Bridging Crises and Futures: One Year On from 7 October 2023

PositiveMinds | Positive Stories | Edition 056

Image generated using OpenAI's DALL·E

A few days ago, I had a deeply moving conversation with a colleague who, due to the escalating conflict in Gaza and the relentless bombings in Lebanon, was forced to flee their homeland. With no other option, they sought temporary refuge for their family elsewhere. This story, deeply personal, reflects a long history of distress and conflict passed down through generations. Like many, they had hoped that their child would experience a different future—a life free from the violence and turmoil that shaped their own. Sadly, this hope has not been realised.

Their story resonates deeply with the experiences of many living in Gaza, Lebanon, and the Occupied Palestinian Territory. These stories reflect not only displacement and hardship but also the incredible resilience of those who continue to strive for justice, even when the world around them seems to be collapsing. Their resilience is a source of inspiration and hope in the face of such overwhelming challenges.

As we mark one year from 7 October 2023—the day the Hamas attack on Israel triggered a year of systematic, continuous, and gross violations of human rights law and international humanitarian law—this moment calls for reflection. This tragic milestone reminds us of the deep systemic failures that fuel such conflicts, but it also challenges us to consider our role as leaders, advocates, and humanitarians in responding to these crises. What kind of leadership is required in times like these? And how can organisations continue to make a meaningful difference? It's crucial to remember that a long-term vision, not just short-term survival or excellence, is what will truly drive systemic change in crisis response.

The Three Stonecutters: A Story of Vision and Purpose

There is an ancient parable about three stonecutters that offers a profound insight into different approaches to work and leadership. When asked what they were doing, the first stonecutter replied, "I am earning a living." This response reflects a focus on the immediate task at hand—getting by, fulfilling obligations, and ensuring survival. The second stonecutter, by contrast, said, "I am the best stonecutter in the county." This stonecutter takes pride in being the best, striving for excellence and perfection in their craft. The third stonecutter, however, answered differently. They said, "I am building a bridge." This stonecutter understands that their work is part of something much larger, something with lasting significance.

This story illustrates three distinct mindsets: one focused on survival, one on excellence, and one on purpose. These same mindsets can be observed not only in individuals but also in how organisations operate, particularly during times of crisis. How we view our work—whether as isolated tasks or as part of a larger vision—shapes how we respond to challenges and how we engage with the world around us.

Organisational Archetypes in Crisis

The stonecutters' story provides a useful lens to explore different organisational approaches in times of crisis. Just as the three stonecutters represent distinct ways of viewing their work, organisations, too, can be seen as embodying different archetypes. Each has its strengths and limitations, but only one approach truly aligns with the vision needed to drive systemic change. This need for systemic change should motivate us to reevaluate our approaches and commit to a more purpose-driven model.

Process-centred organisations are like the first stonecutter, focusing on fulfilling immediate tasks and meeting KPIs. These organisations are driven by the need to ensure efficiency and meet short-term goals. They are often KPI-heavy, managing the numbers and focusing on specific outputs. While these organisations succeed in delivering concrete results in the short run, they risk becoming too reactive, focusing on parts of the problem while missing the bigger picture. By concentrating on survival and performance metrics, they may lose sight of their overarching mission and the broader impact they could achieve.

Performance-centred organisations resemble the second stonecutter, driven by the pursuit of excellence. These organisations aim to be the best at what they do, setting the highest standards and striving for perfection in their operations. Their aim is to be leaders in innovation, best practices, and technical expertise. While such organisations often set benchmarks for others to follow, their focus on excelling within their specific domain can lead to a narrow vision. Like the stonecutter who takes pride in being the best, these organisations may perfect their craft but miss the opportunity to contribute to broader, systemic change. In their pursuit of success, they may inadvertently isolate themselves from the larger movements that require collective action.

Finally, Purpose-driven organisations are like the third stonecutter. They see beyond the task at hand and recognise their role in building something far greater than themselves. These organisations are driven by a clear mission that connects their work to systemic change. They understand that their efforts are part of a larger movement to address global inequality and promote justice and human rights. Purpose-driven organisations do not just respond to crises; they see crises as opportunities to contribute to lasting transformation. Their approach is collaborative, recognising that they are part of a collective effort to reshape systems of power and inequality. They are constantly aligning their strategies with a long-term vision, ensuring that their work today contributes to justice and peace tomorrow.

Bold and Visionary Leadership: A Collective Effort to Build the Future

The lesson from the third stonecutter is that no one person—or organisation—can build a bridge alone. This understanding is especially relevant today, as we face interconnected global crises that are too complex for any single organisation to solve. Whether responding to the ongoing violence in Gaza or Lebanon, the war in Ukraine, or the humanitarian challenges in Sudan, we cannot act in silos. Our success, and indeed the success of the humanitarian sector as a whole, depends on our ability to work together. Bold leadership today means recognising that no matter how innovative or effective we are on our own, we cannot achieve systemic change without collaboration. Either we win collectively, or we lose collectively.

We must lead with humility, understanding that our work is part of something bigger. This is the mindset of Purpose-driven organisations, which look beyond short-term success and focus on long-term impact. Leaders play a crucial role in promoting this purpose-driven approach, embracing partnerships, seeking collaboration, and aligning their goals with the larger movement for justice.

As we reflect on the tragic events of 7 October 2023, we are reminded that fragmented responses and isolated efforts cannot address the scale of the challenges we face. The past year has shown us that if we focus only on surviving or excelling within our walls, we will miss the opportunity to build something truly transformative. The future we are building—a future of hope, justice, and equality—requires a collective, visionary effort.

A Final Reflection: One Year On from 7 October 2023

Marking one year from 7 October 2023, we are reminded of the urgency of our work and the need for bold, visionary leadership. The past year has been filled with immense challenges, deep suffering, and losses, but it has also highlighted the necessity of coming together to build a better future. The violations of human rights and humanitarian law that have taken place since that fateful day have shown us the limitations of fragmented approaches and reactive solutions. Suppose we are to succeed in our mission. In that case, we must align ourselves with the mindset of the third stonecutter: working collectively, purposefully, and with a long-term vision.

The stories of those affected across Gaza, Lebanon, and beyond remind us of the human toll of these crises. But they also inspire us to lead with conviction, vision, and hope. The world is watching, and the stakes are higher than ever. But if we remember that we are not alone—that we are part of something much larger than ourselves—we can find the strength to continue building.

We are not here to complete tasks or strive for excellence within our boundaries. We are here to build something greater: a just and sustainable world. And we cannot do this alone. Now is the time for bold, visionary leadership—leadership that recognises that we win collectively or we lose collectively.

Are we just cutting stones, or are we building a future together? The answer lies in our ability to collaborate, to share a vision, and to work toward something greater than the sum of our individual efforts.