaviors, and perceptions toward more positive and meaningful results. These deceivingly powerful changes can ripple and reverberate around us, transforming not only our own experiences but also impacting those of others, in essence flipping our realities and catalyzing seismic change.
But while our individual choices are indeed powerful, they do not occur within a vacuum, which is why our second fundamental error is so dangerous. This is the false belief that we can somehow resist or protect ourselves from the change and flux that surround us. Without even knowing it, many of us cling to the status quo, manifesting a deep sense of rigidity, fear, or vulnerability. We surround ourselves with those who will maintain our illusion of control. And yet the truth is unavoidable. The world is constantly changing around us, including the people with whom we work and live, and our communities and systems that frame and support our lives. And although we may be able to temporarily ignore these changes or judge them as unacceptable or unfair, our long-term inability or refusal to adapt or respond will eventually leave us irrelevant and obsolete. For change will not stop, instead our worlds will simply flow around us.
Interestingly, these two errors- missing opportunities for internal change, and our lack of responsiveness to outward change- are both the source of our collective stuckness and the vehicle for growth and prosperity. By embracing the myriad choices and opportunities for growth and becoming more responsive and sensitive to the shifts and flows that contextualize our lives, we can become more nimble and effective, both as individuals and communities. And in doing so, we can enjoy greater fulfillment and connectedness along the way.
Clearly, this state of heightened responsiveness represents a new frontier that calls for the development of new sensitivities, tools, and paradigms. But at its core is the simple acceptance that nothing stands still. Every day brings infinite opportunities to fulfill our potential and touch souls with those around us toward a better and more actualized world.
Close your eyes and hold out your hands, Cazau and Julia instructed the children as they stood in a circle somewhere off the road near Gallup New Mexico. It was the final day of our adventure and although we needed to head for the airport in Albuquerque, they wanted to squeeze in a final discussion, so the roadside clearing would have to do. Luckily, over the past nine days, the kids had become so immersed in the spirit of the Canyon and the San Juan River, that they were able to hold their energy even so close to the city.
I too held out my hands, wondering what memento would be offered and whether it could do justice to the experience that we had all created and shared. When I felt a small smooth marble placed in my palm, I immediately understood the symbolism. The notion that these children held the Earth in their hands- that even though it was so much older and bigger than any of them, or us, they were largely in control. And how they would choose to utilize their influence would in many ways define our individual and collective futures.
The children understood the significance. The trip had been full of powerful moments – sleeping on the Canyon floor under a blanket of stars, experiencing the joyous embrace of Kathy and Ravis who welcomed us into the Navajo traditions, and spending lazy days and nights on the river, sharing stories and laughter, and a sense of community for which we would always yearn.
In that moment, perhaps the children felt the magic slipping away and the sense of responsibility settling in its place. How would they take what they learned and transport it back to their individual lives? They shared their reflections- spending more time outdoors, less technology, trying to be present and not overscheduled. They promised to come back to the Southwest, to become river guides and group leaders, continuing the journey that we had all started together.
As I stood within the circle listening and watching, I was moved beyond words. I felt so hopeful that these children would carry this experience with them forever, that they were changed in some important and profound way. I wished that I could follow each of them home to help them process the jarring reality of return, reconciling the fact that they are changed, yet expected to be the same, helping them reflect on the wisdom of the Canyon when they are tested by the challenges of their lives.
Perhaps this is our next frontier as educators and parents, creating tools and forums in which to share and integrate experiences, helping others to process new-found truths and epiphanies within the borders of existing realities. This integration is more complex than we may realize. But ultimately, it offers the promise that we so desperately need. By creating and leveraging high impact experiences, we can become kinder, happier, and more responsive to the world around us, global citizens worthy of the precious earth we hold.
I know you’re out there, even though I cannot see you.
Maybe we have already met. Or perhaps our paths are yet to cross in some interesting or circuitous way. That’s how it usually happens, some chance encounter or a connection through a friend. Or sometimes just a radiant energy that leads to further conversation. Although your stories are all unique, a distinct pattern has begun to weave itself. Perhaps the following profile resonates…
Although people are naturally drawn to you, you often feel alone, fundamentally different from those around you, like an outsider peering in.
Although you experience joy, you would not describe yourself as fun in the usual sense. Your happiness has a serious and reflective quality, a kind of gratitude rather than youthful abandon.
Although you are an achiever, you seldom take pride or satisfaction in your accomplishments. Instead, you refocus on the work ahead, yearning to use your gifts and talents toward the greatest impact.
You are at your best when serving others, and although you feel blessed with a strong sense of purpose and mission, sometimes these gifts feel like heavy burdens that are yours alone to bear.
Perhaps I know you because I am of your kind, and I seem to have developed a heightened sensitivity to your energy- like an airy layer of possibility floating above the negativity and fear that protect the status quo.
The great news is that our number is growing, and those who radiate the strongest are young and brilliant, determined to use their talents to make significant and lasting change. They seem to know instinctively that our systems are broken, and they are ready to serve and lead, understanding that the two are inexorably linked. And perhaps most importantly, they are not afraid.
But they desperately need our help. Their power can only be activated through opportunities to mobilize and leverage their gifts. When the spaces (or jobs) are too tight or restrictive, or the goals too narrowly defined, their potential fails to be realized, with only the most local benefits and impacts.
In order to increase their numbers, we must actively cultivate the talents, passion, and sense of purpose that lie latent within all children and adults. But for these young professionals, the Super Stars who are ready and eager to make their mark on the world, we must put their talents to use recognizing that they are special and finding ways to connect them with the communities they long to serve.
For those of us lucky enough to meet these individuals, we must serve as their mentors and sponsors, helping organizations utilize their talents either through existing or customized opportunities. And when necessary, we must help them create new models and paradigms, connecting them with resources and support, nurturing their efforts and helping them take root. This clearly calls for a deepened level of engagement and commitment. However, once we contemplate the implications, we will realize that the true burden- and possibilities- are collectively ours to bear.
Our society loves Super Stars, those select individuals who possess exceptional beauty, talent, and dispositions that propel them to places of privilege and honor. Their lives and successes serve as the premise for our aspirations, entertainment, and the massive industries that sell access to their worlds. With our collective adoration in mind it’s not surprising that we seek out early indications of stardom and compete for opportunities to nurture and support success, fast-tracking those with the most promise with elite education, scholarships, positions, and opportunities. This is the pipeline that is most direct and efficient, and the one that most artfully perpetuates the status quo.
Don’t get me wrong, many who obtain positions of success and privilege do great things with their resources, serving on boards, establishing foundations, and subsidizing our most needed services. The undeniable fact is that without successful individuals who are philanthropically and civically minded, many of our communities would be stripped of the very assets and resources that we have come to rely on for our quality of life. Rightly so, we admire these individuals and appreciate their generosity, recognizing that they are special in going beyond the expectations that accompany the attainment of success.
But if we were to flip the pipeline and view stardom entirely through the lens of community development, would we select the same individuals to lavish with resources and support? While financial success would remain a viable pathway for making contributions, we would see it as at best indirect and inefficient. Simply waiting for and hoping that individuals will give back to their respective communities in ways that are significant and meaningful, and that these efforts in turn will translate into growth, is like waiting for Godot.
If we were serious about strengthening our communities our scouting for potential stars would look much different. We would seek out individuals who are closest to the challenges and problems, those who recognize the assets and capacities that could be leveraged and mobilized to make positive change. We would search for natural leaders from among our most challenged and underdeveloped communities and neighborhoods, those with a sense of urgency who spend their time and energies dreaming up solutions and developing their own capacity to catalyze change.
We would recognize that these are the people who are especially poised for success, and we would fall over ourselves for chances to cultivate and support their ideas, arming them with tools – leadership development, strategic planning, asset mapping, grant writing, mediation…. any strategies or paradigms that could aid their efforts and support our collective goal of making our communities stronger and our society healthier. And once we prepared these individuals, organizations and systems would compete for them, offering signing bonuses and perks, recognizing their value in terms of furthering their respective missions and cultivating new and better opportunities associated with enhanced human capital and a more fully developed workforce.
What would happen then? Well, once these individuals achieved the success and notoriety that we have come to adore, they would start to become the premise for our aspirations, entertainment, and the industries that sell access to their worlds….