Dreams InDeed International

Too Weak to Fail: Haskell at Berkeley and Duke

janicehaskell — Sat, 18 Feb 2012 14:11:09 +0000

Feel dwarfed by the social challenge you’re tackling? Then you’re in good company.

This April, UC Berkeley Haas and Duke Fuqua Schools of Business will host David Haskell to present on the paradoxical power of weakness to leverage mission impact. But Berkeley and Duke graduate students are anything but weak. These MBA programs rank among the top ten worldwide for social entrepreneurship and nonprofit management.

So why celebrate weakness at these powerhouses? Because humble weakness, if wisely harnessed, is an unrecognized but powerful lever for mission impact.

The story of an unsung Egyptian civil engineer illustrates how. His dream is to solve the poverty housing problem of 22 million people in Egypt. Undeterred by Egypt’s turmoil, his housing movement is expanding to house thousands of Egyptian families struggling to survive on less than $2 per day. So far, over eighteen thousand families have moved into decent housing.

Within six years, this phenomenon showed up on the global radar of Harvard Business School researchers. Now a published HBS case, it demonstrates how a visionary network can deliver more mission impact than any organization could wish for alone. You can find a case preview here.

David will unpack four keys to this networked approach that unleash mission impact:

shared dreams
aligned values
participatory weave
servant leadership

At UC Berkeley Haas School of Business, David will co-present with Jane Wei-Skillern in the MBA class, Social Entrepreneurship and Social Innovation, from 4:00 to 6:00 pm, Wednesday, April 4, 2012. Guests are welcome, but seating is limited. For more information, please email info@dreamsindeed.org.

At the Duke Fuqua School of Business, David will present at the Center for Advancement of Social Entrepreneurship, from 5:30 to 6:30 pm, Monday, April 23, 2012. This event is open to the public, free of charge. For more information, please email info@dreamsindeed.org.

Bring your dream and a few friends. And see you at Berkeley or Duke.

Recognizing Servant-Leaders – Not Drum Majors

davidhaskell — Tue, 29 Nov 2011 18:20:42 +0000

It was only after the rice ran out that the British soldier noticed her again.

Her tiny face crumpled as it dawned on her that she would get no food that day. Even in the emaciated crowd, she was smaller and thinner than the rest, easily pushed aside as stronger ones shoved their way to the front.

The soldier had first spotted her under a scrawny tree as his aid convoy approached the refugee camp. But he’d forgotten her, focusing on the chaotic scene at hand. He and his comrades in arms were to protect the convoy from warlords and rioters. Sometimes aid-seekers became unruly.

Desperation gave the starving strength.

After the crowd disbursed, she remained. Her haunting eyes met his. He remembered the banana he’d tossed in his pack at breakfast. He pulled it out and walked over to offer it to her.

She took it silently. He watched her make her way back to the tree, and only then perceived two little boys lying in its shade, too weak to get up. She peeled the banana, broke it in two, and gave a piece to each of them.

Then she ate the peel.

“It was the most moving illustration of servant leadership I have ever seen,” he told me years later. “She changed the course of my life. I resigned from my career to follow her example, serving with communities in need in Africa.”

What was the power of this little girl to change a battle-hardened fighter’s heart? The soldiers and the humanitarians were ostensibly there “to serve.” They had the aid, the arms, the answers. But she offered something more rare, more vital.

She offered humble love.

After decades of development work, we’ve only seen real, sustained change when leaders are servants. The marginalized are weary of being led and used by those who lay claim to greater resource, power, or intellect.

Only being served out of love honors their dignity transformatively, affirming their identity and restoring hope. This paves the way for them to freely choose to become servant-leaders themselves.

As management sage Robert Greenleaf wrote, “The servant-leader is servant first…The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society?”1

The Achilles’ heel of servant-leadership is what Martin Luther King, Jr. called the “drum major instinct” — “a desire to be out front, a desire to lead the parade, a desire to be first.”2 Social entrepreneurs, when lauded as modern-day heroes, believe their press at their own peril.

Ego short-circuits servant-leadership.

Jesus, the model for Dreams InDeed core values, confronted the drum major instinct in his followers. When they vied for the top spot, he re-defined greatness: “If anyone wants to be first, he must be the very last, and the servant of all.”3

In one of his last speeches before his assassination, Dr. King affirmed what that starving girl knew to be true under that scrawny tree:

“Everybody can be great, because everybody can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and your verb agree to serve. You don’t have to know about Plato and Aristotle to serve…You only need a heart full of grace, a soul generated by love. And you can be that servant.”4

Servant leaders eat banana peels – and leave changed lives in their wake.

__________________________________________________________________________

1 Greenleaf, Robert (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, ISBN 0809125277, pp 13-14.

2 King, Martin Luther, Jr. (1968). The Drum Major Instinct, available online at http://mlk-kpp01.stanford.edu/index.php/encyclopedia/documentsentry/doc_the_drum_major_instinct.

3 Mark 9:35.

Attribution URL. Meygaag by Somali Nomad. Re-used under a Creative Commons license.

Who We Are

Synergizing Dreams and Talent

janicehaskell — Tue, 29 Nov 2011 17:57:38 +0000

Dreams InDeed hosted a conflict resolution practitioner in Amman, Jordan from December 9 to 11 to convene with a community mobilization expert. Bringing formidable experience to the table, each collaborated with Dreams InDeed staff to design a Participatory Rapid Appraisal (PRA) for an at-risk community. A PRA process engages a community around a strategic issue to enable community members to discover and agree steps they can take to address the issue, define their priorities, and take effective action together. Dreams InDeed was honored to bring these two talented minds and passionate hearts together to synergize their dreams and serve their people.

Haskell Presented a Social Enterprise Case at the American University of Beirut

janicehaskell — Tue, 08 Nov 2011 13:03:11 +0000

Are values such as love and respect mere sentimentality, just marketing slogans? Or are they pivotal to delivering social enterprise impact? A case from Egypt in the wake of the Arab Spring answers that question definitively. The Olayan School of Business at AUB featured David Haskell in its Mikati Corporate Social Responsibility Speaker Series. To be published this winter by Palgrave-Macmillan, the case study of Dreams InDeed’s collaboration with Care with Love in Egypt demonstrates impact beyond profits, showing how harnessing values in social enterprise can significantly improve performance. Haskell’s case presentation was held at the Olayan School of Business on November 21, 2011 at 5:30PM, at the Maamari Auditorium.

Social Enterprise Alliance Summit

janicehaskell — Tue, 18 Oct 2011 08:05:14 +0000

Social Enterprise Alliance Annual Summit convened in Chicago from October 30 to November 2, 2011. On November 2, David Haskell presented the Dreams InDeed networked approach for mission impact and a case from Egypt on a panel chaired by the Duke University Center for Advancement of Social Entrepreneurship on Strategy Drivers for Growth: Scaling Social Impact: Exploring Strategies Beyond Replication and Growth (Nash, Bohen, Hall, Haskell, Trask). Click here for more information.

Growing Social Impact in a Networked World

janicehaskell — Sat, 01 Oct 2011 18:32:17 +0000

David Haskell and Jane Wei-Skillern of Stanford Graduate School of Business and UC Berkeley Haas School of Business co-presented a case from Egypt on the networked approach for mission impact at Growing Social Impact in a Networked World: A Grantmakers’ Gathering on Networks.
This conference was held by Grantmakers for Effective Organizations and Monitor Institute in San Francisco on October 17 – 18, 2011. This interactive convening focused on how funders and social change leaders can increase their impact by supporting networks and embracing more collaborative approaches to grantmaking. See Geofunders for more information.

EPCON 2011: Better Together; Tweeters Respond to Haskell’s Keynote

janicehaskell — Thu, 16 Jun 2011 09:27:46 +0000

A simple, yet powerful formula. Innovative Social Entrepreneurs + Committed Social Investors = Synergy on Social Dilemmas

See what people are blogging and tweeting about EPCON 2011:

EPCON 2011: How to Solve the World’s Biggest Problems

My View: Solving Minnesota’s Problems Means Getting Everybody at the Table

@writerpollock Tristan Pollock
David Haskell is one of the most articulate, inspiring speakers I’ve ever heard.

@JLoMN Jennie Olson
“If you haven’t found something worth dying for then you haven’t found something worth living for.” @dreamsindeed David Haskell

@larsleafblad Lars Leafblad
Love this -> David Haskell’s keys to building network approach: “Shared Dream. Aligned Values. Participatory Weave. Servant Leaders.”

@works_progress Works Progress
Love David Haskell’s idea of a “participatory weave!”

@JLoMN Jennie Olson
“I’ve got a dream…” @dreamsindeed David Haskell – What’s your dream?

MentorPlanet Beth Parkhill
Real change requires deep trust across varied organizations. Difficult but worthy. David Haskell

@lhavens Lucas
Love David Haskell’s metaphor of resonance at #epcon. If you find resonance with a person/org, follow it for as long as he has–30 yrs?

@writerpollock Tristan Pollock
“Draw your circle large enough to include even the smallest voice.” – David Haskell of @DreamsInDeed

@JLoMN Jennie Olson
Keynote speaker Dream Indeed’s David Haskell talks about Minnesota’s philanthropic success

@works_progress Works Progress
“It’s better together… it’s also harder together.” Real talk from David Haskell.

To learn more about the EPCON conference, read on.

EPCON 2011: Better Together; Haskell to Deliver Keynote

A simple, yet powerful formula. Innovative Social Entrepreneurs + Committed Social Investors = Synergy on Social Dilemmas

Applying that formula, Social Venture Partners Minnesota is hosting the Engaged Philanthropy Conference (EPCON) on 16 June at the Minneapolis Hyatt Regency. No other gathering in Minnesota brings together such a diverse group of trailblazers. Nonprofit leaders. Foundation directors. Individual philanthropists. Business entrepreneurs. Corporate executives. Government policy makers.

The aim? Listen to each other and take action together on entrenched social problems. These leaders know that community needs are far bigger than any one foundation, institution, or government agency can take on alone.

EPCON 2011 has tapped David Haskell to give the keynote address. Through two decades of international development practice in the Middle East, East Africa, and Southeast Asia, Haskell has grappled with complex social problems firsthand. Those experiences have taught him a simple, yet profound, truth required for leveraged impact: collaboration. Illustrated by an inspiring case from Egypt, Haskell will unpack the verity that we are “Better Together.”

Haskell’s aspiration for EPCON 2011? “Generous and engaged civic networks have sustained values and leveraged change in Minnesota for decades, but I hope their greatest impact is still ahead.”

New Dreams in Harder Places

janicehaskell — Sun, 20 Mar 2011 00:02:02 +0000

Bludgeons. Tear gas. Water cannon. Live ammunition. Upheaval is rocking the Middle East.

We tracked the action on-line while on assignment in Southeast Asia. A photo-journalist who’d covered our dreamers in Beirut was man-handled in Cairo’s alleys. Our Egyptian friends dropped into a black hole with internet and phone service severed.

And then, we suddenly got a line back into Cairo!

“Pray for our home health caregivers,” one Egyptian dreamer appealed. “Violent inmates escaped from a prison nearby. It’s very dangerous, but our caregivers insist to go out and serve. The values training we designed together really had impact. They’re taking risks to love their clients.”

Why? They share her dream of home health caregivers serving with dignity and hope. Their challenge? Faithfully living out their values of integrity and sacrificial love, day-in and day-out, crisis or no crisis.

Passion: The Fuel of Dreams.

Following a road grader to see a dream.

Pundits credit social media for the changes. But we’re seeing a dynamic at work that is far deeper and more profound than cyberspace chatter. A previous generation called it “true grit.” Not blind zealotry, but a readiness to sacrifice for a calling.

Malcolm Gladwell, author of the best-seller Tipping Point, agrees. His New Yorker article, Small Change: Why the Revolution Will Not Be Tweeted, asserts “Activism that challenges the status quo — that attacks deeply rooted problems — is not for the faint of heart. What makes people capable of this kind of activism? High-risk activism…is a ’strong-tie’ phenomenon.” (Gladwell article link.)

Strong ties mean deep relationships — friendships that sacrifice. We call it passion. Dreams InDeed’s values model, Jesus, put it this way: “Greater love has no one than this, that one lay down his life for his friends.”

That humble passion is what propels unsung Egyptian home health caregivers past violence to keep vigil with the bed-ridden in Cairo’s back streets. But those dreamers are not alone. So far this year, we’ve spotted three new dreamers laboring in dark corners every bit as desperate as those on your TV screen.

Dreamers: Starting at the Bottom.

Passion crops up time and again, with no fanfare. It focuses on those at the bottom of the heap:

A passion for aging orphans with mental disabilities. In one Middle Eastern province, a high schooler lost his father to heart attack, and with him, his college hopes. But loss sensitized his empathy for orphans. Today, after seventeen years of investing every free hour on buses to mobilize volunteers, his 2000-strong network supports hundreds of families with mentally-challenged kids. His dream? Build exemplary residential communities to sustain the care and dignity of aging orphans.

A passion for disenfranchised bondservants. In the shadows of the Himalayas, another high schooler fled coerced child-soldier enlistment in his village, starting out sleeping under a tree in the city with street kids. Now dean of students after boot-strapping his way through college, he survived beatings and death threats to build trust with a tribe of twenty-first century landless serfs. His dream? Enable this dispossessed tribe to create new lives and communities with holistic development.

A passion for illiterate, marginalized tribal children. In the neighboring Himalayan foothills, yet another high schooler learned the cost of a passion for integrity — deprived of meat since his father refused taking bribes. Now an agriculturalist married to a public health educator, they befriend an oppressed minority tribe of illiterate farmers. Their dream? Creating a sustainable future for this tribe’s next generation with pre-schools and education dorms in a 100 tribal villages across their state.

Facetime, Not Just Facebook.

Emails and tweets may help, but frankly, they are not nearly enough. Real change demands deep roots and strong ties. Face-time, not just Facebook. On-the-ground, not just on-line.

We’re committed to match our passion with theirs. That’s what will turn dreams into deeds.

So we fly long-haul red-eyes. We slide on unpaved roads. We drink their buffalo milk. We sleep in their mud-dung homes.

We’re amazed these dreamers invite us into their lives, to shoulder their burdens, to share their dreams. And we’re excited to share that invitation with you. Are you ready to take a stake in their dreams?

Networks: Not Lone Rangers.

Sharecroppers receive less than 50% of their crops.

They can’t do it alone. And neither can we.
We need you with us and our dreamer-equippers to hang in there with them, in-person, on-the-ground.

You can help in two significant ways:
1. Introduce a trusted friend, today. Weave our values-aligned network to strengthen dreamers in hard places. Flag www.dreamsindeed.org to a “strong tie” friend. We’ll post 2011 events to connect in person.
2. Make a donation, today. At year-end 2010, stakeholders matched by our board reinforced our equipper network with $32,099. Now, we’ve committed to three new dreamers in even more difficult places, requiring $16,000 to put us on site with support for them.

Thanks for joining our network to turn their dreams into deeds!

Janice Hayashi Haskell
Vice-President of Program Development

Want Impact? Networks Trump Organizations

davidhaskell — Sun, 02 Jan 2011 23:57:20 +0000

Our weakness proved to be our greatest asset.

In an Egyptian village roasted by the merciless sun, civil engineer Yousry and I sat down on shaded bamboo chairs in April 1999. A sniffing and wagging session ensued to find out if we could work together.

I’d been asked to found Habitat for Humanity in the Middle East. Perhaps my skepticism of its prospects in the Arab world was forgivable, given its American profile and Jesus Christ’s name in its legal charter. But I agreed to visit its only pilot project on Arab soil.

Yousry had turned down a promotion in a premier construction firm in Cairo to join Habitat. After days with him in garbage-recycling cities and rural squalor, I began to understand why.

Two things struck me. First, Egypt’s poverty. Inhuman. Desperate. Staggering.

It got under Yousry’s skin, too. “I grew up in Cairo, but I’ll never forget my first sight of poverty. A family of ten in a two-by-three meter room. They couldn’t stand upright because they’d built a loft so everybody could sleep at the same time. Those in the loft had it better; those below slept in beds on stilts in ten centimeters of sewage water. The next thatch-roofed house was six-by-seven meters, but I lost track of those living there when my count reached 23 – and the father was blind.”

And second, Yousry’s solution. Risky. Audacious. Compelling.

I asked him why he’d walked away from his big career chance for this. His voice was quiet, but steely. “I have a dream. To solve the poverty housing problem of Egypt.”

I wondered out loud, “How do you propose to do that?”

He asserted, “Over twenty million of Egypt’s seventy million people suffer in sub-human housing. In my lifetime, I’ll help two million volunteers build their own homes, and they will show the other 90% how to solve the problem without me.”

But with no organization legally registered, I knew he could not hire staff. Nor open a bank account. Nor sign a single mortgage.

I did some quick math: “Your target is 400,000 houses in 25 years. Habitat just celebrated building 200,000 houses worldwide in 30 years. How will you double that impact, in less time?”

His answer pinpointed the paradoxical power of weakness.

“An Egyptian proverb says, ‘The basket with two handles is meant to be carried by two.’ There are over 17,000 nonprofits registered in every corner of Egypt. We’ll team up. Alone, we’re weak. Competing, we’ll fail. But together, we’ll succeed.”

I figured if I could help just this one guy achieve this dream, it’d be worth five years. So I signed on. Habitat’s traditional organization model was stopped cold right out of the starting gate. The bureaucratic legal registration dragged on for over four frustrating years.

That headache was a gift in disguise.

Weak, we couldn’t go it alone. So we cultivated friends. And explored networks. We assessed values alignment. And trusted volunteers. We forged collaboration. And empowered allies.

And then we jumped to get out of their way!

The exponential curve of families housed started climbing. What began crawling at under 30 homes/year in 1997 gained momentum until 25 strategic alliances and entire communities of families together built over 2000 homes/year in 2007. So far, over 15,000 Egyptian families have moved into decent homes.

Dignity as God intended is now reality for those who never dared to dream.

Fully 99.7% are repaying loans on time, most from two-dollar-a-day incomes. That rate held steady in the 2008 global economic meltdown. Egyptian villagers faithfully paid back while the world’s mightiest banks begged for mortgage crisis bailouts.

All this on a shoe-string budget with nine staff.

I’d worked myself out of a job. And by then, I’d bumped into other dreamers like Yousry in even harder places. Insiders with the right values. And the right dreams.

I pondered how to strengthen them.

An intriguing article¹ caught my eye as I bid Habitat farewell in 2005, headed to Harvard to research the keys to impact in even harder places. On arrival, I phoned Jane Wei-Skillern, a business professor researching networks. “Could we meet? I’ve just lived a story that confirms your findings.”

Yousry’s approach was soon published as a Harvard Business School teaching case.²

But Yousry is not an isolated example. Wei-Skillern and Marciano’s field research demonstrates that “networked nonprofits achieve their mission far more efficiently, effectively, and sustainably than they could have by working alone.”3

Among practitioners and academics alike, the insight that networks trump organizations is gaining traction.

The findings of Stanford MBA’s Brafman and Beckstrom support their striking metaphor that likens centralized, top-down organizations to spiders (which die if beheaded) – contrasted with adaptive networks that function as starfish (which regenerate when cut up).⁴ Similarly, social development researchers Taschereau and Bolger affirm that networks generate synergies: “In networks, 1 + 1 > 2.”⁵

But as Yousry and I had learned in the trenches, effective networks are anything but haphazard. When mapping network emergence stages, practitioners Krebs and Holley spotlight the role of “network weavers”, informal and active leaders with “the vision, the energy, and the social skills to connect to diverse individuals and groups and start information flowing.”⁶

Networking stems from a growing realization that our problems are far bigger than any one organization. Wei-Skillern and Marciano conclude that because “most social issues dwarf even the most well-resourced, well-managed nonprofit…it is wrongheaded for nonprofit leaders simply to build their organizations. Instead, they must build capacity outside of their organizations…focus[ing] on their mission, not their organization; on trust, not control; and on being a node, not a hub.”³

The Bridgespan Group in Boston advocates collaboration across organization lines to build strong fields for scaled impact.⁷ Similarly, at Oxford, Hartigan promotes the “critical need to scale to the issues.“ However, this requires “giving up ownership of the issue, which can be difficult given the existence of egos, and…the reality that donors and investors drive organizations to differentiate themselves from others doing similar work, increasing fragmentation.”⁸

This preoccupation with ego is decried by Krebs and Holley: “if two or more community development organizations start battling over turf and control of the community then the result may be two or more competing…networks that ignore the larger community need and just focus on the survival of their own network.”⁶

Impact requires servant leaders to set aside ego to serve the common good.

Dreams InDeed is committed to serve as network weavers with visionaries in hard places. But talk is cheap. And egos resurgent. So we’ve learned that we need to live our core values – passion, humility, wisdom, faith, and integrity, as modeled in the life of Jesus Christ – to effectively embody this role.

Like Yousry, we aim to catalyze change that multiplies far beyond the visionaries with whom we have immediate contact. He doesn’t aim to become a social entrepreneur rock-star. He aims to see the last family on his waiting list move into a decent home to live in dignity as God intended.

And he’s getting there.

Why? He chooses to put the last, first. And the first, last. That’s how the whole becomes more than the sum of the parts.

1 Lagase, Martha (2005). Nonprofit Networking: A New Way to Grow, Harvard Business School Working Knowledge, May 16, 2005. Available at: http://hbswk.hbs.edu/item/4801.html.

2 Wei-Skillern, Jane and Herman, Kerry (2006). Habitat for Humanity – Egypt, Harvard Business School Case 307-001, October 3, 2006. Available at: http://hbr.org/product/habitat-for-humanity-egypt/an/307001-PDF-ENG?Ntt=Wei+He.

3 Wei-Skillern, Jane and Marciano, Sonia (2008). The Networked Nonprofit, Stanford Social Innovation Review, Spring 2008. Available at: http://www.ssireview.org/images/articles/2008SP_feature_wei-skillern_marciano.pdf

4 Taschereau, Suzanne and Bolger, Joe (2007). “Networks and Capacity: Discussion Paper 58C” in Capacity, Change and Performance, The European Centre for Development Policy Management, ISSN 1571-7577. Available at: http://www.ecdpm.org/Web_ECDPM/Web/Content/Navigation.nsf/index2?readform&http://www.ecdpm.org/Web_ECDPM/Web/Content/Content.nsf/7732def81dddfa7ac1256c240034fe65/6316b8893f3fec8ec12570b500470f77?OpenDocument

5 Brafman, Ori and Beckstrom, Rod A. (2006). The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations, ISBN 1591841437. See also http://www.starfishandspider.com.

6 Krebs, Valdis and Holley, June (2002). Building Smart Communities through Network Weaving. Available at: http://www.orgnet.com/BuildingNetworks.pdf.

7 The James Irvine Foundation and The Bridgespan Group (2009), The Strong Field Framework: A Guide and Toolkit for Funders and Nonprofits Committed to Large-Scale Impact, June 2009. http://irvine.org/images/stories/pdf/pubs/strongfieldframework.pdf.

8 Hartigan, Pamela (2008). Scaling to the Issue: The Way Forward in the “Phoenix Economy”, Harvard Kennedy School Center for Public Leadership, December 9, 2008. Available at: http://64.151.79.128/?p=108.

Dreaming of Synergy: Haskell Delivered Keynote to Social Venture Partners

janicehaskell — Tue, 14 Dec 2010 17:54:23 +0000

Their mission is noble.

Social Venture Partners (SVP) aim to catalyze significant long-term positive social change in their communities by developing lifelong philanthropists, and by building the capacity of investee nonprofits for sustained impact.

Their track record is remarkable.

In thirteen years, the vibrant SVP network has grown to over 2000 philanthropic partners in 25 cities throughout North America and Japan who are actively contributing more time, talent, and treasure than ever before. So far, they’ve invested $36 million and countless volunteer hours to over 400 investee nonprofits.

Yet this is no time to rest on their laurels. The needs of their cities are too daunting, and too pressing. Not to mention the challenges of the many cities and even more countries beyond their current reach. Those needs dwarf their very commendable achievements until now. Therefore, many in this network are hungry for more.

How can the SVP network achieve leverage for synergy? And for what Dream?

SVP invited David Haskell to deliver their annual conference keynote to help inspire their network to think outside the box of success to date, to aim to become more than the sum of their membership, and to dream a dream together of what could be. The SVP national conference met at the Hyatt Regency in Long Beach, California, from October 21 to 23, 2010. More information is available at http://www.svpi.org/annual-conference/keynote-speakers

“You see things; and you say, ‘Why?’
But I dream things that never were;
and I say, ‘Why not?
George Bernard Shaw