18th Jun 2024 Gemini 1.5 Pro
Oren Slausberg, executive director of Commonweal, describes the organization as a unique blend of a community, a nonprofit, and a vision for healing the world. Commonweal operates as an unconventional nonprofit that defies the traditional model of a focused mission. Instead, it embraces a diverse array of programs united by shared values of service and a recognition of the interconnectedness of global challenges.
Commonweal's origins can be traced back to the 1970s, with the establishment of the Full Circle School in Bolinas, California. This school aimed to transform the lives of youth in the juvenile justice system through nutritional changes and community support. The organization's founder, Michael Lerner, had a vision of creating a center for healing both individuals and the planet, leading to the acquisition of an old RCA building in Bolinas, which now serves as Commonweal's base.
Commonweal's structure resembles a candelabra, with each program representing a distinct branch. The organization's work spans a wide spectrum of issues, including health and healing (particularly cancer care and integrative medicine), environment and justice (such as juvenile justice reform and support for first responders), and education and the arts.
What makes sense for all of this to be in the same place is that, one, there's shared values about doing good work in the world, but also the state of the world as it is now. We have this confluence of all these different stressors. So we have this very complex world.
This interconnectedness of global challenges, often referred to as the "polycrisis," is central to Commonweal's approach. The organization recognizes that addressing complex issues necessitates collaboration across disciplines, sectors, and generations.
Commonweal stands out for its commitment to intergenerational leadership, fostering collaboration and shared responsibility across age groups. Slausberg highlights the unique perspectives each generation brings to the table and emphasizes the importance of moving beyond traditional succession models that often create unnecessary tension and power struggles.
Inspired by his own experience working with Lerner, Slausberg advocates for a more fluid and dynamic leadership structure, where roles and responsibilities adapt to the evolving strengths and interests of individuals, regardless of age. He believes that embracing intergenerational leadership is not only a matter of fairness and representation, but also a strategic imperative for effectively addressing the complexities of the polycrisis.
We developed this idea of intergenerational leadership. What does it mean to have leadership that is shared across different generations? Because there's the younger generation who has a way of seeing the world, has maybe less experience in years, but has experience maybe in new technologies and new ways of seeing the world.
Slausberg acknowledges the inherent challenges of intergenerational collaboration, such as differing communication styles, technological fluency, and power dynamics. However, he emphasizes that the benefits of bridging generational divides far outweigh the difficulties.
The polycrisis, as Slausberg explains, is not merely a future threat but a present reality. It's the convergence of multiple interconnected global challenges—climate change, social inequality, political instability, technological disruption—that demand a more holistic and nuanced response than traditional approaches can offer.
Slausberg highlights the importance of acknowledging the reality of the polycrisis, avoiding simplistic narratives that promote blind optimism or paralyzing despair. He encourages a stance of "radical realism," recognizing the severity of the challenges while maintaining a belief in the human capacity for adaptation, innovation, and resilience.
When you have cancer, one of the ways to hold it is by looking at it and recognizing, staring at it, not averting your eyes, not putting your head in the sand, not pretending to "Oh, well, you know, 20% of people live for 20 years." It's like recognizing what it is and being then able to decide or live the way you want to with that awareness. The poly crisis is some way the same way.
He compares facing the polycrisis to confronting a cancer diagnosis, emphasizing the need to move beyond denial and engage in honest conversations about difficult truths. This approach, rooted in both realism and hope, allows for a more empowered response, fostering a sense of agency and the possibility of shaping a better future.
Slausberg draws parallels between the concept of "refugia" in ecology—pockets of life that survive and regenerate ecosystems after disturbances like fires—and the potential for communities to serve as similar havens in the face of the polycrisis. He envisions communities as spaces for cultivating resilience, interdependence, and a deeper connection to place, fostering skills and practices that can help us navigate the uncertain terrain ahead.
Slausberg highlights the important role of retreat centers, intentional communities, and land-based projects in modeling new ways of living in greater harmony with each other and the planet. He emphasizes that these communities are not about escapism or isolation but about creating resilient networks and fostering a sense of belonging and purpose.
And I'm hoping that that could be a little bit of the concept of what Commonweal is doing, is building this community of to build these capacities so what comes out on the other side of the tunnel is a more just world. And just, once again, across all the dimensions, both among humans, humans and nature, among races, among genders, it's like, the world will be changing.
Slausberg emphasizes the need for these communities to be porous and interconnected, fostering relationships with their surrounding bioregions and engaging in acts of service and reciprocity.
Slausberg challenges conventional philanthropic practices, arguing for a more relational, trust-based approach that empowers communities and decolonizes wealth. He critiques the transactional nature of traditional philanthropy, where power imbalances, burdensome reporting requirements, and a focus on measurable outcomes can stifle innovation and undermine the very communities philanthropy seeks to serve.
He highlights alternative models like flow funding and participatory philanthropy, which prioritize trust, relationship building, and community agency. Flow funding empowers trusted intermediaries to distribute funds directly to communities, while participatory philanthropy allows community members to have a direct say in how resources are allocated and utilized.
If there is trust in there, I think that's where resilience comes from. And part of that network is like trusting the community to do the right thing.
Slausberg emphasizes that shifting toward a more trust-based and participatory model of philanthropy requires a fundamental shift in mindset, moving away from a transactional view of money and recognizing the inherent wisdom and agency within communities.
Airtable