Throughout my whole career, my whole theory of change was… I call it the proselytizing model. We were smart. We were articulate. We could write great Powerpoint decks and we could go out and give great talks to leaders, and the idea was that if we kept talking loud enough, and smart enough that we could convince more people to change. And it didn’t work because the people who didn’t want to change didn’t change. It didn’t matter how smart we were or how compelling our — the books we wrote or the papers we wrote or… it didn’t matter. And so now, I’ve got a whole different theory that comes from lots of black and blue marks and being old which is, find people who know they want to change, who want to be enabled, and connect them in purposeful ways and enable them because if you can do that, then you can start to demonstrate that we can build a different future.
So I don’t try to convince anybody to change anymore that doesn’t want to. That doesn’t matter to me. All that matters to me is to find people who know that we need to do this in a different way, are motivated to do it, and then help them find other people that are like that, and then to enable them to bring their stories out, to connect their stories, to figure out what capabilities and methodologies will help us to do the R&D for new models and systems that’s going to be necessary to make this happen; and that’s the mission that I’m on and that we’re on here at BIF.