Communities Need A Different Model – And That Might Not Include Us

Last week I was in Sulawesi, Indonesia, a place none of my family had ever heard of – until a devastating quake and tsunami hit Palu, at which point my phone sprang to life with loads of messages checking that I was still alive.

Actually, we were 300 miles away at that point, and in no danger whatsoever, but the trip had already made me reflect on life, death and the role of the social sector in building communities. A role I’m more convinced than ever that we are getting wrong. 

A few nights earlier we’d been staying at the home of our guide in a small village in Tana Toraja, a mountainous region of South Sulawesi. At about 9pm, after dinner, we were picked up and rode on the backs of motorbikes to seek out a big community event – a funeral.

Rather than going to a funeral, it had the feel of searching for an illegal rave in the early nineties. We rode through the countryside in darkness listening for sounds of the ‘party’.  Walking up the hillside definitely had the full festival vibe, you could hear music and singing in the distance and a few entrepreneurial types had set up a stall selling Bintang beer, palm wine, and snacks.

The Toraja people have some of the most complex funeral arrangements in the world.  For them, a funeral is a great celebration of life, much like a going-away party, and is an occasion in which the entire family of the deceased, and all the members of the village take part. During their lives, they work extremely hard to accumulate wealth. But unlike in the West, they don’t save their money to buy consumer goods, rather they save for a good send-off in death.

This was a funeral unlike one I’d ever attended. No-one was crying,  Tea and food were served by the family of the deceased. People danced and exchanged cigarettes. Teenagers huddled in groups and took selfies.

The next morning we were invited to the formal funeral ceremony. Rather than being mere spectators we were asked to join the funeral procession before being advised: “you’ll get better pictures from over here”.

This was the best-organised community event I’d ever been to – but there were no signs of any community organisers.

The community itself was self-managed and autonomous – and free of professionals. 

IMG_2660

The Problem With Professionals

The UK social sector is hooked on a deficit model. A model that believes that communities are best served by people in positions of authority administering services on their behalf.

It’s a transactional, rather than a relational model.  Services are rationed according to need, with those capable of ‘looking after themselves’ left to their own devices, as if it has been designed by accountants.

Paternalism exists — we are always hearing talk about ‘turning people’s lives around’ and protecting ‘the neediest and vulnerable’, a phrase that’s used endlessly.

We focus uniquely on what’s wrong rather than seeking out the skills and inventiveness of local communities.

Proponents of this system will tell you that this works, that this is efficient, it avoids over supplying to those who don’t need it. Digital self-service is the way forward, so don’t give anyone access to a human if you can avoid it.

I frequently attend conferences and hear senior executives opine that we should be more like Apple or Amazon. As if a new iPhone every year is the pinnacle of self-actualization.

This rationed model – mostly unchanged for nearly 100 years -is demonstrably failing.

We are seeing an increase in the number of people experiencing chronic and severe loneliness, there is a sense of alienation and mistrust across communities. The past model is unfit for the challenges of the future.

The answer lies not in more professionals, more experts to be listened to. This exclusive club, populated by those in the know, who are using their exclusive access to design services on behalf of others is part of the problem.

The way forward for the social sector isn’t to be more professional – it’s the exact opposite. We need to transform our organisations to reconnect with our roots and cede power to those closest to the problem. Social purpose organisations need to be rebuilt around the dignity of people, with a modern sense of trust, solidarity, and compassion, not just focused on efficiencies and being strong and stable. 

A Tana Toraja funeral can go on for days, involving hundreds, sometimes thousands, of members of the community.  If big consultancy firms got their hands on it and ran it through a lean processing review they could probably get it down to a few hours.

Cry, bury the dead and get back to work. 

You don’t strengthen communities with a business plan and you don’t build trust with spreadsheets.

Alternative networks and platforms are gathering pace and are challenging the traditional role of our institutions.

For the sake of our future community we should not try and halt this disruption – we should embrace it.


 

 

You can learn more about the Tana Toraja people in the Grayson Perry Rites of Passage series.

Even better – why not go yourself? I can recommend this as a truly amazing place to visit – here’s a link to the webpage of our local guide Daud Rapa who also offers accommodation options at his home. Thanks Daud! 

IMG_2712

  1. Couldn’t agree more Paul. I was in Sulawesi (on an island of an island off the south-East corner) with Operation Wallacea in about 2003, doing my microscopically small part to help set up a marine reserve there.. Bowled over by the country and the people themselves. I believed then, as I do now, that the section of society we largely serve is like the developing world, and we, like them can leapfrog the wealthy leaders avoiding all the large investments required of the industrial age and straight into distributed mobile self-sustaining models. Plenty of terms and conditions of course. but a new way of thinking is definitely required.

    Reply

    1. That must have been amazing back in 2003! Thanks for comment – in agreement

      Reply

  2. Hi Paul,
    A very insightful article. However, I would suggest rather than an “us and them” view or a single group driving it, it needs to be a collaborative approach, with the “professionals” as the support function and the community the visionaries.
    How does one bring the two groups together so as to develop community groups to take charge of their affairs (there needs to be a lead person; nothing happens otherwise!).

    For it to work, the “professionals” need to put words into action by providing the resources and funding to enable this to happen. Such a commitment is like gold dust (very rarely found in todays working environment).

    Reply

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )

Connecting to %s

%d bloggers like this: