Innovation for Social Change

Chapter 4Stress Testing for Feasibility

We should pursue a bold vision, but at the same time our goals should be realistic and achievable. We don't want to overpromise and underdeliver. Asking what's feasible brings us back to earth.

Consider a cautionary tale of utopianism. Many journalists have written about the failure of an international development initiative from 2005 known as One Laptop Per Child. The idea was to build a low‐cost, sturdy laptop for schoolchildren in developing countries around the world. By all appearances, the concept seemed exciting and revolutionary. Press conferences generated buzz. As the effort pressed forward, problems became apparent. There were manufacturing issues, supply chain problems, software bugs, breakages, soaring costs, delivery issues, failure to adapt the features for local cultures, and children weren't using the computers for their intended use.¹ The project was launched with the best of intentions and a sincere desire to make the world a better place. But as we know, energy and enthusiasm are not enough. We must make sure our own good intentions aren't derailed by utopian thinking that isn't grounded in reality.

While we are on the subject of a reality check, we might have 20 great ideas but only the resources to pursue perhaps one or two of them. A former boss of mine, now CEO of a large grantmaking foundation, encourages grantees to “choose the best from the good opportunities.” He says this so often I sometimes hear this in ...