WELLBEING INSPIRES WELLDOING - HOW CHANGEMAKERS' INFLUENCES THEIR WORK INNER WELLBEING - The Wellbeing Project
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WELLBEING
INSPIRES
WELLDOING
HOW CHANGEMAKERS’
INNER WELLBEING
INFLUENCES THEIR WORK
RESEARCH REPORT
CO-CREATED WITH ASHOKA, ESALEN, IMPACT HUB,
SKOLL FOUNDATION, PORTICUS AND SYNERGOS
TABLE OF ACKNOWLEDGEMENTS
CONTENTS
It is with heartfelt gratitude that we special mention to their representative
acknowledge the many individuals and Linda Grdina, an early co-creative partner
organisations who contributed their wisdom, and visionary in the role of research.
experience and perspectives to this project We would also like to thank The Wellbeing
ACKNOWLEDGEMENTS .................. 03 - especially the cohort members who shared Project’s broader community of funders
their experiences through conversations, who supported the research.
EXECUTIVE SUMMARY .................. 05 observations, interviews and surveys. Together, they supported evaluation research
TerraLuna Collaborative would like to thank which comprised of more than 35 reports
BACKGROUND RESEARCH .................. 08 all who welcomed us on this enlightening that provided evaluation feedback and a
journey. We would like to recognise the longitudinal qualitative report compiled with
UNDERSTANDING THE CONTEXT: support of the Fetzer Institute and give the help of numerous research participants.
DELPHI PROCESS .................. 11
INNER WELLBEING SUPPORT FOR CHANGEMAKERS: PRIMARY AUTHORS
INNER DEVELOPMENT PROGRAM .................. 21 Jeff Severns Guntzel, TerraLuna Collaborative and Nora F. Murphy Johnson,
Inspire to Change.
RESEARCH METHODOLOGY .................. 26
INNER JOURNEY OF CHANGEMAKERS .................. 31 SUGGESTED CITATION
EVIDENCE BASED THEORY OF CHANGE: Severns Guntzel, J. & Murphy Johnson, N. 2020. Wellbeing Inspires Welldoing:
SYSTEMS CHANGE FROM THE INSIDE OUT .................. 54 How Changemakers’ Inner Wellbeing Influences Their Work [Report].
Retrieved from bit.ly/TWPreport2020
AN EMERGING DEFINITION OF WELLBEING .................. 70
OBSTACLES TO CHANGE .................. 73 SHARING GUIDELINES
It is the ambition of all those who contributed to this project that the findings of this research
CONCLUSION .................. 78
are shared and used to benefit others, and to implement policies and practices which promote
support for changemakers. The Wellbeing Project asks that the intent and quality of the work
ABOUT THE WELLBEING PROJECT .................. 80
is retained.
3
The Wellbeing Project must be acknowledged in the following ways:
• In all published articles, slide presentations, websites, signages or other presentations as:
The Wellbeing Project, co-created with Ashoka, Esalen Institute, Porticus, Impact Hub,
Skoll Foundation and Synergos Institute.
• The Wellbeing Project logo must be used in conjunction with this acknowledgement in all
of the above instances.
• The authors and report location must be referenced using the suggested citation.
• This product and content included in the report may not be used for commercial purposes.
• If you copy and redistribute the material in any medium or format you must give
appropriate credit. You may do so in any reasonable manner, but not in any way
that suggests that The Wellbeing Project endorses you or your use of this material.
For any questions, please reach out to:
Nora F. Murphy Johnson, PhD
CEO, Inspire to Change
nora@inspire-to-change.org
EXECUTIVE
Aaron Pereira
Project Lead, The Wellbeing Project
contact@wellbeing-project.org
SUMMARY
I now feel like [wellbeing] is not so much about alleviating suffering. In fact,
sometimes it’s turning toward suffering in a way that I had avoided it in the past.
It’s much more about how do I free myself enough to be present to it, whether
it’s physical, mental, or spiritual? To open myself up to my options around how
to meet that—which might be escape, digging in, or not necessarily changing
anything, but having awareness around it.
- Cohort Participant -
4 5
Changemakers including activists, teachers, multi-round, sector-level Delphi study over support to three cohorts of 20 sector level. At an organisational level,
non-profit leaders, social workers, social six months. The study was conducted changemakers from 45 different countries. participants started to connect with others
entrepreneurs and health care providers, with an international group of 300+ The participants applied via four social not just as professionals but as human
are people engaged in solving some of the changemakers from 55 countries recruited change networks: Ashoka, the Schwab beings and adopted a leadership style in
world’s most complex problems; a world from the networks of Ford Foundation and Foundation, the Skoll Foundation and which they were willing to be led by others
which is becoming increasingly dynamic, Impact Hub. While 75% respondents felt Synergos. and trusted the capabilities of others.
uncertain, and yet more interconnected than that looking after their wellbeing was ‘very At a sector level, they developed
ever before. important,’ merely 25% reported that they The Project collaborated with TerraLuna to collaboration as a principle of working and
looked after their wellbeing ‘to a great conduct longitudinal research over a period welcomed diverse perspectives to solve an
While the changemakers are finding extent’. of three years in order to document the issue.
solutions to some of the most intricate changemakers’ journeys during the course
issues facing humanity today, they are The primary reasons cited by them for of the 18-month program. This research At the end of the research, a new
facing a host of strenuous challenges neglecting personal wellbeing include a elucidated the impact of the provision of definition of wellbeing emerged which
themselves. On one hand they are range of health-related issues, a lack of inner wellbeing support on the lives of included the experience of wholeness
experiencing increasing levels of burnout adequate resources, a feeling that their work changemakers and sought to illustrate how and interconnectedness, and recognised
and stress coupled with high rates of is never done, and perceiving self-care as various participants defined wellbeing. wellbeing not as a mere pointer entry on a
depression and the early onset of chronic self-indulgence. It emerged that it is difficult checklist but as a lifelong journey of inner
illness. On the other hand, they are for respondents to distance themselves from The research team gathered data through work and conscious and intentional choices.
encountering distress within personal and work because of how closely their identities multiple methods including observation, Different participants identified with different
professional relationships. are interlinked with their roles. interviews, surveys, reflection, and by practices of wellbeing - some decided to
analyzing the existing documentation spend more time with family/friends, others
Numerous studies have indicated that Over the course of the Delphi process, provided by cohort members. Different started practicing meditation and journaling,
the incidence of burnout and depression it became clear that the majority of members of the research team were while some others decided to take back the
in the social sector is on the rise. While respondents expressed a need for inner introduced into each of the 18-month practices of wellbeing to their organisations/
some professionals are able to handle wellbeing support and regarded inner immersion experiences. communities.
the pressure, others cope by resorting to wellbeing as an essential component of
unhealthy behaviour including substance healthy and sustainable social change work. The research findings validated our initial Since the inception of the Project, the team
abuse. hypothesis - inner wellbeing translates to a supporting The Wellbeing Project has noted
The Wellbeing Project (TWP) was created in better and healthier relationship with self, a tremendous shift in how wellbeing is
To learn more about the challenges 2014 to catalyze a culture of inner wellbeing one’s social environment and one’s work. valued across the sector. Previously taboo,
surrounding contemporary changemakers, for all changemakers in response to the wellbeing is emerging as an important topic
The Project conducted interviews with 50 demonstrated need for inner wellbeing As their affiliation with the Inner of discussion among international panels
leading social change leaders from around support. The Project was built on the Development Program drew to a close, and forums. Moving forward, The Project
the world who engaged in deeply honest premise that a healthy relationship with self participants reported shifts which included aims to continue to support the inner journey
and vulnerable conversations, shared their is imperative for sustaining relationships with being kinder to themselves, rejecting the of changemakers to enable their flourishing
personal struggles and expressed the need others and that it also affects the way we hero model at work, redefining what success and that of our broader world.
for wellbeing support. connect with our work. means to them, and recognising the need to
take care of themselves before taking care
Moreover, to understand the issue of The Project undertook a model 18-month of others. Beyond the changes observed at
wellbeing more extensively, the Project Inner Development Program (IDP) to offer an individual level, the participants observed
conducted a comprehensive deep and continuous inner wellbeing shifts both at an organisational level and at a
6 7
A recent study involving 200 charity leaders and 14.7% met the criteria for depression.4
in the UK found that more than half of them Research performed by Maslach and
specified increases in workplace-tension Leiter in 2016 recognized burnout as an
over the past three years and stated burnout occupational hazard in various people‐
as a major concern in medium and long oriented professions such as human
term.1 The study also established a direct services, education and health care. The
relationship between large charities and therapeutic or instructional services provided
high levels of concern relating to stress. by such professionals necessitate the
Another study, conducted in 2010, maintenance of interpersonal relationships
among 10,000 members of the nonprofit with recipients, which are characterized
professionals, found that more than 90% by intensive levels of emotional contact.
of respondents regarded burnout as the Although such relationships can be
principal reason for leaving the sector rewarding and engaging, they can also be
while 69% cited job related stress.2 quite strenuous. Within such occupations,
the prevailing norms are to be selfless and
A survey conducted by Unite (for people put the needs of others first; to work long
employed by charities and NGOs) found that hours and do whatever it takes to help a
80% of respondents mentioned experiencing client, patient or student; to go the extra mile
workplace stress in the last 12 months, while and to give one’s all.5
42% respondents believed their job was
BACKGROUND
detrimental to their mental health.3 Moreover, a significant number of people
joining the field of social change have a
RESEARCH
Individuals engaged in helping professions history of childhood trauma, which shapes
such as nurses, doctors, teachers etc, the way they identify with their work.
are prone to a high level of trauma and A 2004 study by Howard Gardner argues
depression due to the nature of their work – a significant number of people who join
work which requires them to take care the field of social change (including social
of others. In the humanitarian sector, human entrepreneurs) have deep-rooted beliefs
rights advocates who took part in a 2015 about society which get formed in the early
Although no definite statistics exist on the state of burnout and depression study related to mental health and wellbeing stages of childhood because of traumatic or
in the field of social change, more and more studies seem to suggest that fared in the following manner: 19.4% other formative experiences.6
the level of burnout and stress in the field is on the rise. met the criteria for PTSD diagnosis, 18.8%
met the criteria for subthreshold PTSD,
1
Charity Risk Barometer 2019 - Risk and reward in an uncertain world;
2
Stepping Up or Stepping out - A Report on the Readiness of Next Generation Nonprofit Leaders, 2010;
3
https://unitetheunion.org/news-events/news/2019/may/charity-workers-suffering-an-epidemic-of-mental-health-is-
sues-and-stress-survey-reveals/;
4
Joscelyne A, Knuckey S, Satterthwaite ML, Bryant RA, Li M, Qian M, et al. (2015) Mental Health Functioning
in the Human Rights Field: Findings from an International Internet-Based Survey. PLoS ONE 10(12): e0145188.
https://doi.org/10.1371/journal.pone.0145188;
5
Maslach, Christina & Leiter, Michael. (2016). Understanding the burnout experience: Recent research and its implica-
tions for psychiatry. World Psychiatry. 15. 103-111. 10.1002/wps.20311.
6
Barendsen, Lynn & Gardner, Howard. (2004). Is the social entrepreneur a new type of leader? Leader to Leader,
34(Fall), 43-50. Leader to Leader. 2004. 43 - 50.
8 9
Another broad category is comprised of According to Beth Kanter & Aliza Sherman,
individuals who get exposed to social issues in their recent article8, “Those of us who
at a young age through politically active work in the nonprofit sector often distort our
parents or through volunteering, leading view of what ‘good work’ means because
to the formation of beliefs which shape the we think the nature of our work is about
work that they undertake. sacrifice. The fact that nonprofits are often
financially strained and under constant
The consequences of burnout and stress constraint to do more with less amplifies this
at work can be far-reaching. A 2016 study phenomenon. As a result, we push through
conducted by the British Association of our to-do lists at the expense of taking care
Social Workers and Community Care of ourselves. Our organizational leaders,
?
found that 57% respondents resorted to boards, and fellow workers reinforce the
emotional eating and 35% reported using idea that everything about our work is
alcohol to cope with work-related stress. In important—everything is a level 10.
addition to this, 63% of respondents had And together, we create a culture of
difficulties sleeping, 56% said that they were overwork and overwhelm.”
emotionally exhausted. Moreover, 35%
already felt unable to cope at work and 15% All in all, there has been an increase in the
currently take, or have taken within the past number of people voicing the need for a
12 months, antidepressant medication as a work-culture which safeguards the wellbeing
result of their social work role.7 of employees. A recent publication in the
New York Times written by Courtney E. UNDERSTANDING
THE CONTEXT
In itself, work can be a cause of high levels Martin prescribes sabbaticals as the answer
of stress and exhaustion, but stress is to the problem of burnout in the non-profit
further exacerbated in organisations that do sector.9 The article argues that sabbaticals
not prioritize the wellbeing of its employees. offer changemakers the capacity to think
clearly and expansively.
DELPHI PROCESS
The Project started with the collection of information through interviews
and deep conversations with 50 leaders working in the arena of social change.
7
https://www.communitycare.co.uk/2016/09/28/stress-impacts-social-workers-theyre-trying-cope/
8
https://ssir.org/articles/entry/updating_the_nonprofit_work_ethic#
9
https://www.nytimes.com/2018/01/18/opinion/productivity-saving-careers.html
10 11
During the interviews, changemakers shared Participants held citizenship
their personal struggles and vulnerabilities of 48 different countries.
which included a lack of adequate time for
family, the inability to have conversations United States of America
unrelated to work and the struggle to THE PARTICIPANTS
achieve happiness and balance in life; they Germany
also expressed the urgency for support. 319 individuals in the age range of 18-55 31%
People who had undertaken inner work, years agreed to participate in the Delphi 46% United Kingdom
such as seeing a therapist or a spiritual process and share their experiences
teacher, over a considerable period of by responding to questions related to social 8% Mexico
time reported improvements within their changemaking and inner wellbeing. 8%
7%
lives and relationships. Additionally, Other
they observed a considerable shift in the
way they and their organisations engaged
in social change. 39% worked for a non-profit organisation
76% of participants worked in their countries of citizenship. There were 22 countries/regions
32% identified as social entrepreneur which none of the respondents were citizens of but worked in them, and citizens
To acquire a broader understanding of
of 13 countries/regions inhabited other locations for their primary work.
the need for wellbeing in the field of social
change, the Project conducted a web-based 25% described as social activists
Delphi process with an international group
of 300+ social changemakers. Participants 2% identified as investors or donors
We asked, “What is the primary language, if any, you use
were recruited from the networks of the
when talking about your inner wellbeing?”
Ford Foundation and Impact Hub. 50% of participants indicated that they primarily speak English
approach allowed respondents a chance More than half (59%) respondents identified to talk about inner wellbeing
to learn from the responses of others, social change as the primary focus of their
participate in meaning-making, and support work and 36% indicated that their work 11% of participants indicated that they primarily speak Spanish
a learning community where participants is in some way related to social change.
engage with one another’s responses.
8% of participants indicated that they primarily speak German
In this manner, working with these networks The detailed breakup of the ages of the
allowed the Project to test key themes such study participants was as follows:
as exploring the need for inner wellbeing, Other participants indicated that they primarily speak Arabic, Bengali, Croatian, Dutch,
47% were between 25-34 years old
understanding the challenges surrounding French, Hindi, Hungarian, Italian, Japanese, Moroccan, Portuguese, Russian, Serbian,
and 30% were aged between 35-44 years.
the pursuit of wellbeing and examining and Turkish.
the existing support initiatives. Out of the entire batch of respondents,
70% were female. Participants held various
Delphi also helped the Project to job-roles and worked in different sub-sectors
comprehend the variations in language within the field of social change.
used to describe experiences related
to wellbeing.
12 13
THE DELPHI PROCESS THE FOUR SUBSEQUENT ROUNDS OF THE PROCESS PROCEEDED AS FOLLOWS:
1. Participants responded to a survey constructed by the researchers based on the initial
As shown in the diagram below, the Delphi process began with an introductory survey
findings of The Wellbeing Project’s Inner Development Program.
consisting of general demographic questions as well as questions about how they describe
2. The results were analyzed and shared with participants so they could discover how their
their work in terms of purpose and respective roles. The five subsequent rounds had two parts
responses compared to the responses of other group-members.
each and, therefore, a total of eleven surveys.
3. Participants were then invited to suggest additional questions related to the topic
under investigation.
4. Researchers developed a second ‘going deeper’ survey based on the responses
DELPHI PROCESS ROUNDS AND TOPICS of the participants.
5. Participants completed additional surveys. Those who completed the first round were
invited to participate in the second one; those who completed the second round
Barriers to Outcomes of were invited to the third round and so on.
wellbeing increased wellbeing
Going deeper Going deeper
ADDITIONAL THEMES THAT EMERGED FROM THE DELPHI SURVEYS INCLUDE:
• Dimensions of wellbeing.
• Challenges in building a workplace culture that supports inner wellbeing.
• Qualities of a work culture supportive of inner wellbeing.
1 2 3 4 5
Demographics and Support for enhancing Wellbeing and engagement
information about wellbeing in the world
professional roles Going deeper Going deeper
14 15
BARRIERS TO WELLBEING FAMILY AND CULTURE SUPPORT FOR ENHANCING OUTCOMES OF INCREASED
Many described a results-oriented focus in WELLBEING WELLBEING
Respondents mentioned multiple barriers to
their families and culture—particularly in the
wellbeing such as having to work in crisis- Delphi respondents illustrated a link The survey participants identified several
workplace and the classroom—prioritizing
mode, experiencing a lack of purpose, between inner wellbeing and being positive outcomes that resulted from their
professional over personal development,
facing difficulties in their search for a life able to experience their “whole selves”. experience of wellbeing. The most common
undervaluing relationships and emphasizing
partner, feeling guilty about not giving They described their personal and were an increased sense of purpose, more
perfectionism and success. Respondents
enough time to their homes/work, being professional lives as interconnected. collaborative and supportive relationships
often said that they were expected to be
exhausted and overwhelmed, not having a Many maintained that relationships with others, and healthier management of
strong and tenacious and were forced to
safe environment for physical exercise (e.g. (with themselves and others) are critical personal and professional boundaries.
suppress their personal needs in order to go
unsafe neighborhoods, gender violence), for supporting inner wellbeing and that
about their work.
being lonely, wanting to spend more time in many aspects of such relationships are AN INCREASED SENSE OF PURPOSE
nature, exhibiting patterns of addiction and important; participants ascribed high values
PERSONAL AND PROFESSIONAL Respondents described that when they felt
an array of health-related issues. to relationships which allow them to give
FINANCES most well, they experienced an increased
and receive love, those that support them
Respondents reported a discrepancy Delphi respondents spoke about the sense of self. This was experienced as an
in their personal and professional
between the importance attached to caring significance of adequate financial health to increased awareness and expression of
endeavours and finally to those which
for one’s wellbeing (75% “very important”) their wellbeing and frequently associated needs, desires, and clarity in one’s purpose
impart them with a sense of security
and the actual practice of caring for feelings of personal financial insecurity in life. For some, this self-clarity had positive
and safety.
oneself (25% to a “great extent”). Delphi with a perceived loss of personal freedom. ripple effects in their communications and
respondents explained the discrepancy by Respondents were just as likely to correlate interactions with others. Others found that
suggesting that they did not possess enough their organization’s financial prosperity and increased inner wellbeing clarified their
time to tend to personal wellbeing and that stability to their inner wellbeing. “Worrying long-term visioning, which made it easier to
they struggled to prioritize their own needs about financial security is something that plan for personal and professional goals.
over the needs of others. doesn’t happen all the time,” one respondent
wrote, “but when it does, it is a constant My purpose in life is more clear. I can feel
worry in the back of my head that can and understand things with more clarity.
affect how I react/view normal things in Life and its sensations are brighter, as well.
my everyday life.” The people who did I’m more self-confident and this has effects
not express financial concerns often cited in my relationships (I feel that I’m more
availing of external support such as financial funny and chill and people trust me) and
support from family members. at work (I’m more proactive and thinking
permanently seeing the big picture of things,
and my colleagues trust me more).
16 17
Several described that this increased In general, when I am most well, I am much colleagues, the organization and their
sense of clarity and purpose increased better at drawing boundaries. I am better at ? mission according to respondents.
their capacity to cope through turbulence not taking on work I do not have capacity for.
and feelings of instability at work or in their I am better at encouraging colleagues to do Some spoke of how a lack of opportunities
personal life. the same. CHALLENGES IN BUILDING to take time off for themselves results
A WORK-CULTURE in them feeling “taken for granted” and
MORE COLLABORATIVE AND Maintaining boundaries, in turn, supports becoming less creative. They also described
THAT SUPPORTS INNER
SUPPORTIVE RELATIONSHIP their own wellbeing and contributes to a a ripple effect whereby a lack of wellbeing
WELLBEING
WITH OTHERS work culture that prioritizes wellbeing. support from respective organisations led to
feelings of frustration and disappointment, to
Increased inner wellbeing positively affected Many respondents said that they worked
the creation of a risk-averse culture and to
the relationships with others. Respondents for organizations which claim to care about
the generation of unhealthy competition.
described an increased capacity to step the wellbeing of their employees but whose
outside of themselves to understand the work culture fails to demonstrate any such
These detrimental consequences made it
viewpoints of others and gain a more holistic concern. Most recognized the requirement
difficult for many individuals to achieve their
perspective. of leadership models which place emphasis
targets and forced some others to leave
on inner wellbeing. Leadership gets
their organizations.
One individual shared that when they “so busy and they don’t know how to
experienced wellbeing, they were “slower to create a culture of wellbeing,” wrote one
Some participants mentioned working for
anger,” allowing them to “listen well and with respondent, “staff sees the leadership
organizations which offered inner wellbeing
compassion.” working like crazy and not taking care
support initiatives but described the
of their own wellbeing. Verbally they
offered programs as either inaccessible or
Ninety percent of respondents indicated that express that wellbeing is important, but
unacceptable. Others declared that their
when they are feeling most well it was ‘very they don’t lead by example”. The upkeep
organizations create the structural potential
true’ or ‘somewhat true’ that they feel better of maintaining the wellbeing of employees
for inner wellbeing support but struggled to
able to support others and be more open to is directly related to the creation of more
foster a culture which normalized inner-work.
accepting support from others. sustainable and collaborative organizations.
The major obstacles stated by them were
a lack of encouragement by organizational
HEALTHIER MANAGEMENT OF Respondents suggested that when an
leaders and the fear of judgment.
PERSONAL AND PROFESSIONAL organization fails to provide the requisite
BOUNDARIES support needed for the cultivation of
One leader of a non-profit organization and
the wellbeing of its employees, the
Previously, when participants discussed Delphi respondent said that it is hard for
consequences are stress at home and work,
boundaries at work, they found that leaders to model healthy work boundaries
decreased productivity and a sense
boundaries were easily set, but difficult because the success or failure of their
of “feel[ing] eaten up by work.”
to maintain. Respondents reported organisations rested on their shoulders.
that experiencing wellbeing supported
An absence of wellbeing support by
their ability to respect and maintain the
enterprises negatively affected the
boundaries they set for themselves.
energy-levels of its workers. It also has
an adverse impact on the employees’
feelings towards themselves, their
18 19self-care. Leadership must make it clear,
through their own behavior, that they value
self-care such as taking advantage of paid
time off, exploring their personal interests
QUALITIES OF A WORK and passions, and doing “anything else that
CULTURE SUPPORTIVE OF is necessary for [employees’] physical or
mental health”.
INNER WELLBEING
RECOGNIZING, CELEBRATING AND
Respondents engaged by organisations with
SUPPORTING THE WHOLE PERSON
work cultures supportive of inner wellbeing
identified several positive outcomes of inner Participants disclosed making use of
work: decreased stress, increased positivity, organizational communications and actions
personal and professional growth, increased that are welcoming of the whole person
engagement, higher levels of productivity within the workplace to create a space for
and commitment to work, increased socializing and celebrating the contributions
commitment to the organization, a desire for of all team members.
alignment between personal values, inner
work and the organization’s mission. EMPOWERING PEOPLE TO
TAKE OWNERSHIP AND WORK
Participants were able to clearly identify
INNER WELLBEING
COLLABORATIVELY
the different kinds of support they needed
from their organizations. They noted a gap Encouraging development and growth,
SUPPORT FOR
between what they needed and what their creating a culture of shared ownership and
organization provided. rewarding high-level performance.
CHANGEMAKERS
Examples of gaps are listed on the following
page: LEADERSHIP OUGHT TO EXPRESS
CARE AND ACTIVELY SUPPORT INNER
ALIGNMENT BETWEEN PERSONAL WELLBEING
VALUES, INNER WORK AND THE WORK Leaders who engage with their staff about
OF THE ORGANIZATION their inner wellbeing help to foster an
Many expressed a desire for the internal organizational culture that prioritizes and
organizational culture to reflect the supports it.
INNER
DEVELOPMENT
organization’s publicly stated values.
OPPORTUNITIES FOR PEOPLE TO TAKE
TIME OFF FOR THEMSELVES.
PROGRAM
Some respondents reported that their
organizations encouraged people to
take time off for themselves but that their
leadership failed to model this form of
20 21AN INTRODUCTION AN INTRODUCTION THE IDP COHORT EXPERIENCE CONSISTED
TO INNER WELLBEING TO INNER DEVELOPMENT OF THE FOLLOWING ELEMENTS
PROGRAM
Inner wellbeing lies at the heart of the RETREATS
Project. Given how the term ‘wellbeing’ is By offering a model 18-month Inner
regularly used across the fields of social Development Program, The Wellbeing
change and health in various contexts, the Project delved into what happens when
Project does not prescribe to any single changemakers are provided with inner
definition of wellbeing. wellbeing support and aimed to explore the LEARNING
MODULES
INDIVIDUAL
PROGRAM
shifts in the way changemakers connected
For the Project, wellbeing is an ongoing with themselves, with others, and with the
personal journey towards wholeness and work they do when they are offered this
connection. It is a journey of inner work that support. Cohort participants starting point PROGRAM DEAN PEER
COMMUNICATION CALLS
entails healing, personal development and often mirrored what we heard from Delphi
ultimately integration of self. The Project process participants.
embraces the many and varied pathways to
inner wellbeing.
COHORT PARTICIPANTS RETREATS (ONE EVERY 6 MONTHS) PROGRAM DEAN COMMUNICATION
The goal of the Project is to help participants The participants came from 45 different At each of the three retreats, cohort Each participant had regular one-on-one
explore what wellbeing means to them and countries, ranging in age from 28 to 75, participants worked with three facilitators calls with the IDP Program Dean,
to be supportive of their journey by providing with a median age of 41. over a period of six days, engaging who was responsible for tracking the
them the resources required for inner work. The group included people from different in group and individual exploration, experiences and emerging needs of
For some individuals, inner wellbeing could professional backgrounds including somatics (movement and bodywork) participants, offering counsel and support
symbolize the creation of a healthy balance founders, executive directors, and activists and process work. in individual programs.
between personal and professional life, and represented different sub sectors
while for others it could imply being true to of social change including environment, INDIVIDUAL PROGRAM LEARNING MODULES
their values or being emotionally, physically women’s rights, work in the prison system,
and mentally healthy. microfinance, and grassroots community Each participant was supported through Participants were invited to attend webinars
work. 60% of the cohort participants a $2000 stipend for the purpose of finding with ‘wisdom teachers’ who hailed from
As a result, the practices that support an were female. either individual or group support for different walks of life. Discussed topics
individual’s inner wellbeing vary depending additional inner work between retreats included relationships, self-compassion
on his/her needs. Instilling a habit of (e.g., therapy, coaching, retreats). and resilience.
meditating every day, taking a walk or
spending more time with family, reflecting
PEER CALLS
on one’s life, starting a journal, seeing a
therapist or exploring practices through Participants were encouraged to integrate
retreats are all examples of pursuing their ongoing development into their work
wellbeing. Therefore, wellbeing may or may and personal lives through facilitated
not require the support of others - it can be monthly calls with 2-3 cohort members.
achieved by oneself, collectively or with the
help of professionals.
22 23As part of our analysis of participant experiences, we identified nine guiding principles applied ROLE OF ROLE OF
in the design of the program. These guiding principles are listed in the table below. THE FACILITATORS THE COHORT COMMUNITY
Facilitators interacted with participants The cohort community became an
Understand inner development work as unique to each during retreats and during peer calls as inner-work support-system for each
JOURNEY-ORIENTED
person, multidimensional, multifaceted and ongoing. coordinators. While modalities varied individual member. Participants spoke
across the three cohorts, cohort members of the many ways in which this support-
acknowledged the role of facilitators, system nurtured and modeled new
Invite people to take part in inner development work while
allowing them the freedom to choose how to participate pivotal to the promotion of their inner work, approaches to relationships with self
INVITATIONAL
and engage. include the following: and others, by:
WELCOMING OF THE Place individuals, not their work, at the center. Invite • Creating a safe space • Exploring the community and its
WELCOMING OF THE participants to engage without premeditated expectations
WHOLE PERSON • Opportunities to safely challenge relationship to wellbeing
about personal or professional outcomes.
cultural and familial norms • Experiencing the power of witnessing/
• Deep listening (to one’s body, inner being witnessed
voices, environment, etc. ) • Raising awareness with regard to inner
Create dedicated time and space for inner
NURTURING COMMITMENT • Eliciting vulnerability; taking risks wellbeing and how a sense of wellbeing
development work.
and speaking up influences our interactions with the
• Encouraging movement and creative world
artistic expression • Illustrating different elements and traits
Create opportunities for the discovery and integration of
capacity-building practices and experiences that support • Employing capacity-building tools, of relationships (with family, friends,
FACILITATING DEPTH
enhanced self-care. practices and strategies to support colleagues and peers) and elucidating
inner wellbeing their impact on social-change work and
• Nurturing equanimity our daily interactions in general
Provide a variety of therapeutic and/or healing modalities • Depicting various elements and
PROVIDING MEANINGFUL and opportunities within consistent, coherent and useful
FRAMEWORKS qualities of organizational culture
inner development frameworks.
(including power structures, leadership
models and theories of change) and
Trustworthy, credible and skilled staff create and hold demonstrating how these affect social-
CULTIVATING SPACE a sacred, confidential space for vulnerability, connection change work and our engagement with
and inner development. the world in general
Provide trustworthy, credible and skilled facilitators
WISE FACILITATION experienced in supervising both interpersonal and
intrapersonal journeys with compassion and detachment.
Offer participants opportunities to be cared for by others
and to cultivate care for themselves (changemakers are
ACCEPTING CARE
accustomed to taking care of others. It is a challenge for
many ‘givers’ to receive).
24 25An evaluator/researcher was introduced The evaluation focused on the following
into the initiative as a participant-observer three areas:
of each cohort in order to gain first-hand
experience of the Inner Development 1. PARTICIPANT EXPERIENCE
Program and a deeper understanding of
The evaluation provided feedback over
the Project and its impact, along with its
a three-year period to assist Project staff
approach and terminology. Information was
in providing meaningful support
gathered through observations, interviews,
to the inner journeys of participants and
surveys, reflective practices and the analysis
ultimately, to their social-change work.
of existing documentation provided by
cohort members. Across the three cohorts,
The evaluation and learning process
we conducted 171 interviews and 406
was participant-centered and involved
surveys. This report, prepared by TerraLuna
documenting the process in which cohort
Collaborative (the Project’s research and
members identified the experiences that
evaluation partner), describes and highlights
supported their inner work.
the need for prioritizing wellbeing in the
field of social change and the ways inner
2. IDENTIFYING AND UNDERSTANDING
development work can impact the sector.
KEY CONCEPTS
APPROACH TO RESEARCH Many terms and phrases used in this
RESEARCH AND EVALUATION project such as ‘wellbeing’ and ‘inner
journey’ are broad terms, open to
METHODOLOGY
The Research and evaluation approach multiple and sometimes conflicting
consisted of two components: evidence- interpretations.
based, principle-focused developmental
evaluation and interpretive longitudinal The evaluation process aimed to define
qualitative research. these terms in context of this project
through participant experiences and
DEVELOPMENTAL perspectives.
To ascertain the impact of inner work on changemakers as well as on the process EVALUATION
of social change, a team of seven researchers explored the connection 3. LEARNING
between inner work and the quality and effectiveness of social change The research and evaluation team worked The evaluation team supported the
work during and following their 18-month immersive experience. alongside the Project team to conduct development of the Project’s model.
The research was adaptive and participatory in nature surveys and provide relevant feedback.
In contrast to a traditional objective The longitudinal research explored
evaluation role, the research and evaluation the effect of inner work and the linkage
team were active participants in the between inner work and the quality
implementation process and were asked of social change work.
to provide critical feedback rather than
neutral perspectives.
26 27LONGITUDINAL QUALITATIVE DATA COLLECTION METHODS A team of three people coded the transcripts LIMITATIONS
RESEARCH using a coding scheme developed and
Given that the field of social change is large
PARTICIPANT OBSERVER endorsed by the TerraLuna team.
and sophisticated, researchers encountered
Qualitative inquiry facilitates an in-depth Some coders were observers and some
Participant-observers become familiar several limitations during the facilitation of
understanding of human behaviour not, allowing for an eclectic perspective
with the communities they observe in this study. First, a study of this size could
and the motives which govern it; in the interpretation of the data.
a more intimate and comprehensive manner not hope to capture the infinite complex
it provides rich descriptions of complex ways in which social-change leaders go
than those who simply conduct surveys SURVEYS
circumstances that are typically about their work. Our research focused
and depart after. Consequently, a
under-explored in literature. Paper-based surveys were designed primarily on cohort participants who were
participant-observer is privy to more
thorough information that would otherwise for the purpose of gathering data from selected through specific social-change
Our research, conducted over three years, all cohort members participating in the fellowship programs. We also conversed
have been inaccessible to traditional
tracked the changes in how individuals Inner Development Program during and with small sample-groups comprised of the
researchers; gaining intimate first hand
perceived the impact of inner development immediately following each of the retreats. colleagues of some of the participants to
insights helps them identify specific issues.
work on their relationships (including gain an extrinsic perspective of the effects of
Each cohort had a different participant
relationship to self and work). We selected DATA ANALYSIS METHODS character-shifts on the participants’ personal
observer. All three observers were members
an interpretive approach as The Project and professional lives. Second, all segments
of TerraLuna Collaborative’s research
sought to understand, instead of having All qualitative data related to the IDP cohorts
and evaluation team. of the Project including the research and
already defined, participants’ meaning of was processed through a qualitative analysis
evaluation work were conducted in English.
wellbeing, in the given context, over time. software and the texts were perused by the
SEMI-STRUCTURED INTERVIEWS Since English was not the primary language
research and evaluation team. The initial
of many cohort participants, certain nuances
Interviews were conducted with Inner coding system was formed based on themes
of their accounts could have been lost in
RESEARCH QUESTIONS Development Program cohort members, identified through our observations and the
translation. Third, we dealt primarily with
facilitators and staff. All cohort members first read-through of the texts. We used an
self-reported data.
The high-level research questions were: participated in these interviews, conducted emergent coding approach because we
by two members of the TerraLuna team. were committed to identifying terms that
This report is not a how-to guide, nor is it
1. What key concepts have emerged and (If TerraLuna researchers were participant were meaningful to cohort participants and
meant to represent definitive conclusions
what do they mean in the context of this observers in a particular cohort, they were to better comprehend their meanings from
with regard to the definition of wellbeing
project and from the perspectives of the deliberately not the interviewers for that the perspective of the cohort members in
or the components of inner-work. This
cohort members? cohort. They took this measure to ensure the context of this project. The application
report cannot verify the long-term effects
that interviews were conducted by people of external, preset definitions would result in
of the Project on participants. Instead, this
2. What are the impacts of the Project’s experiencing the community for the first the deposition of new ones emerging from
report is a methodical attempt to reflect the
Inner Development Program on social time and to preserve the relationship of the data.
participant experiences during the course of
change-makers’ individual journeys? the inserted participant-observers with the Project and the cohort experience.
their fellow cohort members). These audio- The primary sources of information for this
3. How and when are individuals making recorded interviews were performed over report were interview transcripts and survey
We believe these findings will be conducive
links between inner development and the phone and lasted approximately 30- responses. Wherever possible, participant
for the advancement of a culture of inner
social change? 60 minutes. Recordings were transcribed, quotes were used in order to preserve the
wellbeing support for change-makers around
de-identified and entered into qualitative intentions of respondents.
the world.
analysis software.
28 29PRIVACY AND ETHICS Sensitivity to vulnerability
In spite of being international and constantly
TerraLuna Collaborative commits to
growing, the sphere of social change is still
facilitating research and evaluation in ways
quite small. During the compilation of our
that are respectful, ethical, rigorous and
reports, we ensured the anonymity of all
useful.
participants. The research and evaluation
process should not be a cause of any kind
Intrusiveness
of harm, be it emotional, social, economic or
Researchers participated as observers,
otherwise.
which meant cohort members did not have
to be taken out from their communities for
Informed consent
evaluation purposes. The only exceptions
We solicited informed consent from cohort
were surveys completed by them during
participants at the beginning and the end of
cohort retreats. We intentionally designed
the project and before each interview.
these surveys to be short and open-ended
so as to stimulate reflection with the hope
Useful
that such exercises would bolster the cohort
The research and evaluation should be
experience instead of taking participants
useful to social-change leaders and people
away from it.
who support and influence the arena of
social change. We inquired about people’s
INNER JOURNEY
Respect for privacy
experiences along with the meanings they
When we inserted ourselves into the cohort
attributed to them and reported our findings
experience, we observed and documented
OF CHANGEMAKERS
alongside our analysis.
patterns and themes within the groups
but refrained from recording individual
Rigorous
experiences.
We conducted rigorous, systematic,
in-depth fieldwork that yielded high-quality
data. We also coordinated a systematic
and conscientious analysis of said data to
ensure its credibility. During the Inner Development Program, participants were led on a facilitated
(Patton, 2015, p. 653).10 journey to make meaningful contact with their inner selves, something they earlier
regarded as arduous or even impossible.
Patton, Michael Quinn. (2015) Qualitative Research & Evaluation Methods: Integrating Theory and Practice.
10
SAGE Publications.
30 31Participants told us over and over that there is a profound interrelationship between their inner - UNDERSTANDING AND ACCEPTING -
development work and the actions they take in the world, and that there are distinct outcomes
for changemakers participating in the Program.
The visuals below represent the Inner Journey Outcomes of changemakers. These outcomes,
as observed during the journey, are not linear and do not forecast or determine the trajectories
of subsequent outcomes. Varying responses and results showed up throughout the journeys
of the participants and often appeared to be mutually exclusive.
DISCOVERING AND ACCEPTING
THE WHOLE SELF
Growing more fully and deeply to whole selfhood.
Experiencing greater awareness and presence,
CHANGEMAKERS’ and less self-judgement.
INNER JOURNEY OUTCOMES
- IDENTIFYING AND SEEING - - BEING AND BECOMING -
SAYING YES EXPERIENCING AND OPENING TO MOVING TOWARDS ALIGNING INNER WELLBEING
AND RETURNING TO YES NEW RELATIONAL POSSIBILITIES GREATER INNER WHOLENESS AND OUTER ACTION
Saying “yes” to the project’s invitation to Experiencing and opening to new Integrating parts of oneself that had been Aligning (in service of the world, nation,
explore “the profound connection between possibilities in their relationships fragmented or denied, relief and healing from community, or group) from a sense of
how our relationship with ourselves deeply with (self and others), to their burdens, and creating space for a whole greater wholeness and awareness of new
influences the way we are in the world” daily work, and to the work of person to emerge leads to a different way of possibilities to bringing the inner life andf
Returning to “yes” by choosing changemaking in general. being in personal and professional spaces. outer work into greater alignment.
to continue the exploration.
32 33IDENTIFYING AND SEEING: RETURNING TO ‘YES’
SAYING YES TO WELLBEING After being accepted into the Project, They returned to ‘yes’ each time they
participants embarked on an 18-month made a decision, inspired in some way
journey that was effectively a series of by the inner work undertaken by them as
“There is a pervasive form of contemporary violence to which the idealist most easily
opportunities to say ‘yes’ to inner exploration project participants, which impacted their
succumbs: activism and overwork. The rush and pressure of modern life are a form, perhaps
(or to choose ‘no’). Participants welcomed relationship with themselves, others, their
the most common form, of its innate violence. To allow oneself to be carried away by a
inner work each time they showed up for a daily work and the work of change-making in
multitude of conflicting concerns, to surrender to too many demands, to commit oneself
retreat, joined a small group call, or engaged general.
to too many projects, to want to help everyone in everything, is to succumb to violence.
The frenzy of our activism neutralizes our work for peace. It destroys our own inner capacity in individual inner work.
for peace. It destroys the fruitfulness of our own work because it kills the root of inner
wisdom which makes work fruitful.”
― Thomas Merton 11
WAYS OF SAYING ‘YES’
SAYING ‘YES’
For participants, the act of saying ‘yes’ took several forms:
The Wellbeing Project’s invitation to who described feeling stagnant, burned out
changemakers was “to commit to their or depleted. Their passion for their work
wellness and inner development by giving was waning. They were worn down by the
themselves the time and attention they bureaucracies they have had to navigate
need to become healthier and happier as and drained by the seemingly endless
individuals and on that basis also become pursuit of funding. Through participant TURNING
SHOWING UP
more effective as co-creative leaders”. interviews, we also know that they came TOWARDS
“This program is for you,” the Project’s staff to The Wellbeing Project worn down by
wrote in their invitation letter12, “if you have the stress of founding and/or managing
wanted to take time for yourself, to explore an organization, by their having to travel
yourself; gotten to the point where you are constantly to promote their work, by the
looking for another way of doing things; ongoing internal and external pressures of STAYING
TRUSTING
WITH
wanted to work with issues or challenges a particular identity—of a specific kind of
that you are facing.” Each person who chose leader, idealist or hero. They spoke of the
to apply to the Project effectively said ‘yes’ toll all of this had taken on their relationships
to this invitation, and we consider that ‘yes’ with family and friends and especially with
to be the first outcome of the Project. themselves.
It is clear from the applications that the For applicants, saying ‘yes’ to this invitation
invitation connected with certain common was a step towards saying ‘no’ to an existing
experiences among applicants, state of affairs.
11
Merton, T. (1968) Conjectures of a Innocent Bystander. Image; Reissue Edition
12
Wellbeing Project. (2015) “Wellbeing Project Invitation Letter.”
34 35SHOWING UP TURNING TOWARDS
‘Showing up,’ as participants described it, Participants depicted showing up differently Participants were asked to ‘turn towards’ all experience, with the idea that we can listen
implied something more than just being to situations unburdened by internalized the distinct kinds of feelings and experiences and receive that. And in some ways, let that
physically present. It connoted a quality of expectations about what a social with openness. Within group settings, be comfortable, uncomfortable, pretty and
presence and openness at its core, defined changemaker ought to uphold or sacrifice when others were expressing feelings or sweet, messy and hot and heavy, clear, like
by retreat facilitator Chris Price as “equally in the service of change-making (a set of experiences, participants were asked to turn a crystal bell ringing, confused and stormy…
meeting whatever arises with receptivity and expectations participants often referred to as towards those participants without judgment, All of it!.” Participants were also encouraged
equanimity.’’13 “the hero model”). as listeners. Another guiding quote by Chris to reflect on their own experiences and
Price is as follows: “We invite each person to feelings without judgment, an invitation
say what is true for them—about their own which participants described as cathartic.
- PARTICIPANT VOICES - - PARTICIPANT VOICES -
“I’m aware of the fact that I’m showing up “[The Project] woke me up to how important it is that “If you’re somebody like me, who had this pride in “I was hearing myself say things that I’ve never
differently for myself. I’m curious whether or not I have a loving presence. The work that I do to learn being strong, and being resilient, and in not being even said out loud, to any human being. I surprised
people see that.” how to have a healthy relationship with my own a victim, and in always trying to make other people myself, how much we bury those wounds, but
emotions can be very powerful. I can transmit in feel better—to fall down in front of a group and say, they’re very much part of [us]. I didn’t know how
“I’m showing up as more calm and loving and a really powerful ways. And that’s one of those things ‘Actually, I can’t even speak because of the pain much I carried inside ... I was stunned that all of that
listener ... I’m showing up in a profound way in that helps heal the world.” inside me. I can’t even put words to the pain that I was stuffed inside of me like a teddy bear.”
painful moments ... I’m there for people, [but] it feel now and that I’ve carried for so long, and I’m
doesn’t exhaust me. And what I give to people, they “[There is a] different quality in my work, in my team, scared.’ It was huge. And that’s what was unique.” “There is nothing the same. I inhabit my body
say, is a level above and beyond.” because I make myself more visible and also more differently. I am suddenly aware of so much more
vulnerable, so it’s not this superhero—‘I can handle “[I learned that] trying to escape emotions can be sensation. I am more aware of pain and pleasure.
“I’ve developed a practice of presence. Learning to everything.’ But also, admit that I don’t know, or that more painful than the pain of feeling them.” I can literally feel synapses and cells reconnecting.”
not bring past stories, experiences, conversations, I need something, or that I’m not feeling strong. This
or expectations into the present moment, but to gives a different quality in the team. More people “I now feel like [wellbeing] is not so much about “I lost my many, many occasions to live my own life.
enter each moment as it appears.” show themselves also. It’s a deeper connection in alleviating suffering. In fact, sometimes it’s turning I was the least [important]. If you want to change the
the team.” toward suffering in a way that I had avoided it in life of other people, you have to [look at] your own
“Really listening and [connecting with] someone— the past. It’s much more about how do I free myself life. [If you do not], you are an empty soul working
how could that ever be a bad thing? If you get better “Some have assumed my social entrepreneur life enough to be present to it, whether it’s physical, for other people.”
at that, that’s a great thing. It’s not easy to slow was easy—anyone can succeed with that level of mental, or spiritual? To open myself up to my
down and be in the present. Everything about our funding, they said. But it has not been easy. I push options around how to meet that—which might be “[My definition of wellbeing, now, is] to be connected
world pulls us away from that.” myself and my team so that we are successful in escape, digging in, or not necessarily changing to my potency—to my strongest, healthiest spot—so
achieving impact. I am learning that there is another anything, but having awareness around it.” that I can look at [a] challenge in the eyes, and work
“My connections to people are much deeper. They way of being and working that is not exhausting.” with it, deal with it, dialog with it, instead of being
were never dishonest, but they’re much [deeper].” “[What has been reinforced is] being open and taken by it, being surmounted by it.”
direct ... [and] lowering resistance to dealing with
contentious issues.”
13
Price, C. S. (2015). Gestalt Awareness Practice: Christine Stewart Price. The Gestalt Legacy Project.
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