Jareeda: Pakistan's Sustainability Magazine

Jareeda first fell in my hands when, having finished my work for the day during an internship at IUCN, I decided to shuffle through the stuff on the office bookshelves.

I promptly took copies of several issues home - where I keep them close to my heart six years later. Because this magazine is so informative, so sincere, and yet so amazingly unknown. And because it features some of the rare-to-find research on Pakistan's environmental and sustainability issues.

At least back then, the thin magazine was being published in English and Urdu - and was available free. It has topical issues - the current one on the website is all about the wonderful Juniper tree.

Previous issues have explored mountains, water systems, national parks, and other matters of ecological concern.

I'll tell you what's beautiful about Jareeda:

• The content is accessible to the general population: it's in Urdu (haven't checked if the English version is still printed), the language is jargon-free and easy, the writing isn't out to impress but to communicate.

• There is plenty of coverage on medicinal herbs and other plants. With a global shift towards a lifestyle of health & sustainability, medicinal plants have made a comeback into the mainstream after a long, long winter of the synthetic era.
  It's a significant trend for its possible impact on the multi-billion dollar pharmaceutical industries of the world.
  
• It's free. Or was, last I checked.
  
• Jareeda's topics are contemporary - e.g. the Kashmir Earthquake '05 was promptly covered in the Fall 2005 quarterly issue. In Summer '07, eco-tourism gets a feature. This means the editors and reporters are well-grounded, doing continuous research, and really care. From an editorial point-of-view, this shows respect for the readers - which translates into a healthy, thought-provoking effect on the readers' end.
  
• On the whole, each quarterly explores a subject from a 360 view. Remember STEEPLE (Society, Technology, Environment, Economics, Politics, Law, Ethics) analysis? Analyzing an environment from all these angles, especially to create a map for the future? I have taken a step to integrate external and internal analyses in the People-Centered Model of Business (PC-MoB). PC-MoB* goes beyond STEEPLE to include people's belief systems as the starting point of their roles & actions. Jareeda understands the subtlety. It's beyond the separation of the science of the environment and the people - a frustrating gap - and embraces the philosophy of social ecology. The content is well-rooted in the Pakistani culture, tradition, and thought - it often cites an article or two relating the people's belief system with ecological education - such as here.
  
• There are plenty of photos!
  

Please get a subscription today (contact IUCN Pak); get one for your school/ university/ office library and for your hairdresser's shop - and pass Jareeda 's environmental consciousness on!

* Download PC-MoB (PDF; 540 K)

E-mail: nextbyramla/AT/g mail/DOT/com

To De-Serve? Or To Serve?

Look! How happy people are when they serve!
Service creates both joy -
and opportunity!
Credit: Kifo @ Flickr

Institutional education teaches us that we can grow up to trade our talent for goods and status from the world. We "Deserve."

The products of the institutional world think too much of what they deserve from the world. As if the world will somehow open a warehouse's door and start handing out goods in return of Certificates of Deserving.

This singular notion is the root of much ill. Look again, the word "deserve" can be re-written as DE-SERVE.

Here's how the American Heritage Dictionary defines "De-":

de-
pref.

1. Do or make the opposite of; reverse: decriminalize.
2. Remove or remove from: delouse; deoxygenate.
3. Out of: deplane; defenestration.
4. Reduce; degrade: declass.

So DE-SERVE can mean:

1. Do the opposite of service. Do a dis-service.
2. Remove (the element/tools of) service. From something.
3. Not be of service.
4. Reduce, degrade (the idea of) service.

Now can we imagine the world out there opening to door to the big warehouse of resources to someone with this attitude?

No one cares what we deserve. Ask anyone but your loving ones, and they will tell you how much they themselves deserve - besides counting to you the many deserving kinds of people in the world: the poor, the down-trodden, the smarter, the faster, the hungrier - it goes on.

So if we approach life the "I Deserve" way - we may end up far behind in the line of six billion human souls - and then count the other beings on Earth.

SERVICE helps us jump ahead of the queue. 6,000,000,000+ souls are always looking for service, many of those in your web of life. Multiply that by the number of service each one of them needs. Add to that a few other billion things that need services.

The People-Centered Model of Business shows the cosmos that we can serve. Find or create your own space below:



Service is what creates opportunities. Service is why we do business. Service is what keeps us in action and demand even when Google makes us feel like a speck of sand in the desert.

Now - do you feel you still have space in the world to live and do something of meaning?

Why Do We Do Business?

What comes first when a person passionate about an idea wants to build a business around it: the idea, or money?

In a class where I was teaching entrepreneurship, we came across this question again and again. What really is entrepreneurship and why do people start businesses? Since the class was an academic route to entrepreneurship, I also had to figure in another angle: why would my students want to start businesses, given that they weren't "naturally" doing it?

I feel that in order to work out any idea, you need a vision. Vision is seeing a context for the idea (or an idea in the context). That makes an idea relevant to its use. Having an idea in itself may be quite worthless. You can get three ideas per second just searching the Net. I call these "ideas from the outer space."

The beauty lies in the vision of the person driving an idea. They can read the past, present, and future - find the gaps - and fill them in. Or they can see things that never were, and say, "why not?"

There is no text book on what does or should the vision hold. Life is amazingly dynamic, and every instance there is a new world, new circumstances. There will always be work to do for humans and not calendars and computers around for simply this one reason: only a human can deal with the amazing chaos of life. So there is a new vision for each time and its unique circumstances.

In this era, the global society is rapidly becoming aware of long-forgotten Responsibility/Response-ability. Responsibility to ourselves, our families, our communities, our environment. This is one wave that will just not turn back without changing the landscape. Nay, this isn't just a wave. It's the Tsunami of Change.

These new times demand a radical re-thinking of why we do business. To my mind, the days of the gold-diggers and king-makers are over. Not their reign, but their kind of mindset. The new generation of people is generally not dreaming on individual level - they feel responsible for change around them. At the very least, we know we can't keep escaping.

In these times, entrepreneurs won't think old-style: to madly pursue an idea and grow rich at any cost. The modern entrepreneur is doing a balancing act.

And for those entrepreneurs who are looking for a new kind of vision, a new thinking, a new mindset, a balance - I present the PC MOB: the People-Centered Model of Business. This model says, "We do business for the people." What? How? Why? The paper (PDF; 540K) answers the questions.

It's a first draft, and I can already see a ton of things to add and change. I'm excited. Get it here (PDF; 540K), read it, distribute it, link to this blog entry. Share with friends, use the ideas and send me your comments. Agree. Disagree. Let's talk!



E-mail: nextbyramla AT gmail.com