I want to tell you three stories about the power of relationships to solve the deep and complex social problems of this century.
Želim da vam ispričam tri priče o moći odnosa u rešavanju dubokih i kompleksnih socijalnih problema ovog veka.
You know, sometimes it seems like all these problems of poverty, inequality, ill health, unemployment, violence, addiction -- they're right there in one person's life. So I want to tell you about someone like this that I know. I'm going to call her Ella. Ella lives in a British city on a run down estate. The shops are closed, the pub's gone, the playground's pretty desolate and never used, and inside Ella's house, the tension is palpable and the noise levels are deafening. The TV's on at full volume. One of her sons is fighting with one of her daughters. Another son, Ryan, is keeping up this constant stream of abuse from the kitchen, and the dogs are locked behind the bedroom door and straining. Ella is stuck. She has lived with crisis for 40 years. She knows nothing else, and she knows no way out. She's had a whole series of abusive partners, and, tragically, one of her children has been taken into care by social services. The three children that still live with her suffer from a whole range of problems, and none of them are in education. And Ella says to me that she is repeating the cycle of her own mother's life before her.
Znate, nekada se čini kao da su svi ti problemi siromaštva, nejednakosti, lošeg zdravlja, nezaposlenosti, nasilja, zavisnosti - nalaze baš tamo u životu osobe. Stoga želim da vam govorim o nekome ovakvom koga poznajem. Zvaću je Ela. Ela živi u britanskom gradu na zapuštenom posedu. Prodavnice su zatvorene, kafana propala, igralište je prilično zapušteno i nikada se ne koristi, a unutar Eline kuće, napetost je opipljiva, a nivo buke je zaglušujući. TV je pojačan do kraja. Jedan od njenih sinova se tuče sa jednom od njenih ćerki. Drugi sin, Rajan, nastavlja konstantan tok zlostavljanja iz kuhinje, a psi su zaključani iza vrata spavaće sobe i napeti. Ela je u škripcu. Ona živi u krizi 40 godina. Ne zna ni za šta drugo, i ne zna za izlaz iz toga. Imala je čitav niz nasilnih partnera i što je tragično, jedno od njene dece je zbrinula socijalna služba. Troje dece koja i dalje žive sa njom pate od čitavog niza problema i nijedno nije u sistemu obrazovanja. Ela mi kaže da ona ponavlja ciklus života njene majke pre nje.
But when I met Ella, there were 73 different services on offer for her and her family in the city where she lives, 73 different services run out of 24 departments in one city, and Ella and her partners and her children were known to most of them. They think nothing of calling social services to try and mediate one of the many arguments that broke out. And the family home was visited on a regular basis by social workers, youth workers, a health officer, a housing officer, a home tutor and the local policemen. And the governments say that there are 100,000 families in Britain today like Ella's, struggling to break the cycle of economic, social and environmental deprivation. And they also say that managing this problem costs a quarter of a million pounds per family per year and yet nothing changes. None of these well-meaning visitors are making a difference.
Međutim, kada sam upoznala Elu, postojale su 73 različite usluge u ponudi za nju i njenu porodicu u gradu u kome živi, 73 različite usluge koje sprovodi 24 odeljenja u jednom gradu, a Ela, njeni partneri i deca bili su poznati većini njih. Za njih je uobičajena stvar pozvati socijalnu službu radi pokušaja posredovanja u jednom od mnogih nastalih rasprava. Porodičnu kuću redovno posećuju socijalni radnici, omladinski radnici, zdravstveni radnik, službenik za pitanje stanovanja, privatni učitelj i lokalni policajac. Vlada kaže da postoji 100 000 porodica poput Eline u Britaniji danas, koje se bore da prekinu ciklus lišavanja u smislu ekonomije, društva i okoline. Takođe kažu i da rukovođenje ovim problemom košta četvrt miliona funti godišnje po porodici, a ipak, ništa se ne menja. Nijedan od tih dobronamernih posetilaca ne donosi promenu.
This is a chart we made in the same city with another family like Ella's. This shows 30 years of intervention in that family's life. And just as with Ella, not one of these interventions is part of an overall plan. There's no end goal in sight. None of the interventions are dealing with the underlying issues. These are just containment measures, ways of managing a problem. One of the policemen says to me, "Look, I just deliver the message and then I leave."
Ovo je tabela koju smo napravili u istom gradu sa drugom porodicom poput Eline. Ovo pokazuje 30 godina intervencija u životu te porodice. Kao i kod Ele, nijedna od tih intervencija nije deo obuhvatnog plana. Nema krajnjeg cilja na vidiku. Nijedna od intervencija se ne bavi problemima koji se nalaze u osnovi. To su samo mere suzbijanja, načini upravljanja problemom. Jedan od policajaca mi kaže: „Vidite, ja samo dostavim poruku i onda idem.“
So, I've spent time living with families like Ella's in different parts of the world, because I want to know: what can we learn from places where our social institutions just aren't working? I want to know what it feels like to live in Ella's family. I want to know what's going on and what we can do differently.
Provela sam vreme živeći sa porodicama poput Eline u različitim delovima sveta, jer želim da znam šta možemo da naučimo iz mesta gde naše socijalne institucije jednostavno ne funkcionišu. Želim da znam kako izgleda živeti u Elinoj porodici. Želim da znam šta se dešava i šta možemo da uradimo drugačije.
Well, the first thing I learned is that cost is a really slippery concept. Because when the government says that a family like Ella's costs a quarter of a million pounds a year to manage, what it really means is that this system costs a quarter of a million pounds a year. Because not one penny of this money actually touches Ella's family in a way that makes a difference. Instead, the system is just like this costly gyroscope that spins around the families, keeping them stuck at its heart, exactly where they are.
Pa, prva stvar koju sam saznala je da je trošak zaista nezgodan koncept, jer kada vlada kaže da porodice poput Eline koštaju četvt miliona funti godišnje da bi se nadgledale, ono što to zaista znači je da ovaj sistem košta četvrt miliona funti godišnje, zato što nijedan peni od tog novca zapravo ne doseže do Eline porodice na način koji je od značaja. Umesto toga, sistem je baš kao skupi žiroskop koji se obrće oko porodica, drži ih zaglavljene u svom središtu, baš tamo gde se nalaze.
And I also spent time with the frontline workers, and I learned that it is an impossible situation. So Tom, who is the social worker for Ella's 14-year-old son Ryan, has to spend 86 percent of his time servicing the system: meetings with colleagues, filling out forms, more meetings with colleagues to discuss the forms, and maybe most shockingly, the 14 percent of the time he has to be with Ryan is spent getting data and information for the system. So he says to Ryan, "How often have you been smoking? Have you been drinking? When did you go to school?" And this kind of interaction rules out the possibility of a normal conversation. It rules out the possibility of what's needed to build a relationship between Tom and Ryan.
Takođe sam provodila vreme sa radnicima iz prvih redova, i saznala sam da je to nemoguća situacija. Tako Tom, koji je socijalni radnik Elinog 14-ogodišnjeg sina Rajana, mora da provede 86 posto svog vremena u službi sistema: sastanci sa kolegama, popunjavanje obrazaca, još sastanaka sa kolegama radi diskusije o obrascima, a možda najšokantnije, 14 posto vremena koje on mora da provede sa Rajanom provedeno je u pribavljanju podataka i informacija za sistem. Tako, on govori Rajanu: „Koliko često pušiš? Jesi li pio? Kada si išao u školu?“, a ovakva vrsta interakcije isključuje mogućnost normalnog razgovora. Isključuje mogućnost onoga što je potrebno da bi se izgradio odnos između Toma i Rajana.
When we made this chart, the frontline workers, the professionals -- they stared at it absolutely amazed. It snaked around the walls of their offices. So many hours, so well meant, but ultimately so futile. And there was this moment of absolute breakdown, and then of clarity: we had to work in a different way.
Kada smo napravili ovaj grafikon, radnici iz prvih redova, profesionalci - zurili su u njega potpuno zapanjeni. Vukao se po njihovim kancelarijama. Toliko mnogo sati, sa tako dobrom voljom, ali na kraju tako uzaludno. Nastao je momenat apsolutnog raspada, a zatim jasnoće - moramo da radimo na drugi način.
So in a really brave step, the leaders of the city where Ella lives agreed that we could start by reversing Ryan's ratio. So everyone who came into contact with Ella or a family like Ella's would spend 80 percent of their time working with the families and only 20 percent servicing the system. And even more radically, the families would lead and they would decide who was in a best position to help them. So Ella and another mother were asked to be part of an interview panel, to choose from amongst the existing professionals who would work with them. And many, many people wanted to join us, because you don't go into this kind of work to manage a system, you go in because you can and you want to make a difference.
Tako su se zaista hrabrim korakom, predvodnici grada u kome Ela živi složili da možemo otpočeti promenom srazmere vremena sa Rajanom. Dakle, svi koji su došli u kontakt sa Elom ili porodicom poput Eline proveli bi 80 posto svog vremena radeći sa porodicama i samo 20 posto u službi sistema. Čak i drastičnije, porodice bi predvodile i one bi odlučivale o tome ko je u najboljoj poziciji da im pomogne. Od Ele i još jedne majke je zatraženo da budu deo odbora za ispitivanje, da odaberu među postojećim profesionalcima ko bi radio sa njima. I mnogi, mnogi ljudi su želeli da nam se pridruže, jer ne odlazite u ovakav posao da biste se bavili sistemom; ulazite jer možete i želite da donesete promenu.
So Ella and the mother asked everybody who came through the door, "What will you do when my son starts kicking me?" And so the first person who comes in says, "Well, I'll look around for the nearest exit and I will back out very slowly, and if the noise is still going on, I'll call my supervisor." And the mothers go, "You're the system. Get out of here!" And then the next person who comes is a policeman, and he says, "Well, I'll tackle your son to the ground and then I'm not sure what I'll do." And the mothers say, "Thank you." So, they chose professionals who confessed they didn't necessarily have the answers, who said -- well, they weren't going to talk in jargon. They showed their human qualities and convinced the mothers that they would stick with them through thick and thin, even though they wouldn't be soft with them.
Ela i ta majka su upitale svakoga ko je prošao kroz vrata: „Šta ćete uraditi kada moj sin počne da me šutira?“ Prva osoba koja je ušla kaže: „Pa, potražiću unaokolo najbliži izlaz i povući ću se veoma polako, a ako se buka nastavi, pozvaću svog nadređenog.“ A majke krenu: „Ti si sistem. Izlazi odavde!“ Zatim, sledeća osoba koja ulazi je policajac i on kaže: „Pa, oboriću vašeg sina na zemlju i onda nisam siguran šta ću“, a majke kažu: „Hvala.“ Dakle, odabrale su profesionalca koji je priznao da nema nužno sve odgovore, koji je rekao - pa, nisu hteli da pričaju žargonski. Pokazali su svoje ljudske kvalitete i ubedili majke da će ostati sa njima u dobru i u zlu, iako neće biti blagi prema njima. Ovi novi timovi i porodice
So these new teams and the families were then given a sliver of the former budget, but they could spend the money in any way they chose. And so one of the families went out for supper. They went to McDonald's and they sat down and they talked and they listened for the first time in a long time. Another family asked the team if they would help them do up their home. And one mother took the money and she used it as a float to start a social enterprise.
zatim su dobili delić pređašnjeg budžeta, ali mogli su da potroše novac na bilo koji način da odaberu. Tako je jedna od porodica otišla na večeru. Otišli su u Mekdonalds, seli, pričali i slušali po prvi put posle mnogo vremena. Druga porodica je pitala tim da li bi im pomogli da doteraju svoj dom, a jedna majka je uzela novac i iskoristila ga kao ulog da započne društveno preduzeće.
And in a really short space of time, something new started to grow: a relationship between the team and the workers. And then some remarkable changes took place. Maybe it's not surprising that the journey for Ella has had some big steps backwards as well as forwards. But today, she's completed an IT training course, she has her first paid job, her children are back in school, and the neighbors, who previously just hoped this family would be moved anywhere except next door to them, are fine. They've made some new friendships. And all the same people have been involved in this transformation -- same families, same workers. But the relationship between them has been supported to change.
I za vrlo kratko vreme, nešto novo je počelo da nastaje - odnos između tima i radnika. Potom su se odigrale neke izuzetne promene. Možda ne iznenađuje da je putovanje za Elu obuhvatalo neke velike korake unazad, kao i unapred. Međutim, danas, ona je završila kurs obuke informacionih tehnologija, ima svoj prvi plaćeni posao, njena deca su ponovo u školi, a komšije, koje su se prethodno nadale da će se ta porodica preseliti bilo gde osim pored njih, su u redu. Stekli su neka nova prijateljstva. A potpuno isti ljudi su bili uključeni u ovoj tranformaciji - iste porodice, isti radnici. Odnos između njih, međutim, imao je podršku da se promeni.
So I'm telling you about Ella because I think that relationships are the critical resource we have in solving some of these intractable problems. But today, our relationships are all but written off by our politics, our social policies, our welfare institutions. And I've learned that this really has to change.
Dakle, govorim vam o Eli jer mislim da je odnos odlučujuće sredstvo koje imamo u rešavanju nekih od ovih upornih problema. Ipak, danas, naši odnosi su sve sem otpisani zbog naše politike, naših socijalnih strategija, naših institucija socijalne pomoći. Saznala sam da to zaista mora da se promeni.
So what do I mean by relationships? I'm talking about the simple human bonds between us, a kind of authentic sense of connection, of belonging, the bonds that make us happy, that support us to change, to be brave like Ella and try something new. And, you know, it's no accident that those who run and work in the institutions that are supposed to support Ella and her family don't talk about relationships, because relationships are expressly designed out of a welfare model that was drawn up in Britain and exported around the world. The contemporaries of William Beveridge, who was the architect of the first welfare state and the author of the Beveridge Report, had little faith in what they called the average sensual or emotional man. Instead, they trusted this idea of the impersonal system and the bureaucrat who would be detached and work in this system. And the impact of Beveridge on the way the modern state sees social issues just can't be underestimated. The Beveridge Report sold over 100,000 copies in the first weeks of publication alone. People queued in the rain on a November night to get hold of a copy, and it was read across the country, across the colonies, across Europe, across the United States of America, and it had this huge impact on the way that welfare states were designed around the globe. The cultures, the bureaucracies, the institutions -- they are global, and they've come to seem like common sense. They've become so ingrained in us, that actually we don't even see them anymore. And I think it's really important to say that in the 20th century, they were remarkably successful, these institutions. They led to longer lifespans, the eradication of mass disease, mass housing, almost universal education. But at the same time, Beveridge sowed the seeds of today's challenges.
Dakle, šta podrazumevam pod odnosom? Govorim o jednostavnim ljudskim sponama između nas, autentičnom osećaju povezanosti, pripadanja, sponama koje nas usrećuju, koje nam pomažu da se promenimo, da budemo hrabri kao Ela i pokušamo nešto novo. Znate, nije slučajnost to što oni koji vode institucije i rade u njima, a koji treba da podrže Elu i njenu porodicu, ne govore o odnosu, jer odnos je izričito izbačen iz modela socijalne zaštite koji je sačinjen u Britaniji i izvezen širom sveta. Savremenici Vilijema Beveridža, koji je bio tvorac prve države blagostanja i autor „Beveridžovog izveštaja“, nisu imali poverenja u ono što su nazivali prosečnim senzualnim ili emocionalnim čovekom. Umesto toga, verovali su u ideju bezličnog sistema i birokrate koji bi bio odvojen i radio u tom sistemu. A uticaj Beveridža na način na koji moderna država sagledava socijalna pitanja jednostavno se ne može potceniti. Izveštaj Beveridž je prodat u preko 100 000 primeraka samo prve nedelje od objavljivanja. Ljudi su u redovima čekali na kiši u novembru da se domognu svog primerka i čitao se širom zemlje, kolonija, Evrope, širom Sjedinjenih Američkih Država i imao je ogroman uticaj na način na koji su države blagostanja osnivane širom zemljine kugle. Kulture, birokratije, institucije - one su globalne i počele su da deluju zdravorazumski. Postale su tako ukorenjene u nama, da ih zapravo više i ne primećujemo. Mislim da je zaista važno reći da su u 20. veku te institucije bile izuzetno uspešne. Dovele su do dužeg životnog veka, iskorenjivanja masovnih oboljenja, masovnog obezbeđivanja stanova, skoro univerzalnog obrazovanja. Ipak, istovremeno, Beveridž je posejao seme današnjih izazova.
So let me tell you a second story. What do you think today is a bigger killer than a lifetime of smoking? It's loneliness. According to government statistics, one person over 60 -- one in three -- doesn't speak to or see another person in a week. One person in 10, that's 850,000 people, doesn't speak to anyone else in a month. And we're not the only people with this problem; this problem touches the whole of the Western world. And it's even more acute in countries like China, where a process of rapid urbanization, mass migration, has left older people alone in the villages. And so the services that Beveridge designed and exported -- they can't address this kind of problem. Loneliness is like a collective relational challenge, and it can't be addressed by a traditional bureaucratic response.
Dozvolite da vam ispričam drugu priču. Šta mislite da je danas veći ubica od celoživotnog pušenja? To je usamljenost. Prema vladinim statističkim podacima, jedna osoba preko 60 godina - jedna od tri - ne govori sa drugom osobom niti je viđa tokom nedelju dana. Jedna osoba od 10, to je 850 000 ljudi, ne govori ni sa kim u toku jednog meseca. A mi nismo jedini sa ovim problemom: ovaj problem se tiče celog zapadnog sveta. Čak je izraženiji u zemljama poput Kine, gde je proces ubrzane urbanizacije, masovne migracije, ostavio stare ljude same u selima. Usluge koje je Beveridž osmislio i izvezao - one se ne mogu primeniti na takvom problemu. Usamljenost je poput kolektivnog izazova u odnosima i ne može se njome baviti tradicionalnim birokratskim odgovorima.
So some years ago, wanting to understand this problem, I started to work with a group of about 60 older people in South London, where I live. I went shopping, I played bingo, but mainly I was just observing and listening. I wanted to know what we could do differently. And if you ask them, people tell you they want two things. They want somebody to go up a ladder and change a light bulb, or to be there when they come out of hospital. They want on-demand, practical support. And they want to have fun. They want to go out, do interesting things with like-minded people, and make friends like we've all made friends at every stage of our lives. So we rented a phone line, hired a couple of handymen, and started a service we called "Circle." And Circle offers its local membership a toll-free 0 800 number that they can call on demand for any support. And people have called us for so many reasons. They've called because their pets are unwell, their DVD is broken, they've forgotten how to use their mobile phone, or maybe they are coming out of hospital and they want someone to be there. And Circle also offers a rich social calendar -- knitting, darts, museum tours, hot air ballooning -- you name it. But here's the interesting thing, the really deep change: over time, the friendships that have formed have begun to replace the practical offer.
Pre nekoliko godina, želeći da razumem ovaj problem, počela sam da radim sa grupom od oko 60 starijih ljudi u južnom Londonu, gde živim. Išla sam u kupovinu, igrala sam bingo, ali većinom sam samo posmatrala i slušala. Htela sam da znam šta je to što možemo drugačije. Ako ih upitate, ljudi vam kažu da žele dve stvari. Žele nekog da se popne uz merdevine i promeni sijalicu, ili da bude uz njih kada izađu iz bolnice. Oni žele praktičnu podršku na zahtev i žele da se zabave. Žele da izađu, da rade zanimljive stvari sa istomišljenicima, i da stiču prijatelje kao i svi mi u svakoj fazi našeg života. Tako smo iznajmili telefonsku liniju, unajmili par majstora i započeli uslugu koju smo nazvali „Krug“. „Krug“ nudi lokalnom članstvu besplatan poziv na 0800 broj koji mogu da pozovu i zatraže bilo kakvu pomoć. Ljudi su nas zvali zbog toliko razloga. Zvali su jer njihovim ljubimcima nije dobro, DVD se pokvario, zaboravili su kako da koriste mobilni telefon, ili možda izlaze iz bolnice i hoće da neko bude tu za njih. „Krug“ takođe nudi bogati društveni kalendar - pletenje, pikado, obilasci muzeja, vožnje balonom - samo kažite. A evo zanimljivosti, zaista duboke promene - vremenom su prijateljstva koja su nastala počela da zamenjuju stvarnu ponudu.
So let me tell you about Belinda. Belinda's a Circle member, and she was going into hospital for a hip operation, so she called her local Circle to say they wouldn't see her for a bit. And Damon, who runs the local Circle, calls her back and says, "How can I help?" And Belinda says, "Oh no, I'm fine -- Jocelyn is doing the shopping, Tony's doing the gardening, Melissa and Joe are going to come in and cook and chat." So five Circle members had organized themselves to take care of Belinda. And Belinda's 80, although she says that she feels 25 inside, but she also says that she felt stuck and pretty down when she joined Circle. But the simple act of encouraging her to come along to that first event led to a process where natural friendships formed, friendships that today are replacing the need for expensive services. It's relationships that are making the difference.
Dozvolite da vam govorim o Belindi. Belinda je član „Kruga“ i išla je u bolnicu zbog operacije kuka, pa je pozvala svoj lokalni „Krug“ da kaže da je neće viđati neko vreme. Dejmon, koji vodi lokalni „Krug“, nazove je i pita: „Kako mogu da pomognem?“ Belinda kaže: „O, neka, dobro sam - Džoslin ide u kupovinu, Toni će se pobrinuti za baštu, Melisa i Džo će dolaziti da kuvaju i ćaskaju.“ Dakle, pet članova „Kruga“ se organizovalo da se staraju o Belindi. Belinda ima 80 godina, mada kaže da se iznutra oseća kao da ima 25, ali takođe kaže da se osećala zaglavljeno i prilično loše kada se priključila „Krugu“. Međutim, jednostavan čin podstrekivanja da dođe na to prvo dešavanje doveo je do procesa u kome su nastala prirodna prijateljstva, prijateljstva koja danas zamenjuju potrebu za skupim uslugama. Odnosi su ti koji znače.
So I think that three factors have converged that enable us to put relationships at the heart and center of how we solve social problems today. Firstly, the nature of the problems -- they've changed, and they require different solutions. Secondly, the cost, human as much as financial, of doing business as usual. And thirdly, technology.
Mislim da su se približila tri faktora koja nam omogućavaju da stavimo odnose u jezgro i središte načina na koji danas rešavamo socijalne probleme. Prvo - priroda problema - promenili su se i zahtevaju drugačija rešenja. Drugo, trošak, ljudski kao i finansijski, obavljanja posla kao i obično. I treće, tehnologija.
I've talked about the first two factors. It's technology that enables these approaches to scale and potentially now support thousands of people. So the technology we've used is really simple, it's made up of available things like databases, mobile phones. Circle has got this very simple system that underpins it, enables a small local team to support a membership of up to a thousand. And you can contrast this with a neighborhood organization of the 1970s, when this kind of scale just wasn't possible, neither was the quality or the longevity that the spine of technology can provide.
Govorila sam o prva dva faktora. Tehnologija je ta koja omogućava ovim pristupima da odrede meru i da sada potencijalno podrže hiljade ljudi. Tehnologija koju smo koristili je vrlo jednostavna, sastoji se od dostupnih stvari poput baza podataka, mobilnih telefona. „Krug“ ima veoma jednostavan sistem koji ga podupire, omogućava malom lokalnom timu da podrži i do hiljadu članova. Možete ovo uporediti sa susedskom organizacijom iz 1970-ih, kada ovakve razmere nisu bile moguće, kao ni kvalitet ni dugotrajnost koju može da pruži tehnologija kao oslonac.
So it's relationships underpinned by technology that can turn the Beveridge models on their heads. The Beveridge models are all about institutions with finite resources, anonymously managing access. In my work at the front line, I've seen again and again how up to 80 percent of resource is spent keeping people out. So professionals have to administer these increasingly complex forms of administration that are basically about stopping people accessing the service or managing the queue. And Circle, like the relational services that we and others have designed, inverts this logic. What it says is, the more people, the more relationships, the stronger the solution. So I want to tell you my third and final story, which is about unemployment. In Britain, as in most places in the world, our welfare states were primarily designed to get people into work, to educate them for this, and to keep them healthy. But here, too, the systems are failing. And so the response has been to try and make these old systems even more efficient and transactional -- to speed up processing times, divide people into ever-smaller categories, try and target services at them more efficiently -- in other words, the very opposite of relational.
Dakle, odnos poduprt tehnologijom je ono što može da preokrene Beveridžove modele. Beveridžovi modeli su vezani za institucije i ograničene resurse, anonimno upravljajući pristupom. U svom radu u prvim redovima, iznova i iznova sam viđala kako je i do 80 posto sredstava potrošeno da bi se ljudi držali izvan. Tako profesionalci moraju da primenjuju sve kompleksnije oblike administracije, koji se u suštini svode na sprečavanje ljudi da pristupe usluzi ili upravljanje redovima, a „Krug“, kao relacione usluge koje smo mi i drugi osmislili, preokreće ovu logiku. Ono što on kaže je - što je više ljudi, što je više odnosa, utoliko je jače rešenje. Želim da vam ispričam svoju treću i poslednju priču, a ona je o nezaposlenosti. U Britaniji, kao i u većini mesta na svetu, naše države blagostanja primarno su osmišljene tako da dovedu ljude do posla, da ih obrazuju za to, i da ih održe zdravim. Ipak, sistemi su ovde takođe neuspešni. Odgovor je bio da pokušamo da učinimo te stare sisteme još efikasnijim i izvršnijim - da ubrzamo vreme obrađivanja, podelimo ljude u što manje kategorije, da pokušamo da efikasnije usmerimo usluge na njih - drugim rečima, sasvim suprotno relacionom.
But guess how most people find work today? Through word of mouth. It turns out that in Britain today, most new jobs are not advertised. So it's friends that tell you about a job, it's friends that recommend you for a job, and it's a rich and diverse social network that helps you find work. Maybe some of you here this evening are thinking, "But I found my job through an advert," but if you think back, it was probably a friend that showed you the ad and then encouraged you to apply. But not surprisingly, people who perhaps most need this rich and diverse network are those who are most isolated from it.
A pogodite kako većina ljudi nalazi posao danas? Načuju od drugih. Ispostavlja se da se danas u Britaniji većina novih poslova ne oglašava. Dakle, prijatelji vam kažu za posao, prijatelji vas preporuče za posao, a to je bogata raznovrsna društvena mreža koja vam pomaže da pronađete posao. Možda neki od vas ovde misle: „Ja sam našao posao preko oglasa“, ali ako se prisetite, verovatno vam je prijatelj pokazao oglas i zatim vas podstakao da se prijavite. Nije iznenađujuće da su ljudi kojima je možda najpotrebnija bogata i raznovrsna mreža oni koji su najviše izolovani od nje.
So knowing this, and also knowing about the costs and failure of current systems, we designed something new with relationships at its heart. We designed a service that encourages people to meet up, people in and out of work, to work together in structured ways and try new opportunities. And, well, it's very hard to compare the results of these new systems with the old transactional models, but it looks like, with our first 1,000 members, we outperformed existing services by a factor of three, at a fraction of the cost. And here, too, we've used technology, but not to network people in the way that a social platform would do. We've used it to bring people face to face and connect them with each other, building real relationships and supporting people to find work.
Znajući za ovo, a takođe znajući i za troškove i neuspehe aktuelnog sistema, osmislili smo nešto novo sa odnosom u svom jezgru. Osmislili smo uslugu koja podstiče ljude da se sastanu, ljude sa i bez posla, da rade zajedno na strukturisan način i pokušaju sa novim prilikama. I, pa, veoma je teško uporediti rezultate ovih novih sistema sa starim transakcionim modelima, ali izgleda da smo, sa naših prvih 1000 članova, nadjačali postojeće usluge u pogledu učinka za tri faktora, za samo delić troškova. Ovde smo takođe koristili tehnologiju, ali ne da bismo umrežili ljude na način na koji bi to učinila društvena platforma. Koristili smo je da bismo približili ljude licem u lice i povezali ih međusobno, izgrađujući stvarne odnose i podržavajući ljude u nalaženju posla.
At the end of his life, in 1948, Beveridge wrote a third report. And in it he said he had made a dreadful mistake. He had left people and their communities out. And this omission, he said, led to seeing people, and people starting to see themselves, within the categories of the bureaucracies and the institutions. And human relationships were already withering. But unfortunately, this third report was much less read than Beveridge's earlier work.
Pred kraj svog života, 1948. godine, Beveridž je napisao treći izveštaj. U njemu je rekao da je napravio strašnu grešku. Izostavio je ljude i njihove zajednice, a ovaj propust, rekao je, doveo je do toga da se ljudi sagledavaju i da ljudi počinju da vide same sebe u okviru kategorija birokratije i institucija, a ljudski odnosi su već propadali. Nažalost, taj treći izveštaj se mnogo manje čitao od ranijih dela Beveridža.
But today, we need to bring people and their communities back into the heart of the way we design new systems and new services, in an approach that I call "Relational Welfare." We need to leave behind these old, transactional, unsuitable, outdated models, and we need to adopt instead the shared collective relational responses that can support a family like Ella's, that can address an issue like loneliness, that can support people into work and up the skills curve in a modern labor market, that can also address challenges of education, of health care systems, and so many more of those problems that are pressing on our societies. It is all about relationships. Relationships are the critical resource we have.
No, danas, moramo da vratimo ljude i njihove zajednice u jezgro načina na koji osmišljavamo nove sisteme i nove usluge, kroz pristup koji nazivam „relaciona socijalna zaštita“. Moramo da ostavimo za nama te stare, transakcione, neodgovarajuće, zastarele modele i moramo da umesto toga usvojimo zajedničke kolektivne relacione odgovore koji mogu da podrže porodicu poput Eline, koji mogu da se pozabave pitanjem kao što je usamljenost, koji mogu da pomognu ljudima u zaposlenju i usponu na krivulji veština na savremenom tržištu rada, koji mogu da se pozabave i izazovima obrazovanja, sistema zdravstvene zaštite i tolikim drugim problemima koji pritiskaju naše društvo. Sve je u odnosu. Odnosi su ključni resurs koji imamo.
Thank you.
Hvala.
(Applause)
(Aplauz)