Can we innovate our way out of loneliness and isolation?
Having spent more than two decades in the private sector before transitioning to the non-profit realm, I've grown increasingly aware of the profound yet subtle impact of loneliness on civic tolerance and business innovation alike.
Business innovation and civic tolerance reflect each other in meaningful ways. To understand this relationship, we must look beyond the superficial or popular interpretations of these terms, which can make them seem disconnected from our everyday experiences. Both demand an openness to fresh perspectives, a departure from rigid norms, a willingness to experiment and a commitment to shared objectives. In shifting to the non-profit sector, however, I have observed a shared threat to both constructs. In business and non-profit sectors, homogeny of thought, feelings of isolation, and profound disappointment in the status-quo are the norm. The weight of this is that neither realm is in strong position to innovate, in a time where fresh thinking and new ideas are desperately needed.
This is nothing short of an ‘all hands on deck’ emergency. My experiences have taught me that progress in these realms does not solely come from the desire or capacity to invent and create – but from the willingness to listen, understand, and embrace new ideas.
The loneliness and isolation epidemic has been widely highlighted by resources such as the U.S. Surgeon General-Dr. Vivek Murthy, yet it is unclear to me if we have connected this crisis to our lack of innovation in business and tolerance in civics. Dr. Murthy, famously declared loneliness as a public health epidemic, as serious as obesity and smoking, impacting our overall health and mental well-being. Also, a report by Cigna highlighted that three in five Americans are lonely, with more and more people reporting feeling like they are left out, poorly understood, and lacking companionship.
Do you observe loneliness, isolation or despair in your organization or community? Do you find yourself considering ways forward? This isn't a crisis we can simply innovate our way out of in the boardroom, nor can we legislate it away in the halls of governance. Instead, this requires a collective response that bridges the gap between these two domains. Once again, all hands-on deck.
The tension between feeling isolated and hoping for change can become overwhelming and debilitating, preventing progress or positive action. It can distance us from the reality that durable progress is borne of small, steady steps, not quantum leaps. When we do not embrace this truth, we wait, often in isolation, which perpetuates the problem.
To counter this, we must acknowledge the danger and risk of isolation, seek new ways to coexist with people who are different from us, and make slow, small changes over time toward common goals.
Typically, business is seen purely as a profit-making endeavor, and civics as a realm of politics. However, their true potential lies in their capacity to generate capital—not just economic or political, but social, which is critical to progress in both. If we see social capital -- the collective value of our networks and the inclinations that arise from them to learn from and do things for each other - as something to nurture, harness and steward, we can tap into a powerfully generative resource.
Unfortunately, we have matured in a system in which political identities are paramount and the messaging which ensues often tells us that part of our identity lies not just in what we are for, but in what we are against. We've been conditioned to think it is "us versus them," and in doing so, we have unknowingly eroded our shared social capital, leading to a profound sense of isolation or despair.
Yet, the true promise of a free market and pluralistic society lies in our ability to disagree productively and to innovate, maintain, and grow our shared sense of humanity and connection while multiplying our collective social capital. Can we look beyond the divisive narratives, beyond the boundaries of "us" and "them," and foster a spirit of respect and empathy? Can we hold onto our unique genius, creativity, and identity while simultaneously honoring the same in 'the other'? If we have the courage to address these questions, then it will require us to embrace the skills of civic leadership in order to hold tough and multiple interpretations about our own ideas and the ideas held by those with whom we disagree. All the while, we will also have to work across the differences of factions to find space and place to interact with one another. Alternatively, if we stay alone in our silos, we will grow in loneliness and despair, and perhaps worse yet, be unable to innovate solutions to our most daunting challenges
F. Scott Fitzgerald wrote, “The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function. One should, for example, be able to see that things are hopeless and yet be determined to make them otherwise.” Can we dare to see the challenges ahead, acknowledge the state of despair, yet remain determined to forge a brighter path?
Innovation in business and tolerance in civics are not disconnected concepts, but rather interdependent values that help us face our common challenges. They require each of us to walk outside of our individual and sector-based comfort zones. More innovation is needed in civic life and more tolerance and inclusion are needed in business. Yet we must remember, this work of weaving and investing in our shared community is slow and messy.
Those who pitch fast or simple solutions – especially from a siloed and tribal perch – make false claims that we are each other’s enemies instead of each other’s resources. While seductive, their narratives discourage tolerance, and with it, the curiosity, listening and discovery that forges connection and fuels creativity. Their rhetoric suffocates innovation and stokes isolation and loneliness.
If we are determined to invest in a different course for ourselves and our communities, then we should consider the time we are spending with other people as our primary currency. How much time are we spending with those who agree with us? What bridges can we build in our immediate networks between people with different views?
My hope for each of us is to find small actions to actively address the challenges we face. Here are two to consider: first, sign up for a One Small Step conversation through StoryCorps in Wichita (Take One Small Step, Wichita - StoryCorps) to have a facilitated discussion with someone with whom you might have differing ideologies, and second, commit to the Surgeon General’s 5-for-5 Challenge (Take the Surgeon General’s 5‑for‑5 Connection Challenge | HHS.gov), pledging five actions over five days to enhance your social connections. Let's seize this crucial moment with intentional acts of leadership, leveraging our greatest asset—each other—to drive innovation and strengthen our community.
References:
Sutin, A.R., Stephan, Y., Luchetti, M., & Terracciano, A. (2020, April 23). Loneliness and Risk of Dementia. Psychology Today. Retrieved from https://www.psychologytoday.com. ↩
National Public Radio (NPR). (2018, January 17). Former Surgeon General on Loneliness as a Public Health Crisis. Retrieved from https://www.npr.org/sections/health-shots/2018/01/17/578422668/hhs-watchdog-to-review-former-trump-officials-travel-surgeon-generals-actions. ↩
